In many companies, performance is still all too often summed up in figures: quarterly targets, profitability indicators, dashboards... But this purely technical approach is now showing its limits. It can lead to stress, disengagement and a loss of meaning.

Faced with new expectations at work - the quest for autonomy, the need for recognition, the search for impact - managers need to rethink their practices. The challenge? Maintaining high standards without sacrificing long-term employee commitment.

Achieving this balance requires a shift in performance management: from a control model to one of support, guidance and development. Here are some concrete levers for creating a clear, empowering and motivating performance framework.

Setting a clear framework 

Before talking about performance or commitment, you need to start by setting a framework. A clear framework is what enables teams to understand where they're going, why they're going there, and how they'll measure their progress. Without this foundation, it's hard to create a healthy, sustainable dynamic.

Performance cannot exist without direction. When expectations are blurred, the risk of misalignment or loss of motivation is high. On the other hand, clear direction and well-defined objectives enable everyone to find their bearings and become actively involved.

For objectives to truly guide action, they must be :

• Specific: clear and understandable
• Measurable: with concrete success criteria
• Attainable: motivating without being unattainable
• Relevant: aligned with team priorities
• Temporally defined: with a clear deadline
  
  

For example, rather than "Improve customer satisfaction", we'd prefer an objective like: "Reduce the average processing time for requests from 5 to 3 days by the end of June".

Tracking the right indicators

A clear framework is not enough if it is not accompanied by relevant indicators. KPIs must not become an end in themselves, or a micromanagement tool. Too many or too abstract, they end up blurring the message, discouraging teams, or generating short-termist behavior.

To be truly useful, indicators must meet three criteria:

• Actionable: they should help you make concrete decisions, not just observe discrepancies.
• Pedagogical: they should shed light on progress, showing what works and what needs to be adjusted.
• Balanced: between quantitative (measurable results) and qualitative (feelings, collective dynamics, level of autonomy, etc.).

An indicator is not there to punish, but to enable teams to situate themselves, to progress, and to identify their margins for action.

Example:

In a customer support team, you might come across :

• a quantitative indicator: first contact resolution rate ;
• a qualitative indicator: level of satisfaction perceived in hot customer feedback;
• a team indicator: perception of workload and fluidity in the monthly collective self-assessment.

Adapting monitoring: alternatives to OKRs

OKRs are often used to align strategic vision, but they sometimes lack day-to-day flexibility. Some teams prefer simpler, more frequent and more engaging formats, to keep the steering process alive and human.

• Regular check-ins: a weekly 15-30 minute check-up to review progress, remove bottlenecks and adjust priorities.
• Visual tools such as Trello, Notion or even a shared whiteboard make progress visible, concrete and collaborative. This strengthens accountability and feeds the collective dynamic.

Delegating effectively

Delegating is not simply a matter of distributing tasks to relieve your diary. It's an act of management in its own right, based on clear communication, a defined framework and a relationship of trust. When well thought-out, delegation becomes a real lever for collective performance: it empowers employees and develops their skills, while lightening the manager's mental load.

Giving delegation a real framework

Effective delegation begins with a precise framework. Delegating does not mean "letting go" without direction, it means handing over a mission with all the keys to success.

This means clarifying :

• Expected objectives: what are we aiming for in concrete terms?
• Room for maneuver: what can the employee decide on alone? Where are the limits?
• Available resources: who can help? What tools or budgets are available?
• Contact points: when do we take stock, how do we monitor progress?

Example: "You're in charge of launching the next newsletter campaign. The aim is to have a first version ready for validation by Friday. You can call on the design team to create the visuals. We'll schedule a meeting on Thursday morning to go over it together and make the final adjustments."

Adapt the level of delegation according to maturity

Not all employees have the same level of autonomy or experience. A junior employee will need closer support, while a more senior profile will be able to operate with a high degree of autonomy. The manager's role is therefore to adjust his or her level of supervision according to the employee's degree of maturity: set more benchmarks at the outset to ensure security, then gradually loosen the stranglehold to encourage autonomy.

We sometimes speak of "situational management": it's not a question of applying a single method, but of adapting to each employee, each assignment, each context.

Promoting autonomy in a secure environment

Delegating also means accepting that employees will experiment - and sometimes make mistakes. A mistake is not a failure, it's an opportunity to learn. The key is to create a framework that allows experimentation, without jeopardizing the mission. 

The manager's role is twofold:

• Encourage initiative: leave room to test, propose and innovate.
• Provide a safety net: be available in case of doubt, validate milestones, offer constructive feedback.

This framework enables employees to take on responsibility without undue fear, and to develop lasting self-confidence.

Adopt the right posture

Tools, methods and indicators are necessary... but not sufficient. What really makes the difference is managerial attitude. It' s in the way we are, in the quality of our day-to-day interactions, that sustainable performance is built. Availability, clarity, high standards, support: these attitudes set the tone, create a reassuring framework and nurture team commitment.

Being present... without being intrusive

A successful manager is above all a reference point: accessible, without being omnipresent. They know how to set up effective follow-up rituals - weekly check-ins, informal check-ins, regular debriefs - while leaving room for autonomy.

Example: A simple 15-minute "coffee break" every Monday morning can be enough to get the week's momentum going, identify any bottlenecks, and strengthen the team bond.

It's this discreet but reassuring regularity that allows employees to feel supported without feeling watched.

Saying things clearly and respectfully

Clarity is a form of benevolence. Avoiding unspoken or unclear messages means avoiding latent tensions and misunderstandings. When a problem arises, it's better to talk about it quickly, calmly and methodically, rather than letting the situation drift.

Example: "I've noticed that the report hasn't been sent as planned. We need it for tomorrow's meeting. Can we review together how to organize your week to avoid this kind of slippage?"

This posture, both direct and respectful, fosters a climate of responsibility, without creating tension.

Setting limits, without inhibiting initiative

Knowing how to set a framework also means knowing how to say no when necessary. Rejecting a poorly prioritized project, reframing unaligned behavior, protecting break times or the team's rhythm: these are all acts of constructive authority that help preserve the collective balance.

Being a manager is not about being authoritarian: it's about assuming responsibility. And that means setting clear limits, in the service of healthy functioning.

Managing underperformance

Dealing with declining performance is never comfortable. Yet turning a blind eye or avoiding the subject often creates more frustration and disengagement than it avoids. An employee in difficulty doesn't need to be bypassed: he or she needs to be listened to, made clear... and given structured support. The challenge is not to punish, but to understand what is at stake, and to open up a realistic and respectful path to progress.

Listen before you act

Before taking action, it's important to understand. A drop in performance can have many causes: overload, loss of meaning, lack of skills, fatigue, tension or the need for recognition. Without this understanding, it's difficult to come up with an appropriate response.

Example: "You seem to be struggling with the last few deliveries. Can you help me understand what's blocking you at the moment?"

Structuring support 

Once the causes have been identified, it's time for action. It's not a question of "reframing for the sake of reframing", but of offering targeted support, using concrete, appropriate tools:

• OSBD feedback (Observation, Feeling, Need, Demand): a structured method for tackling sensitive subjects with clarity and respect.
• The PIP (Performance Improvement Plan): an individual improvement plan, with precise objectives, a follow-up schedule and regular milestones.
• Mentoring or pairing: working in pairs with a more experienced colleague to enhance skills in a practical way.

Example: A project manager struggling with deadline management follows a one-month PIP, with targeted prioritization training, weekly check-ins and the support of an internal mentor. Result: increased confidence, better organization, and visible progress in just a few weeks.

Maintaining high standards without losing the link

Supporting underperformance does not mean lowering standards. It means maintaining an ambitious course, while securing the path to get there. It means clearly stating expectations, while reaffirming confidence in the employee's ability to progress. It's this combination of demand and support that helps to recreate a positive dynamic. "I can see that there are difficulties, but I believe in your ability to overcome them. I'm here to help you move forward, not to judge you."

Performance management is no longer just about figures and reporting. It becomes a process of support, clarification and empowerment. By setting a clear framework, encouraging regular follow-up, delegating intelligently and adopting an active listening posture, managers create the conditions for sustainable performance - that is, performance that is both demanding and motivating. And when difficulties arise, they don't turn a blind eye. They act early, putting words into words, proposing solutions, and cultivating a climate of trust. It's this kind of management that enables teams to endure over time - and to grow together.

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