Managing poor performance with a trauma informed viewpoint

A big part of why I'm currently working to bring a more trauma-informed viewpoint to management and leadership is that it can feel so flipping scary and full of drama.

I'm currently writing a module about managing poor performance and designing ways for managers to overcome mental hurdles like:

👉 what if HR won't support me?
👉 how am I meant to keep all these notes when I have so much else going on?
👉 I don't want to be the bad guy
👉 what if I can't handle it?
👉 what if they can't handle it?
👉 it's impossible to get rid of people in HE anyway, so why bother?
👉 I'd rather cover for them than have the hard conversation/rock the boat

(All of which are things I've actually supported people with by the way)

With these types of thoughts in their heads, is it any wonder that well meaning managers aren't tackling performance issues.

I believe that a trauma-informed approach can bring loads more understanding and empathy, both for the managers with all their fears and frustrations, and for team members and all of their feelings and circumstances too.

Also, let's not forget that not all performance management ends in 'bad outcomes'. It is possible for those who have historically been mismanaged and left out to be included and find their place in a high performing team.