Managing Performance: How to Build a Fair, High-Performing Culture

What do we actually mean by Managing Performance?

When I ask people to define Managing Performance, the first answer is often “appraisals” or “PDRs”. Those formal processes matter, but they only tell a small part of the story.

For me, Managing Performance means three things:

• Clarity – everyone knows what good looks like, how their work links to the bigger picture and what is expected of them right now.
• Conversation – managers and team members talk regularly about progress, challenges and development, not just once a year.
• Consistency – similar standards are applied fairly across the team, and people experience follow-through when things go well or when they do not.

If any of those elements is missing, Managing Performance quickly becomes stressful. People are unsure whether they are succeeding, managers feel stuck between organisational targets and individual needs, and HR is called in only when situations are already on fire.

Why managers struggle with Managing Performance

I rarely meet a manager who wants to do a bad job of Managing Performance. More often, they are juggling competing pressures and carrying a lot of anxiety about “getting it wrong”. Common barriers include:

Fear of conflict and emotion

Addressing underperformance or giving stretching feedback can trigger strong reactions. Many managers worry that if they are honest, a colleague will become upset, disengaged or even raise a grievance. To protect themselves and others, they soften the message or put off the conversation altogether.

Over time, that avoidance damages trust. High performers feel that poor behaviour is tolerated. The person underperforming is left guessing. This is the opposite of healthy Managing Performance.

Lack of clarity about standards

Without clear expectations and objective measures, Managing Performance can feel uncomfortably subjective. Managers worry about being accused of bias or inconsistency. They may either default to overly generous ratings (“it’s easier that way”) or focus only on tasks that are easy to measure, ignoring behaviours that really matter.

Time pressure and workload

Many managers feel they “do the day job” and manage people on top. In busy periods, structured Managing Performance conversations are usually the first thing to go. One-to-ones are pushed back, feedback is squeezed into a few minutes at the end of meetings, and development plans gather dust.

The irony is that inconsistent Managing Performance usually creates more work later – dealing with grievances, re-doing tasks, replacing talent who leave because they do not feel recognised or supported.

Limited training and support

Finally, many organisations promote people into management roles without giving them a solid grounding in Managing Performance. They are expected to handle complex conversations armed with little more than a form and a short policy document.

Our course exists to change that story.

How our Managing Performance course helps leaders

The ted Learning approach to Managing Performance is practical, people-focused and grounded in real scenarios from the workplace. It is built around drama-based learning, which means participants do not just hear about good practice; they see it, feel it and try it out.

Bringing performance conversations to life with drama

In a typical session we use professional actors to recreate familiar performance situations:

• A long-serving team member whose quality has slipped since their personal circumstances changed.
• A high performer who is delivering excellent results but demotivating colleagues with their behaviour.
• A new recruit who is enthusiastic but not yet meeting the required standard.

Participants watch these scenes and identify what is working and what is not. They can pause the action, ask questions of the characters and direct the actors to try different approaches. This “live laboratory” of Managing Performance allows managers to experiment in a safe space before applying techniques with their own teams.

Building a clear framework for Managing Performance

Alongside the drama, we provide simple, robust frameworks so that Managing Performance becomes less daunting. We cover:

• How to set SMART, meaningful objectives that link to organisational goals.
• How to balance quantitative targets with qualitative behaviours and values.
• How to use regular check-ins instead of relying solely on annual reviews.
• How to recognise and reward good performance in everyday interactions.

Managers leave with a consistent language for Managing Performance, which helps them feel more confident and helps their teams understand what to expect.

Practising constructive, people-focused conversations

At the heart of effective Managing Performance is conversation. Our course walks managers through a step-by-step structure for performance discussions, including how to:

• Open the conversation with respect and clarity.
• Describe the gap between expectations and current performance using specific examples.
• Listen actively to the employee’s perspective and explore root causes together.
• Agree practical actions, support and review points.
• Follow up consistently, whether performance improves or not.

Because participants practise these conversations with our actors, they experience what it is like to manage their own emotions, respond when someone becomes defensive and keep the discussion focused on behaviour rather than personality. This experiential element is where the theory of Managing Performance turns into skill.

Managing Performance for underperformance and high potential

One of the biggest challenges in Managing Performance is balancing support for those who are struggling with development for those who are excelling.

Tackling underperformance early and fairly

In our course, managers learn how to address concerns early, before frustration builds up on both sides. We explore:

• The difference between a one-off mistake and a pattern of underperformance.
• How health, capacity, skills and motivation can all affect performance.
• When to provide training or adjustments – and when to move into formal processes.
• How to document discussions proportionately, so there is a clear record without creating unnecessary fear.

Handled well, these conversations can actually strengthen relationships. Colleagues feel that Managing Performance is something done with them rather than to them.

Stretching and retaining high performers

At the other end of the spectrum, we look at how Managing Performance can help retain top talent. High achievers often crave feedback and opportunities to grow. When they do not receive them, they may feel overlooked and start looking elsewhere.

Our programme shows managers how to:

• Recognise and celebrate excellent performance in specific, meaningful ways.
• Co-create stretch goals that align with both organisational needs and personal ambitions.
• Use coaching techniques to help high performers take ownership of their development.
• Protect team morale so recognition feels fair, not favouritism.

In this way, Managing Performance becomes a tool for engagement and retention, not just for “fixing problems”.

Creating an organisational culture of Managing Performance

A single workshop can spark change, but sustainable improvement in Managing Performance requires organisational support. During design conversations with clients, we often explore questions such as:

• How do your HR processes reinforce or undermine the behaviours you want from managers?
• What messages do senior leaders send about feedback, learning from mistakes and accountability?
• How inclusive is your approach to Managing Performance – do all colleagues feel the system is fair?
• What data do you already have (engagement surveys, turnover, grievance themes) that point to strengths or gaps?

Our course can sit alongside other ted Learning programmes, such as Brave Conversations, Mental Health and Your Role as a Leader and Coaching Skills, forming a broader leadership development journey. When leaders consistently role-model effective Managing Performance, it becomes part of “how we do things around here”, not just something that happens during review season.

Practical tips you can use today for better Managing Performance

Even before attending the course, there are small actions managers can take to improve Managing Performance in their teams:

• Schedule regular check-ins. Protect short, focused one-to-ones in the diary. Use them to talk about progress, priorities and support, not just status updates.
• Be specific. When giving feedback, describe behaviours and impact: “When you did X, it led to Y,” rather than “you’re doing great” or “you need to improve”. This is a cornerstone of effective Managing Performance.
• Ask more questions. Swap “Here’s what you need to do” for “How do you think we can tackle this?” or “What support would help you move forward?”. Coaching-style questions encourage ownership.
• Capture agreements. After conversations, send a short summary of what was agreed and when you will review progress. This builds accountability and keeps Managing Performance transparent.
• Notice your own reactions. If certain colleagues or topics trigger you, take a moment to ground yourself before meetings. Calm managers are far more effective in Managing Performance discussions.

These changes may seem small, but compounded over time they transform how people experience work.

Ready to help your leaders manage with clarity and care?

Managing Performance is not about catching people out or ticking HR boxes. Done well, it is one of the most powerful tools you have for building a healthy, motivated and high-performing organisation.

Our drama-based Managing Performance course gives managers the confidence and tools they need to take a proactive, people-focused approach. With practical techniques, real examples and plenty of space to practise, participants learn how to hold constructive conversations, create accountability and build a culture where everyone can thrive.

If you are designing your learning and development strategy for the year ahead and want Managing Performance to be more than an annual form-filling exercise, we would love to support you.

Help your leaders manage with clarity and care: Find out more about our Managing Performance course.

FAQs about Managing Performance

Why is Managing Performance important?

Managing Performance is crucial because it links individual effort to organisational goals, supports fair decision-making and helps people grow. When managers handle performance well, teams are clearer, more engaged and more likely to stay. When it is ignored or done poorly, confusion and resentment build up, which eventually shows in results, turnover and culture.

How often should Managing Performance conversations happen?

We recommend that Managing Performance is an ongoing process, not a once-a-year event. Regular check-ins – weekly, fortnightly or monthly depending on the role – create a rhythm where feedback and support feel normal. Formal reviews can then summarise what has already been discussed, rather than delivering surprises.

What if I am nervous about difficult Managing Performance conversations?

Feeling nervous is natural. Our course helps by providing clear structures, language and plenty of practice with professional actors. Managers experience what it is like to hold firm on standards while still showing empathy and respect. Over time, this turns anxiety about Managing Performance into confidence.

How does drama-based learning improve Managing Performance skills?

Drama-based learning brings Managing Performance scenarios to life. Instead of just talking about techniques, participants watch realistic situations unfold and experiment with different responses in the moment. They receive feedback from facilitators, actors and peers, which accelerates learning and makes it far more likely they will use new skills back at work.

Who should attend a Managing Performance course?

Any leader with responsibility for others will benefit – from first-line supervisors to senior managers. The programme is particularly valuable for new managers who have never had formal training in Managing Performance, and for organisations that want to create a more consistent and people-centred approach across departments.