When I consider performance management, I don't begin with ratings, systems, or models. Instead, I start by examining how work actually gets accomplished. In large, complex organizations, performance doesn't occur in neat cycles; rather, it happens in motion, with people constantly adjusting, prioritizing, and collaborating across silos. Therefore, the question for me has always been: how do we build a system that supports this reality instead of interrupting it?
I've ceased viewing performance management as a process owned solely by HR. I now treat it more like an internal GPS for the business. When it's functioning well, it helps people see where they're going, make better decisions, avoid obstacles, and reach their destination faster. However, for this to work, it needs to be clear, continuous, and part of the everyday experience—not a twice-a-year form that people dread filling out.
In my experience, the most effective system is one that creates shared ownership between leaders and employees. We establish outcomes that matter at the team level, and we check in frequently enough that performance isn't a surprise. I encourage managers to approach performance conversations as they would coach someone through a real project. This approach prompts them to discuss what's working, what's stuck, and what's shifting. No scorecards, just genuine dialogue, regardless of the HR technology they may be using.
One strategy I've implemented in past roles that had a significant impact was shifting from asking "How are you doing?" to "Where are you in the work?" It may sound simple, but it completely changed the tone. People opened up, and we discussed priorities, trade-offs, and how they were managing complexity. It wasn't just about judging effort; it was about understanding progress.
This approach scales because it doesn't rely on one massive system to keep it running. It builds capability at the manager level, which is where performance truly resides. Over time, it strengthens trust, because people feel seen not just for their outcomes but for how they achieved them.
To me, a strong performance approach is ultimately less about forms and more about focus. It's less about grading and more about growth. When done correctly, it becomes the way the organization stays sharp, connected, and able to move forward even when everything else is changing.
