Managing Performance: Reflections from a Workshop on High-Performing Teams
I recently ran a workshop for a group of managers on building high-performing teams, and it sparked some really interesting discussions. One of the things we talked about early on was how performance management is often misunderstood. People tend to associate it with formal procedures or difficult conversations, but in reality, most of it happens in the day-to-day moments — setting expectations, giving feedback, recognising good work, and checking in regularly.
I thought I’d share a few of the themes that came up, because they’re things I see time and again when working with organisations.
Performance Starts With Trust & Clarity
We talked quite a bit about trust in the workshop, because without it, performance conversations become much harder than they need to be.
If people don’t feel comfortable being honest about challenges, asking for help, or admitting mistakes, issues tend to stay hidden until they become bigger problems.
But alongside trust, there’s something equally important: clarity.
People can only perform well when they understand what’s expected of them, what success looks like, and how their work contributes to the bigger picture.
That sounds obvious, but in practice it’s often where things start to drift — priorities change, goals aren’t revisited, or assumptions creep in.
One of the simplest but most effective habits managers can build is regularly checking in and asking: Are we still clear on what good looks like here?
Before Acting, Take Time to Understand What’s Really Going On
Another topic that generated a lot of discussion was why performance varies across a team.
It’s easy to jump to conclusions, but in reality, there’s usually a reason behind it. In many cases, it comes down to one of three things:
- Someone doesn’t yet have the skills or experience they need
- There are barriers or pressures affecting their ability to deliver
- Motivation or confidence has dipped
Taking a bit of time to understand which of these is at play can make a big difference. It leads to more constructive conversations and much better outcomes than assuming the worst.
Feedback: Often Avoided, Always Important
We also spent time talking about feedback — something that many managers say they find uncomfortable.
What often happens is that feedback is delayed or softened so much that the message gets lost. But most people would rather know where they stand.
One phrase that always resonates is: clear is kind.
Clear, specific feedback helps people improve and builds trust over time, particularly when it’s balanced with recognition of what’s going well.
And recognition really matters. It’s easy to focus on what needs fixing, but noticing and acknowledging good work is just as important for maintaining motivation.
Difficult Conversations Are Part of the Role
At some point, every manager has to have a conversation they’d rather avoid.
We talked in the workshop about how these conversations don’t need to be confrontational. In fact, the most productive ones are usually the calmest.
Sticking to the facts, asking questions, and focusing on what happens next tends to work far better than going in with assumptions or frustration.
It’s not always easy, but avoiding the conversation rarely makes things better.
The Practical Side: Documentation and Process
One area I always emphasise, and did again in this workshop, is the importance of documentation and following process.
It isn’t the most exciting part of managing performance, but it’s one of the most important.
Keeping clear notes, confirming expectations, and addressing issues early makes everything easier if situations escalate later. It also helps ensure fairness and consistency, which is essential for both managers and employees.
I often say that good documentation isn’t about being bureaucratic, it’s about being clear and protecting everyone involved.
Consistency Makes the Biggest Difference
If there was one message that I hoped managers took away from the session, it was this:
You don’t need to be perfect, but you do need to be consistent.
Performance is managed in everyday moments: the one-to-ones, the quick check-ins, the recognition, the honest conversations when something isn’t quite right.
Those small, regular actions have far more impact than any formal process on its own.
Final Thoughts
High-performing teams are built over time, not through one big initiative or a single training session. They’re built through:
- Clear expectations
- Regular feedback and recognition
- Open conversations
- Early action when issues arise
- Consistent processes
When those things are in place, performance management becomes much more straightforward, and teams tend to be more engaged and confident in their work.
If you’d like to talk about developing your managers’ confidence in managing performance, or you’re thinking about running workshops like this in your organisation, feel free to get in touch.
