Performance management hasn’t always had the best reputation. For a lot of people, it means annual reviews that feel disconnected from the real work and do little to support growth. The truth is these traditional ways have struggled to keep up with how businesses actually operate.
If performance is going to support real progress, it can’t be limited to once-a-year conversations. It needs to feel more regular, more relevant and part of how goals get delivered day to day. It should help people connect their work to what the business is really trying to achieve.
What should performance management actually drive?
Performance, when understood properly, is about contribution. It’s not about whether someone worked hard or hit a target in isolation. It’s about whether their actions made a meaningful difference to what the organisation is trying to achieve.
That requires clarity of direction and it demands a culture where people understand how their work ladders up to strategy. When performance is aligned with strategic outcomes, employees get a clearer sense of purpose. Managers move from reviewers to enablers and instead of chasing metrics, teams start solving real problems.
The gap between strategy and performance
One of the biggest reasons performance management systems break down is that they’re disconnected from strategy. Individuals are assessed on KPIs or vague competencies, while leadership is trying to push through transformation or scale up new initiatives.
This is where the OKR (Objectives and Key Results) framework comes into play. They create a through-line from strategic intent to day-to-day effort.
Too many organisations confuse goals, visions, or fluffy slogans with actual strategy. But strategy is a set of coherent actions guided by a real understanding of the challenge. This same thinking applies to performance. A useful OKR points toward a strategic response and lays out measurable steps to deliver it. It connects ambition with action. Without that link, you risk optimising for the wrong things or mistaking activity for progress.
From appraisals to outcomes
Moving away from traditional appraisals means shifting from a static evaluation model to a dynamic system of alignment and accountability.
That starts by redefining performance as a living conversation. Instead of “How did you do last year?”, ask:
- What outcomes are we aiming for now?
- What role do you play in delivering them?
- What support or feedback will help you get there?
This approach gives people autonomy and clarity. It also makes performance fairer, because it’s judged in the context of evolving priorities.
At There Be Giants, we’ve seen how this shift transforms organisations. Teams become more focused, leaders make better decisions and strategy execution is more achievable.
What does good performance management look like today?
- It’s outcome-driven – People know what matters most and how to move the needle
- It’s continuous – Feedback happens in the flow of work and not once a year
- It’s strategic – Objectives align with real business challenges, not just personal goals
- It’s people-led – Managers coach and support
Done well, performance management helps people grow in the same direction as the business. It brings clarity, motivation, and impact.
If your current system feels like it’s holding you back, ask yourself:
- Are we measuring what really matters?
- And more importantly, does it matter to our strategy?
At There Be Giants, we help organisations accelerate business results through OKRs. Get in touch today to start turning your strategy into action and your people into high-impact performers.