Rethinking Performance Management: 8 Questions To Consider

We are frequently in conversation with our clients about how to improve their performance management approach so that it’s not a box-ticking exercise or a rigid, annual process of evaluations. This is one of the questions we explored during our panel discussion on “Death of the Appraisal – What’s next?”.

What became clear from our panel of experts Kathryn White (Enterprise Ireland), Laura Lynch (Queen’s University Belfast), and Pedro Angulo (AIB), chaired by Emer Hinphey (AAB People) is that Performance management is an evolving journey that shapes and is shaped by the culture, behaviours, and values of the organisation. When done right, performance management drives purpose, fuels personal and collective growth, and aligns the entire organisation to work towards successfully realising its vision.

So, what questions should managers be asking to ensure performance management is meaningful, impactful, and engaging? Below, we explore some questions that can help frame your approach. Each question encourages managers to reflect on their leadership, connect deeply with their teams, and foster a culture of positive growth and continuous improvement.

8 Key Questions Managers Should Ask Themselves WHEN RETHINKING Performance Management

1. How Does It Feel to Be a Leader in This Organisation?

Feelings shape behaviours. Do you feel empowered with the support, resources, and autonomy to focus on developing your team, or are you bogged down with administrative tasks and firefighting?

Consider asking yourself: Am I able to spend enough time nurturing my team’s growth and performance? Do I have clarity on the behaviours and values expected of me?

2. How Do You Create Space to Really Lead Your Team?

True leadership isn’t about managing processes—it’s about inspiring people and empowering performance. This requires creating the time and space to lead, not just manage. Whether it’s regular one-to-one check-ins, strategy discussions, or coaching conversations, ensuring you have dedicated time to connect and guide your team is crucial.

Consider asking yourself: What do I need to let go of to prioritise time for meaningful leadership? Am I creating enough opportunities for my team to share their ideas, give feedback, and voice concerns?

3. What Leadership Light (Shadow) Are You Casting?

Every leader casts a light—or shadow—through their actions, words, and behaviours. This influences team culture, trust, and performance.

Consider asking yourself: What messages are my actions sending to my team? Am I creating a positive and psychologically safe space for them? What feedback have you sought on your leadership impact?

4. What Leadership Light Would You Like to Cast?

Once you recognise the light or shadow you’re casting, ask yourself: what kind of leader do you want to be? It’s about being intentional in your approach, so your team feels inspired and motivated.

Consider asking yourself: What values and behaviours do I want to be known for? How can I demonstrate these values consistently?

5. As a Team, What Are Our Key Objectives and Collective Responsibility?

Clarity of purpose and alignment are critical for a high-performing team.When everyone is aligned, there’s a sense of unity and shared accountability that fuels performance and collaboration.

Consider asking yourself: What defines success for this team? Are our goals clear, relevant, and understood by everyone? Is each team member clear on their role in achieving these goals?

6. As a Team, What Are Our ‘Must Win’ Battles?

Identify the key priorities and non-negotiables for your team. What are the areas where you need to excel to deliver success for the organisation? Setting these priorities ensures the team remains focused and united, especially when there are competing demands and pressures.

Consider asking yourself: What are our top priorities for the next quarter? What challenges might prevent us from winning these battles?

7. How Do We Keep the Conversation and Feedback Open, Continuous, and Live?

Great performance management is built on real-time, high-quality feedback. This means not waiting for formal reviews to provide input or discuss progress. Instead, it’s about making feedback a natural part of daily interactions, so the team is constantly learning, improving, and feeling supported.

Consider asking yourself: How can I make feedback a routine part of team communication? Am I giving meaningful and actionable feedback that enables people to grow? Are we creating a safe space for honest and constructive feedback?

8. Are We in a the Right Place for Meaningful Performance Management?

Take a moment to assess your current situation. Is the culture conducive to open conversations and psychological safety? Are your managers equipped with the skills to lead performance management discussions effectively? Being realistic about where you are right now helps you build a foundation for success.

Consider asking yourself: Do we have the right environment to support the new approach? What support or training might we need to ensure readiness?

Questions Asked & Answered; What’s Next?

Rethinking performance management means rethinking how we lead, communicate, and develop our teams. It’s about creating an environment where people feel empowered to perform at their best and take ownership of their development and success.

There are a number of different ways to achieve this, whether it’s through ongoing coaching, mentoring, training, attending workshops, completing a course… it all depends on individual management styles and the needs of their respective teams. This is another area we explored during our panel discussion on “Death of the Appraisal – What’s next?”. That’s not all, we also support organisations to dig into where improvements can be made and why structures aren’t working as well together. That’s where our Learning and Development and Organisational Development teams come together to build bespoke solutions that will help you to build your organisations focus, strength and agility. 

One theme is consistent across all of these approaches; inspiring people and empowering performance.

If you have any questions about performance management or how you can rethink this in your team please do not hesitate to get in contact with Jacqui Jolmes, Aideen O’Neill, or your usual People team contact.