Handbook
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Hiring & Team
Performance Management for Startups
Good people want to know how they're doing. Here's how to manage performance without bureaucracy.
Performance management sounds like corporate HR speak. But at its core, it’s simple: helping people understand expectations, know how they’re doing, and improve. Good people want feedback. They want to grow. A lightweight performance system helps you develop talent, retain your best, and address problems early.
Why Performance Management Matters
People Want to Know
Good employees care about:
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Am I meeting expectations?
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What could I do better?
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How does my work matter?
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What’s my future here?
Without feedback, they’ll guess—often wrong.
Problems Don’t Fix Themselves
Unaddressed performance issues:
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Persist and worsen
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Affect the team
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Build resentment
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Become harder to solve
Early feedback prevents bigger problems.
Retention
Top performers leave when:
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They don’t know where they stand
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Growth feels stagnant
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Contribution isn’t recognized
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Feedback is absent
Good performance management retains good people.
The Minimum Viable Approach
For Early Startups (< 20 People)
Don’t over-process. You need:
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Regular 1:1s
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Clear goals
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Ongoing feedback
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Annual/semi-annual check-in
That’s it. No complex systems.
What’s Required
Clear expectations:
Every person should know what success looks like.
Regular feedback:
Ongoing, not saved for annual reviews.
Development conversations:
Where are they going? How can you help?
Performance conversations when needed:
Address issues directly when they arise.
Setting Expectations
Clear Goals
Everyone should have:
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3-5 goals
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Measurable where possible
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Aligned to company priorities
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Achievable but stretching
Not: Vague intentions (“do great work”)
Yes: Specific outcomes (“ship feature X by Q2”)
Job Clarity
People should understand:
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What they own
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What decisions they can make
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Who they work with
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How success is measured
Ambiguity creates anxiety and underperformance.
Role Evolution
Startup roles change:
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Communicate when expectations shift
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Update goals as company evolves
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Re-level as scope changes
Don’t surprise people with new expectations.
The 1:1 Meeting
Why It’s the Core
1:1s are where performance happens:
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Regular touchpoint
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Two-way conversation
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Feedback in both directions
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Relationship building
Skip the 1:1s and you lose the thread.
Frequency
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Weekly is ideal
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Biweekly minimum
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Never cancel repeatedly
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30-60 minutes
1:1 Structure
Not just status updates. You get that from other channels.
Cover:
1.
How are they doing? (Human check-in)
2.
What’s on their mind?
3.
Blockers and support needed
4.
Feedback (both directions)
5.
Development and growth
Manager Prep
Before each 1:1:
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Review their work
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Note specific feedback
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Think about their development
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Have something to discuss
Don’t wing it.
Giving Feedback
Ongoing, Not Annual
Feedback should be:
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Timely (close to the event)
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Specific (what exactly happened)
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Actionable (what to do differently)
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Regular (part of normal interaction)
Don’t save it up.
The SBI Model
A simple framework:
Situation: When/where did this happen?
Behavior: What specifically did they do?
Impact: What was the effect?
“In yesterday’s meeting (situation), when you interrupted Sarah multiple times (behavior), it made it hard for her to finish her point and the team missed her perspective (impact).”
Positive Feedback Matters
Don’t only give corrective feedback:
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Reinforce good behavior
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Be specific about what worked
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Show that you notice
Good feedback isn’t just criticism.
Receiving Feedback
As a manager, model receiving feedback:
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Ask for it regularly
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Receive it gracefully
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Act on it visibly
“What could I do differently to support you better?”
Performance Reviews
Keep It Simple
For startups, lightweight reviews work:
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Semi-annual or annual
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Written summary
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Conversation to discuss
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Forward-looking goals
Don’t create bureaucracy.
What to Cover
Past:
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Key accomplishments
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Areas of challenge
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Feedback themes
Present:
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Current performance assessment
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Strengths
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Areas for development
Future:
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Goals for next period
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Development priorities
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Career conversation
The Conversation
Reviews should be conversations:
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No surprises (ongoing feedback means they know)
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Two-way dialogue
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Focus on development, not just evaluation
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Actionable next steps
Calibration
If you have managers:
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Compare across team
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Ensure consistency
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Check for bias
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Align on standards
One person’s “exceeds” shouldn’t be another’s “meets.”
Addressing Performance Issues
Early Intervention
Don’t wait until it’s serious:
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Give feedback when you notice
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Be specific about concerns
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Offer support for improvement
Problems caught early are easier to solve.
The Direct Conversation
When there’s a real issue:
1.
State the problem clearly:
“I’m seeing [specific issue] and it’s affecting [impact]”
2.
Listen to their perspective:
There may be context you’re missing
3.
Agree on expectations:
“Going forward, I need to see [specific change]”
4.
Set timeline:
“Let’s check in on this in two weeks”
5.
Document:
Write it down
Performance Improvement Plans (PIPs)
For serious issues:
Structure:
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Specific expectations
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Timeline (30-60 days)
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Regular check-ins
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Clear success criteria
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Consequence if not met
Purpose:
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Fair chance to improve
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Documentation for decision
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Clarity for both sides
Not just legal cover—genuine opportunity.
When to Move to Termination
If after feedback and opportunity:
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Problem persists
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No improvement trajectory
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Impact continues
It may be time to part ways. See “When to Fire” for more.
Growth and Development
Career Conversations
Separate from performance reviews:
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Where do they want to go?
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What do they want to learn?
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How can you help?
Have these quarterly.
Development Opportunities
Help them grow:
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Stretch assignments
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Learning resources
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Mentorship
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Cross-functional exposure
Development is retention.
Promotion Decisions
Make promotion criteria clear:
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What’s required for next level?
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Where are they relative to that?
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What’s the path?
No mystery about how to advance.
Common Mistakes
Avoiding Hard Conversations
Hoping issues resolve themselves.
Fix: Address problems directly, early, with specifics.
Annual-Only Feedback
Saving everything for the yearly review.
Fix: Ongoing feedback. No surprises at review time.
Vague Feedback
“You need to do better” isn’t helpful.
Fix: Specific situations, behaviors, and impacts.
Only Negative Feedback
Corrective feedback without recognition.
Fix: Balance. Recognize what’s working, too.
No Documentation
Nothing written down until there’s a problem.
Fix: Document feedback, goals, and discussions regularly.
Inconsistent Standards
Different expectations for different people.
Fix: Clear criteria. Calibrate across managers.
Ignoring Growth
Only evaluating, not developing.
Fix: Make development part of every 1:1 and review.
Scaling Performance Management
Under 20 People
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1:1s and ongoing feedback
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Simple goals
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Annual written review
20-50 People
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Formalize review cycle
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Manager training on feedback
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Goal frameworks (OKRs or similar)
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Calibration sessions
50+ People
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HR/People support
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Systems and tools
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Career ladders
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Formal development programs
Build infrastructure as you grow, not before.
Key Takeaways
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Performance management is simple: clear expectations, regular feedback, development support
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1:1s are the core—weekly, never skipped, not just status updates
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Feedback should be ongoing, specific, and timely—not saved for annual reviews
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Use SBI: Situation, Behavior, Impact—makes feedback clear and actionable
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No surprises at reviews—if feedback is ongoing, they already know where they stand
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Address performance issues early with direct conversation; don’t hope they’ll resolve
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PIPs are genuine opportunities to improve, not just legal cover
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Career conversations are separate from performance reviews—where do they want to go?
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Development is retention—help people grow and they’ll stay
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Keep it lightweight for early stage; add process as you scale, not before
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