If you’re aiming for a senior leadership role, but struggle with managing you team’s performance, this might help.
One of the biggest lessons I’ve learned as a people leader is this:
You need systems to manage performance / expectations.
Examples of systems can be:
Clear code of conduct and expectations document that’s sent during onboarding.
A performance process where if they don’t meet expectations the first time, it’s a conversation, then a formal warning letter, then a termination.
So it’s…
Not just vibes.
Not just “managing through instinct.”
Actual systems that make expectations crystal clear, from day one.
It’s not enough to tell someone what you expect once.
You have to remind, reinforce, and revisit it.
And if someone isn’t meeting the mark, you address it quickly—
by asking how you can support them,
by re-clarifying the standard,
and by being transparent about next steps if things don’t change.
Here’s the key:
When expectations and systems are in place, you don’t need to take it personally.
If someone consistently chooses not to meet the standard, even after support and clarity…
That’s their decision.
You can’t take it personally…
You can’t carry the emotional weight of that…
You just let the system do its job…
Without that structure, performance conversations become murky.
You end up guessing.
Second-guessing.
And constantly worrying if you’re being “too harsh” or “too soft.”
Leadership isn’t about being perfect. It’s about being consistent.
And systems make that possible.
-Alif