Performance management often starts from the wrong place: judgement.

Someone’s not meeting expectations? It must be a problem to fix.
They’re always late, so they must be lazy.
They’re too direct in emails, so they must be rude.

We jump to conclusions, label behaviour, and make assumptions… and often without context or conversation. But real, meaningful performance conversations start somewhere else entirely: curiosity.

From Judgement to Curiosity

What if, instead of labelling behaviour, we paused and got curious?

• Is that lateness related to difficulties at home, mental health, or neurodivergence?

• Am I misinterpreting their tone because I have a different communication style?

• Could a recent drop in productivity reflect burnout or lack of clarity, not poor motivation?

We often assume performance issues are a personal failing. But what if they’re the result of poor instruction, unrealistic expectations, or missing resources?

When we stop judging behaviour and start observing it with curiosity, we open the door to support and ultimately, improvement.

The Triangle of Support

At Mindset, we teach a simple but powerful concept in our leadership and mental health training: that behaviour, support, and outcomes are linked.

We use a model called the Triangle of Support, adapted from Bury & Kennedy (2022). It helps leaders assess:

• What behaviours they’re noticing

• What environmental or internal factors might be influencing that behaviour

• What person-centred support might help things move forward

The result? A shift from blame to problem-solving. Leaders begin to ask: What might be getting in the way? What support could make the difference?

The feedback has been brilliant. People realise that performance management isn’t about placing blame. It’s about understanding what’s getting in the way, and what might help.

We’ve helped organisations move away from reactive, box-ticking performance processes and towards human-centred, psychologically informed approaches. And it works. Because when people feel understood, they’re more likely to engage, improve, and grow.

Seeing the Whole Picture

Performance challenges don’t exist in a vacuum. They’re often the outcome of a complex system, including leadership behaviours, communication gaps, and resource constraints.

We encourage leaders to reflect on:

• Have I been clear in what I’ve asked for?

• Have I given enough time, tools, or support?

• Have I modelled the behaviours I’m expecting from others?

That’s why performance management isn’t just about the individual. It’s about leadership, systems, and culture. And it’s why our coaching, leadership development, and team workshops focus on awareness, feedback, and support.

In some cases, underperformance may relate to hidden challenges like neurodivergent traits or unrecognised mental health needs. That’s where a Workplace Needs Assessment can make a huge difference. It helps uncover what’s going on, what adjustments are needed, and how the business can take meaningful action.

Often, it’s not about dramatic changes, it’s about small shifts that make a big impact.

Final Thoughts

Performance management isn’t about catching people out.
It’s about creating the conditions where people can do their best work.

And that starts with seeing them as people, not problems.

If your current approach to performance management isn’t getting the results you need, maybe it’s time to rethink it.

At Mindset, we offer training, consultancy, and workplace needs assessments to help leaders build more supportive, effective performance practices.
Let’s talk. Ask us for our free PDF on the Triangle of Support or book in a virtual coffee with us today.