We tend to talk about performance management and leadership as if they’re separate concepts, two neighboring houses on the same street. In reality, they’re the same home. Performance management is leadership, and leadership is performance management. You simply can’t have one without the other.
But somewhere over the past twenty years, performance management has been reduced to a set of HR-driven tasks: filling out forms, completing ratings, meeting deadlines, and checking compliance boxes. And when that happens, both leaders and employees lose out on what performance management is meant to be: a core leadership responsibility that strengthens trust, clarity, growth, and accountability.
Done well, performance management isn’t an administrative burden, it’s the heartbeat of leadership.
Why Performance Management Fails (and Why It Doesn’t Have To)
In my experience, leaders don’t avoid performance conversations because they’re lazy or disinterested. They avoid them because:
- They’re unsure how to communicate expectations clearly.
- They’re worried about damaging relationships.
- They’ve inherited systems that feel punitive or bureaucratic.
- They fear conflict or emotional reactions.
- They don’t have time to prepare or the confidence to deliver tough messages.
And when this avoidance becomes a pattern, municipalities pay the price. Employees walk around unclear about what “good” looks like. Leaders carry frustrations they don’t voice. Underperformance drags on. High performers feel unseen. Culture becomes inconsistent. And eventually, trust erodes.
But it doesn’t have to be this way.
When leaders see performance management as a leadership behaviour, not a task, everything shifts.
Performance Management Is Actually About Three Things
- Setting Direction
People can only meet expectations they understand.
Leadership is about giving people a roadmap, not just a result.
The most common performance problem I see isn’t capability, it’s ambiguity. Employees are working hard, just not always on the right things, because they don’t have a clear picture of priorities, standards, or outcomes.
Direction brings confidence.
Confidence brings performance.
- Building Capability
Performance grows when leaders coach, not when they micromanage.
Too often, leaders jump in and “fix” things themselves because it feels faster. But capability is built through guided problem-solving, not rescue missions. Coaching is the bridge between current performance and future potential.
If your only goal as a leader is to get today’s work done, you’ll always be overwhelmed.
If your goal is to grow capability, the work gets easier, and better.
- Creating Accountability
Accountability isn’t about consequences.
It’s about clarity, consistency, and follow-through.
When leaders avoid accountability conversations, municipalities feel it immediately: resentment builds, fairness evaporates, and team culture weakens. Accountability isn’t harsh, it’s kindness. It gives people the chance to succeed.
Great leaders hold people to standards because they want them to excel, not because they want to catch them failing.
The Missing Ingredient: Relationships
Here’s the part that often gets overlooked:
Performance cannot improve without trust.
Employees won’t open up about barriers, learning needs, or mistakes unless they feel psychologically safe. They won’t stretch toward development unless they feel supported. They won’t accept feedback unless they believe their leader wants them to succeed.
Leadership isn’t just about driving results.
It’s about creating the relational environment where results can be achieved.
Performance flows through relationships.
Why This Matters Now More Than Ever
Today’s workforce – especially emerging leaders – wants:
- Coaching, not control.
- Development, not directives.
- Meaningful conversations, not annual reviews.
- Leaders who are human, not hierarchical.
If municipalities continue to treat performance management as a static HR process rather than a dynamic leadership capability, they will continue to see disengagement, turnover, and cultural drift.
But when leaders make performance conversations part of the rhythm of work — not an exception to it, something powerful happens: teams begin to thrive.
A Different Future Is Possible
Imagine workplaces where:
- Expectations are clear and regularly reinforced.
- Feedback is human, specific, and ongoing.
- Coaching conversations happen monthly, not annually.
- Performance issues are addressed early, respectfully, and directly.
- High performers feel seen and stretched.
- Leaders feel confident, capable, and equipped.
- Employees understand how their work contributes to something bigger.
This isn’t a dream. It’s what performance management looks like when leaders embrace it as leadership.
Performance management isn’t a chore – it’s a responsibility.
It’s not paperwork – it’s relationship-building.
It’s not about judgment – it’s about growth.
Leadership and performance are not two houses.
They’re one foundation.
And when municipalities finally align the system, the expectations, and the support, leaders stop managing forms and start managing performance, which is exactly what leadership was meant to be.
Heather Stamp is a Senior Advisor of People & Culture at MC Advisory. Known professionally as the “Chaos Whisperer” for her ability to bring calm and clarity to complex situations, Heather finds balance outside of work as an avid hiker and yogi, and by watching her three adult children thrive in their various passions.
