How Government Managers Can Excel at Performance Management During Uncertain Times

“I don’t have time for feelings—we have deadlines to meet and performance metrics to hit. Plus, with all the uncertainty about layoffs, people are either checked out or panicking.”

This statement from David, a county manager I recently coached, captures the unique challenge government leaders face today. With federal layoffs creating both workforce anxiety and opportunities for local governments to attract experienced talent, performance management has never been more critical—or more complex.

David was frustrated when team members seemed disengaged during performance reviews, especially since his county was considering hiring displaced federal workers. “I’m not here to be their therapist,” he said. “I’m here to ensure we deliver results for taxpayers.”

Sound familiar? Many government managers still treat performance management as purely transactional—a checklist of metrics and improvement plans. This outdated approach misses a profound opportunity: the chance to lead from the inside out and create transformational change during times of transition.

The Hidden Cost of Traditional Performance Management During Crisis

Traditional performance management operates like a battlefield assessment: identify weaknesses, deploy corrective action, measure compliance. While this warrior approach feels efficient, it becomes particularly problematic during times of workforce uncertainty.

In today’s government landscape—where federal employees face layoffs while local governments have unprecedented opportunities to attract experienced talent—this militant approach to performance management can create:

• Increased anxiety among existing staff who fear they’re being evaluated for potential cuts
• Resistance from new hires who may be comparing your organization to their previous federal experience
• Defensive employees who focus on protecting their positions rather than contributing to innovation
• Missed opportunities to quickly integrate experienced federal talent into local government culture
• Higher turnover just when retaining and attracting talent is most critical
• Decreased collaboration at the exact moment when teams need to work together through change

David’s experience illustrates this perfectly. With his county potentially hiring displaced federal employees, his existing team felt threatened, and performance conversations became tense evaluations rather than growth-oriented discussions.

The Power of Integrated Performance Leadership

When I began working with David, we focused on expanding his leadership beyond the warrior approach. Integrated performance management recognizes that exceptional results come from engaging the whole person, not just their job functions.

This approach balances:

• Decisive action with authentic connection
• Clear expectations with empathetic understanding
• Performance accountability with psychological safety
• Results orientation with relationship building

Government managers using this integrated approach during uncertain times report:

• Reduced workforce anxiety as employees feel supported, not threatened
• Faster integration of federal talent into local government culture
• Higher engagement through transitions
• Improved retention of both existing and new staff
• Enhanced innovation when people feel safe during change

The Name, Claim and Reframe® Framework for Performance Excellence

The most powerful tool for transforming performance management is the Name, Claim and Reframe® framework—helping managers move from reactive conversations to strategic, growth-oriented discussions.

Name: Identify the Real Performance Story

Before any performance conversation, understand what’s really happening:

“What underlying factors might be influencing this person’s performance?”

David’s breakthrough came when he started “naming” his own triggers. When employees showed job security anxiety or new federal hires compared processes to previous agencies, he interpreted it as resistance rather than natural transition stress.

“I was so focused on maintaining productivity that I forgot people need extra support when everything feels unstable,” David shared.

*For managers integrating displaced federal talent, Name:

• Previous work culture differences that need bridging
• Anxiety levels among existing and new team members
• Communication gaps between different government experience levels

Claim: Align Performance with Purpose

Connect individual work to deeper meaning:

“How does your role serve our mission and the people we serve?”

David began each conversation by claiming shared values: efficiency, accountability, service excellence, and supporting each other through transition. This shifted discussions from “what you did wrong” to “how we serve our mission together.”

Key questions:

• “What aspects of your work feel most meaningful, especially given recent government changes?”
• “What support do you need to perform at your highest level during this transition period?”
• “Where do you see growth opportunities that excite you?”

Reframe: Transform Challenges into Growth Opportunities

Instead of: “You missed three deadlines this quarter.”

Try: “I’ve noticed some deadline challenges. Let’s explore what’s behind that and set you up for success going forward.”

This reframe opens dialogue instead of triggering defensiveness, positioning you as a problem-solving partner.