Performance Management

I've managed hundreds of craftspeople over the course of my career. Each person's story & work is unique. From the specific craft itself to the specific scope & situation the individual is working in. There is no ****one way**** to manage performance.

Performance is best managed through an amalgamation of regular feedback, clear expectations on **how** and **what** work gets done, self-reflection, and qualitative + quantitative data.

  • Performance Management
  • Employee Experience
  • Developer Experience
  • Operations


  • I've managed hundreds of craftspeople over the course of my career; both as a manager of managers and a first-line manager.


  • Objective Metrics: this can come about through discussions and such
  • Co-worker & Manager Feedback: can be used as a tool, but 360's are great.
  • Self Reflection: how do they see they did vs. how i see they did? Why's there a difference?
  • Regular 1:1's: for adjustments throughout the performance cycle, regular
  • Documented Expectations: Clear role expectations on how things get done and what gets done depending on level.
  • Performance Calibrations: as a manager, calibrating how I understood specific people's performance across multidisciplinary roles, was critical. I was challenged, etc.



  • Performance Reviews should not be surprising.
  • Performance Management comes from a combination of qualitative and quantitative information
  • Performance


Local Law & Compliance

Performance management practices varies across the world, due to the vast array of legal obligations and worker protections in the respective locale. In the Netherlands, specific requirements need to be followed, especially in the case of underperformance to being laid off.

Performance Improvement Plans

There's been many times I've had to address consistent under-performance. I work to understand the context and the individual's understanding of their own performance, then co-create a plan of action with them on how to improve. Typically this came from a combination of steps:

  • One-to-one with the employee to discuss their performance and what they're facing;
  • Clearly communicating the possible impact if they do not improve;
  • Co-creating objective measurements to continue setting standards;
  • Supporting them through the process with additional training, mentorship, change of scope, etc.
    Sometimes this has worked, other times I've had to let people go. Each situation is unique but follows a regular cadence of communication & expectation setting.