Performance management has long been seen—by both employees and organizations—as a dreaded must-have. But it doesn’t have to stay that way. This Field Manual explores the history of performance management and asks how we can update our practices so they align better with the mission, purpose, and strategy of our business.

Goals are key to performance: they help us know where we’re going and, in the end, whether we’ve gotten there. To kick performance up to the highest levels, individual, team, and organizational goals need to all be in alignment. This Field Manual explores it all.

Feedback—both how we get it and how we give it—is changing at a lightning pace. This Field Manual dives into the nuances of how to do it well between both individuals and teams. It then moves out to look at the emergence of 360 degree feedback and how technology is enabling continuous feedback that can be integrated into the flow of work.

One of the core ways we can enable better performance is by supporting employees at all levels. Coaching is a crucial piece of the support. It gives employees the insight and confidence they need to succeed—and helps coaches too. This Field Manual explores what it means to be a good coach, what that relationship looks like over time, and how it can improve performance across an organization.

Performance Management isn’t an end unto itself. Ultimately, it’s about creating a healthy, thriving culture that drives your business forward. Rewards and recognition are a crucial piece of that performance management-to-culture journey. This Field Manual explores that connection.