Raising the Bar
CHAPTER TWO
Raising the Bar 1
Module 1 - Where Performance Management
Becomes Raising the Bar
First Impressions
I had been looking forward to this.
When I moved from junior manager to line manager, I’d expected some training to follow. It never did. Not even the basics.
This was my first proper management course, and I was more nervous than I expected.
I arrived at 9:00 a.m. sharp, notebook in hand. I didn’t normally write longhand, but a tablet felt out of place today.
The offices were professional and well organised.
Anne, the Coach’s PA, greeted me and showed me into the conference room.
A projector was running, displaying a slide titled The Raising the Bar Way, and to one side stood a flipchart with the word Welcome written across it.
The offices were professional and well organised.
Anne, the Coach’s PA, greeted me and showed me into the conference room.
A projector was running, displaying a slide titled The Raising the Bar Way, and to one side stood a flipchart with the word Welcome written across it.
I took a seat near the top of the table.
Coach arrived a few minutes later and introduced himself.
“Joe, welcome. It’s good to meet you.”
The handshake was firm and confident.
“I’m the Raising the Bar Coach,” he said. “But please, just call me Coach.”
Anne returned with coffee. Lunch, Coach mentioned, had been arranged.
It was clear this wasn’t a short session.
After a few opening questions, Coach moved to the first slide.
“My official title,” he said.
“I work with managers at all levels, line, middle, and senior, depending on the organisation.”
He looked at me and smiled.
“So if I’ve been asked to work directly with you on a one-on-one basis, Joe, the organisation clearly sees you as important.”
That comment stayed with me.
Ray had hinted that this mattered. Now it was clear he meant it.
Coach changed the slide.
“You can break my job into two parts,” he explained.
“Management development focuses on the management team; workshops for experienced managers, training courses for new ones.”
He tapped the second line.
“Manager development, which is what we’re doing today, focuses on the individual. One-to-one coaching. Practical support. Hands-on development.
”He paused, then added:
“So, Joe, for the record, you’re attending a Manager Development session.”
I nodded.
Trust Comes First
Coach clicked to the next slide.
“Everything we discuss is confidential,” he said.
“You can speak freely, about your team, your boss, your challenges. It stays between us. What is said in the room, stays in the room”
He held my eye.
“For this to work, I need total honesty. I can’t help you when there are things I don’t know.”
I nodded.
The trust slide answered many questions. It made something obvious and uncomfortable.
This was why communication with Alan had been so difficult.
It wasn’t about how I did my job, it was about trust.
There wasn’t any and I still didn’t fully understand why.
The trust slide answered many questions. It made something obvious and uncomfortable.
This was why communication with Alan had been so difficult.
It wasn’t about how I did my job, it was about trust.
There wasn’t any and I still didn’t fully understand why.
Making Sense of the Problem
“Can I take a photo of that slide?” I asked.
Coach smiled. “You’ll get the full slide pack at the end of today.”
He topped up his coffee.
“Now,” he said, “tell me about yourself, how you got here. Start with your education and previous jobs.”
I told him everything about me.
I’d left school with no qualifications and ended up in the industry almost by accident.
I planned for the job to be temporary but I liked the work. I liked the people.
And more than anything, I liked my first manager, Barry.
So I stayed.
A Manager Worth Following
“What did you like most about Barry?” Coach asked.
“People called him a hard taskmaster,” I said. “But really, he just had high standards. If you made a mistake, he treated it as part of learning, as long as you didn’t make the same mistake twice.”
Coach nodded. “And when people didn’t meet his standards?”
“He told them. Politely at first. But if that didn’t work…” I paused. “ “Lets just say they didn’t last long.” I smiled.
“What I admired most,” I continued, “was that he gave me a chance. He gave me tough, challenging things to do as part of my learning but I never feared failure, because I knew he’d support me.”
Barry promoted me to team leader when others thought I was too young and inexperienced.
It caused controversy, especially with older, more experienced colleagues.
“Resentment?” Coach asked.
“Definitely. Stepping back from the friendship circle was part of the deal. It was rough at first, but eventually they accepted me.”
“So why did you leave?” he asked. “Or want to leave?”
“There was a reorganisation. I got a new boss and we didn’t get on from the beginning. He wasn’t a good manager, and he knew I knew it. That’s when the pressure started.”
“What was the main issue?”
“He was soft. The team walked all over him. Standards were poor. And when I tried to raise them, people ran to him to complain, and he supported them and not me.”
I paused.
“Under Barry, I felt like a manager. Under the new manager, I felt like a glorified employee.”
The Root Cause
Coach pointed back at the trust slide.
“There’s your root cause.”
And he was right.
We didn’t trust each other and without trust, nothing else works.
Coach stood, walked to the flipchart, uncapped a marker, and wrote in bold, deliberate strokes:
He turned back to me.
“Case in point?”
I nodded.
“You are right. Good people did leave but some good people just gave up being good because it wasn’t worth it.” I added.
Coach nodded, obviously taking that in.
Reading the Signs
“When I was in middle management,” Coach said, “I watched very carefully whenever I appointed a new manager.”
“If poor performers left, fine. That was usually a positive sign.”
He smiled lightly.
“But if the good people started to leave? That was a genuine red flag to me.”
He paused to let that land.
“And if no one left at all?”
He raised an eyebrow.
“That worried me too. It usually meant the new manager was just maintaining the status quo and I don’t recruit managers to just maintain, i recruited managers to improve.”
He looked directly at me.
“So, any resignations since you started?”
“Yes,” I said. “Two.”
“Were you sorry to see them go?”
“Not at all. Definitely in the not-so-good camp.”
He tapped the flipchart with the end of the marker.
“There you go,” he said.
“Confirmation you’re doing something right.”
How Doors Open
“How did you get this job?” Coach asked.
I smiled.
“I got a phone call completely out of the blue. I was headhunted I think you call it.”
He raised an eyebrow.
“They wouldn’t say how they got my name but later I found out it was Barry. He knew I was unhappy and quietly put my name forward.”
Coach turned back to the flipchart, flipped the page, and wrote in bold block capitals.
“Everyone knows mentors guide and teach,” he said.
“But great mentors do more. They guide your career. They open doors, and they protect you when you have problems in your job. They also pass on their values, just like Barry did for you.”
I nodded slowly.
“But why did he do it?” I asked. “He didn’t have to. I didn’t ask him to.”
“He chose to,” Coach replied.
“He obviously saw management potential in you.”
“He risked his own reputation. He stuck his neck out endorsing you because he believed in you.”
He paused, letting that sink in.
“That’s mentoring.”
Then he added something that stayed with me for a long time.
“Mentoring isn’t done for money. People like Barry do it because they want to, and they care enough to give the time and energy.”
I’d always known Barry was a strong coach and trainer.
But in that moment, I realised something else.
He had been a mentor too, and I’d never fully recognised it until now.
Why Performance Management Matters
“OK,” Coach said. “Let’s start by looking at why you’re here and what we’ll be covering today.”
He stepped towards the screen.
“When you manage people, Joe, every manager needs to be aware of and skilled in one thing.”
He clicked the remote. A single phrase filled the slide:
“Would you agree?”
“Definitely.”
“But tell me,” he said, “what comes to mind when you see those words?”
I didn’t hesitate.
“Disciplinary,” I said. “Performance plans. Warnings. Dismissals.”
Coach nodded.
“Exactly. That’s how most people see it. Performance management has become synonymous with correction, improvement and punishment.”
“But it actually means a lot more than that.”
He clicked again.
“That,” he said, tapping the screen, “is what performance management really means.”
“Let me explain.”
“When we talk about standards, we mean the benchmarks you manage performance against:
job descriptions, company values, operating procedures, for example.”
He continued.
“Tools are what you use to manage performance day to day: targets, KPIs, objectives, notes and records, personal development plans, reviews, bonuses and incentives. Formal warnings are tools too.”
“And finally, procedures. The formal processes organisations rely on when managing performance properly: induction, probation reviews, annual appraisals, informal and formal improvement processes, disciplinary procedures, and reward procedures.”
He turned back to me.
“There’s a lot more to performance management than most people realise.”
I nodded. “So it’s not just about dealing with poor performance?”
“Not at all,” Coach said.
“It’s everything a manager does when managing people. Every standard you set, every objective you agree, every conversation you have, all of it sits under performance management.
Coach turned back to the screen. The words Performance Management were still displayed.
With one click, performance management disappeared and was replaced with Raising the Bar.
“Raising the Bar,” Coach said, pointing at the screen, “is the modern interpretation of performance management.”
“It shifts the mindset. It doesn’t sound formal or administrative. It sounds constructive. Practical. And most importantly, objective, not personal.”
I nodded. No argument there.
“The reason it’s operating below the bar,” he continued, “is because people in the department are operating below the bar.”
I could see that.
“And there’s your job,” he said. “Your job is to raise the bar, to bring the whole team up to the required standard, and ideally beyond it.”
“And how do I do that?” I asked.
“The Raising the Bar Way,” he said. “And that’s why we’re here.”
The Bar
Fundamental to raising the bar is understanding The Bar itself.
“When we refer to the bar,” Coach asked, “what do we mean?”
“The job description?” I asked.
“Correct,” he replied. “The job description defines what’s required of a job and assessing someone against it, is a central part of Raising the Bar.”
He leaned forward slightly, then paused.
“The problem you’ve inherited is this,” he said. “The previous manager allowed some team members to operate below the bar. Poor standards were tolerated. Things that should never have been accepted became normal to them.”
He raised his hand to shoulder height.
“They think this is the bar.”
Then he lifted it higher.
“But in reality, it should be here.”
I sighed.
“That’s why I keep hearing, ‘It was fine for the last manager,’ or ‘No one’s ever said anything before.’”
“Exactly,” Coach said. “Managers who operate below the bar make life very difficult for the manager who follows them.”
Below the Bar Doesn’t Mean Bad
“But here’s something important,” Coach continued. “Being below the bar doesn’t automatically make someone a poor performer.”
I frowned. “How do you mean?”
“Take new employees,” he said. “A reasonable employer doesn’t expect them to hit the bar on day one. They’re still learning. Developing. They just haven’t reached the standard yet.”
He held my gaze.
“And Joe, right now, as a first-time manager, you’re also below the bar.”
I blinked.
“That’s not a criticism,” he added quickly. “It’s just where you are today. You’ve got the right drive and motivation but you haven’t had the training, experience, or support, yet. That’s why we’re here.”
“My job,” he said, “is to help you raise the bar not just in your team, but in yourself.”
He continued.
When the Bar Is Raised
“Here’s another thing,” Coach said. “Has your department reduced manpower recently?”
“Yes,” I replied. “Last year there was a cut in headcount. Because of cost constraints, there’s no budget for a second-in-command, and I haven’t been able to bring in a temp to cover a long-term sick case.”
Coach nodded.
“So you’re being asked to achieve the same standard of performance — with fewer resources?”
“Exactly,” I said.
“And that,” he replied, “is one of the biggest reasons so many organisations operate below the bar.”
He paused, letting it land.
“If an organisation cuts resources but expects the same output, it has effectively raised the bar.”
He continued, calmly.
“Most people step up. But those who were just about meeting the bar slip below it. And those already below the bar fall even further behind. Before long, they’re labelled as poor performers — often unfairly.”
He stepped back from the flipchart.
“What many executives and managers don’t understand is this,” he said.
“Raising the bar is the most important job a manager has, and the most difficult.”
“Very few organisations genuinely support it. They provide little training, little guidance, and then act surprised when standards don’t improve.”
He looked at me.
“Does that make sense?”
“Perfect sense,” I said. “Absolutely. But what do you actually do when you need to raise the bar? Where do you start?”
Coach smiled.
“Great question, Joe.”
He picked up the remote.
“This,” he said, “is where the Raising the Bar Cycle comes in.”
Managing Finances
“You manage a budget, right?” Coach asked.
“Yes,” I replied. “A fairly big one, actually.”
He smiled. “Good. Then this will make perfect sense.”
He clicked to the next slide.
I nodded. I could certainly see the logic.
“Fundamentally,” he continued, “Raising the Bar brings every standard, tool, and procedure together under one clear framework.”
He held his hands out, almost framing it in the air.
“Everything joins up. Nothing is ad hoc anymore. No patchwork approach to managing performance.”
He looked directly at me.
“From this point on Joe, I need you to stop thinking in terms of performance management and start thinking in terms of Raising the Bar. Every tool, every process, every conversation, they all sit within this framework.”
“Can you do that?”
“Easily,” I said. “It makes total sense.”
Understanding The Bar
“Good,” Coach said. “Then let me show you what we mean by The Bar.”
He clicked the slide.
“The Bar,” Coach said, “is simply the required level of performance. The minimum standard needed to do the job properly and meet expectations.”
“Right now, your department isn’t operating at the level the organisation needs. It’s below the bar.”
Coach stepped slightly closer to the screen, as if framing the sequence.
He pointed to the screen
1. Financial Appraisal
“At the start of every financial year,” he explained, “the organisation carries out a financial appraisal — a thorough review.”
“Executives look carefully at the accounts: what came in, what went out, and where the money was spent.”
He tapped the air with one finger.
“They review last year’s performance, assess the current financial position, and forecast what’s required for the year ahead — where to invest, where to cut back, and what needs to change.”
2. Setting the Budget
“From that analysis,” Coach continued, “they set the budget.”
“That includes the income or sales they need to achieve, the costs they expect to incur, and the profit the business must deliver.”
He paused.
“The budget defines expectations. It sets the bar.”
3. The Business Plan
“Once the budget is agreed, the business plan follows,” he said.
“This is where the numbers come to life.”
“It sets out monthly income and expenditure. How much revenue needs to come in, from where, and by when. What will be spent, when it will be spent, and why.”
He leaned back.
“The business plan turns broad intentions into concrete, reviewable commitments.”
4. Monthly Profit & Loss Reviews
“And then we get to the monthly profit and loss reviews — the part most organisations do religiously.”
He tapped the table lightly.
“These reviews are the check-ins. They highlight trends, expose variances, and flag where adjustments are needed — whether that’s tightening controls, reallocating funds, or changing course.”
He paused.
“No organisation would ever dream of skipping them. The biggest mistake in financial management is reaching year-end and being surprised by the figures.”
Closing the Loop
“And finally,” he said, “at year-end, the books are closed, the results reviewed, and the cycle starts again.”
I nodded slowly.
“I’ll be honest,” I said. “I didn’t realise finances were managed through such a strict cycle.”
Coach smiled.
“That’s exactly why it works,” he said. “It’s predictable. Disciplined. Structured.”
He held my gaze.
“Finance never runs on hope or guesswork. It runs on a cycle.”
Managing Performance
He tapped the slide again.
“And this,” he said, “is the Raising the Bar way of managing performance, using the same disciplined cycle we use to manage finances.”
Just like finance, performance doesn’t run on hope or reaction. It runs on a cycle.”
“This is the backbone of the Raising the Bar Way.
A structured, repeatable process that replaces ad-hoc management with clarity, control, and consistency.”
1. Appraise Performance
“At the start of the cycle,” Coach explained, “you hold a performance appraisal.”
“That’s where you look back — what went well, what didn’t, and why.”
He raised a hand.
“But you also look forward. You consider what’s coming next, the pressures ahead, and what needs to improve.”
“It’s a review and a forecast.”
2. Setting Objectives
“Then,” he continued, “just like setting a budget, you set objectives.”
“These define performance expectations — where improvement is required, where growth is needed, and where change is unavoidable.”
He leaned slightly towards me.
“In finance, this is where you decide where to invest money.”
“In people management, objectives are where you decide where to invest time, attention, and effort.”
3. Planning the Work
“Next comes the action plan — your version of the business plan.”
He pointed to the slide.
“This is where objectives are turned into practical steps.”
“Who does what. By when. And in what order.”
“No ambiguity. No guesswork.”
4. Reviewing Progress
“And then,” Coach said, his voice firming, “the most important part — reviews.”
He paused deliberately.
“This is where most managers fail.”
“They set objectives. They create plans. And then they forget about them until the next appraisal.”
He shook his head.
“You can’t manage performance that way.”
“You have to review progress regularly — while there’s still time to adjust, correct, and intervene.”
Why the Cycle Matters
“It’s exactly like finance,” Coach continued.
“You don’t wait until year-end to discover you’ve missed the targets.”
“You review regularly so you stay in control.”
He gestured around the full loop on the screen.
“Once reviews are complete, the cycle starts again — with another appraisal.”
“That’s the point. Continuous improvement. No surprises.”
He stepped closer, his voice steady.
“And here’s what most organisations miss.”
“The appraisal only works when it connects to every other part of the cycle.”
He traced the loop with his finger.
“Appraisal. Objectives. Planning. Reviews.”
“Most organisations do the annual appraisal — and nothing else.”
“No meaningful objectives. No proper planning. No regular reviews. No adjustment. No follow-through.”
He let the silence sit.
“That’s why so many appraisal processes don’t work.”
The Cycle Starts on Day One
“There’s more you need to understand about the Raising the Bar Cycle,” Coach said.
“The cycle isn’t just for appraisals. It applies to new employees as well, from day one. The moment someone joins the organisation, the cycle starts.”
He clicked to a new slide.
“The same principles still apply,” Coach continued.
“Now, you might think, how can you appraise someone who hasn’t even started?”
“The fact is you cannot but you can you can appraise the job they’re going to do and you can set Induction Objectives.”
He tapped the screen.
“You look at the role. You identify the priorities. And you define what a reasonable employer would expect a new employee to achieve during their induction period.”
1. Induction Objectives
“Nobody expects a new employee to hit the bar on day one,” Coach said.
“That’s why you set induction objectives, basic, reasonable standards to be achieved by the end of the induction period.”
He gave a few examples.
“Learning the systems. Working effectively within the team. Operating with limited supervision.”
He leaned in slightly.
“This is where many managers go wrong. They mismanage new employees because they give them nothing clear to aim for and therefore nothing to review.”
2. Induction Plan
“Every new employee needs an induction plan,” Coach said.
“It outlines the training they’ll receive, the tasks they’ll take on, and the targets they need to meet by the end of the induction period.”
“Without a plan, you’re throwing people in at the deep end.”
He paused.
“And if there’s no plan, there’s nothing to review, which means end-of-induction decisions become guesswork.”
3. Induction Reviews
“All new employees should have their induction objectives reviewed regularly, monthly at the very least,” Coach continued.
“If someone is falling behind, that’s the manager’s cue to step in with more support, more clarity, or more training.”
4. End-of-Induction Appraisal
“Without clear objectives and regular reviews,” Coach said, “deciding whether someone passes their induction becomes subjective, not factual.”
He looked across at me.
“Is this making sense?”
“Perfect sense,” I said.
“I’ve got two new employees right now. I need to decide whether they stay or go. If they’d had proper induction objectives from the start, this would have been much easier.”
“Correct,” Coach said.
Why We Say Induction, Not Probation
I hesitated. “Why use the term induction instead of probation?”
Coach smiled.
“Good question. Probation sounds punitive, like someone’s on trial, waiting to be judged.”
“Induction sounds constructive. It suggests you’re helping someone settle in and succeed.”
He shrugged.
“Onboarding might be fashionable, but induction period, induction objectives, end-of-induction appraisal — those sound practical and natural to me.”
I nodded. “I agree.”
Extending the Induction Period
“You said both employees are at the end of their induction and you’re unsure what to do?” Coach asked.
“Yes. I don’t know whether to let them go or confirm them in post.”
“There’s another option,” he said.
“If you’re unsure, extend the induction period, with clear objectives, a clear plan, and proper reviews.”
He smiled.
“In other words, go around the cycle again but call it an extended induction period.”
I felt myself relax slightly.
“I might just do that.”
“Good,” Coach said. “Let’s revisit that in the second part of today’s session.”
When Performance Is Below the Bar
Coach clicked the remote again.
A new slide appeared.
Poor Performance
“This same Raising the Bar Cycle,” he said, “works not only for new employees and capable staff — but also for people operating below the bar.”
I leaned forward.
“So… the same process?”
“Exactly,” Coach nodded.
“The principles don’t change.”
1. BAR Improvement Objectives
“You start by setting improvement objectives,” he said. “These objectives are mandatory.”
He emphasised the word.
“You’re not asking for anything extra. You’re not being unreasonable.”
“You’re asking them to do the job they are paid to do.”
He tapped the desk.
“That’s what The Bar represents — the minimum acceptable standard.”
2. BAR Improvement Plan
“Next comes the plan,” he continued.
“A practical, step-by-step list of what needs to happen to meet each objective.”
He paused.
“And remember — the plan isn’t for you. It’s for the employee to work to.”
“It’s how they demonstrate effort.”
He held my gaze.
“No evidence of effort?”
“Then no improvement can be recognised.”
3. BAR Reviews and Evidence
“Then come the reviews,” Coach said.
“Regular check-ins to confirm progress and build evidence.”
He gestured back to the screen.
“If, after fair support and clear guidance, improvement still doesn’t happen, you can move matters forward — confidently and fairly.”
4. BAR Appraisal
“And finally, the review — or appraisal,” he said.
“This is where a clear decision is made.”
He counted on his fingers.
“More time.
Continue the cycle.
Return to the normal annual Bar Review cycle, if standards are met.”
He paused.
“Or if there is insufficient improvement or effort — this is the point where formal action begins.”
“And guess what?”
“The same cycle continues — just under formal procedures.”
When Informal Fails to Work
A new slide appeared.
The same Bar Plan, but relabelled - Formal
Coach softened his tone, but not his message.
“Same process. Just formalised.”
“Formal objectives.
Formal plans. Formal Reviews, Formal consequences.”
He looked directly at me.
“The informal process doesn’t disappear.”
“It simply becomes formal when informal action fails to work.”
A Way Forward at Last
“Do you have any underperformers in your team, Joe?” Coach asked.
“Yes,” I said without hesitation. “One. A particularly bad apple.”
Coach smiled knowingly.
“Good.”
“Then I’ll show you exactly how the Raising the Bar Cycle helps you — whether that means raising performance…”
He paused.
“…or moving to formal action when nothing changes.”
For the first time in weeks, I felt genuine relief.
Finally — a structured way forward.
Maybe I could tackle Peter’s poor performance.
And his behaviour.
Properly and officially.
So, in Summary…
Coach leaned back, pen in hand.
“Raising the Bar is a modern approach to performance management,” he said,
“built on clear language and clear logic.”
He clicked to a recap slide.
“Raising the Bar,” Coach continued, “is the timely use of standards, tools, and procedures to raise, develop, correct, and reward performance.”
“The Bar is the required standard — the job description.”“And the Raising the Bar Cycle is the process managers follow
whenever they need to lift performance, for a department, a team, or an individual.”
He let that land.
“Raising the Bar,” Coach continued, “is the timely use of standards, tools, and procedures to raise, develop, correct, and reward performance.”
“The Bar is the required standard — the job description.”
“And the Raising the Bar Cycle is the process managers follow whenever they need to lift performance, for a department, a team, or an individual.”
He let that land.
“This,” he said quietly, “is how you manage performance with structure, fairness, and clarity.”
Then he smiled.
“Good. Because now we’re going to put it into practice.”
“We need to appraise your department, identify what’s needed to raise the bar, build practical plans, and agree a review process, so I can help you stay on track.”
He noticed my expression and paused.
“But before we do that…”
He smiled again.
“It’s time for lunch.”
I let out a long breath I didn’t realise I’d been holding.
My head was spinning — but for the first time in weeks, it was spinning in the right direction.