Performance management

The ongoing process of setting expectations, giving feedback and addressing whether someone is meeting the standard of their role.

Example

Clear quarterly outcomes, weekly 1:1s, specific feedback within days, and an honest conversation when the standard is not being met.

It is continuous, not an annual event. A performance conversation that surprises someone is a management failure that happened months earlier.

Feedback — Telling someone specifically what you observed and what effect it had, close to when it happened.
Setting expectations — Being explicit at the start about what success in a role looks like: the outcomes, the standard, the timeframe and how it will be judged.
1:1 — A recurring private conversation between a manager and a person who reports to them.
Management — Getting work done through other people — setting expectations, removing obstacles, giving feedback and holding accountability.