To be honest I’m not a big fan of “performance strategies” and if my team are expressing concerns then it might be worth dropping them. Performance is an outcome not something to drive.

This is an easy one. Again, problem is in the scenario itself. People only pushback on things they haven’t been part of. ME defining X for THEM will always be the main source of resistance. So, here my tips: 1) Visualise current performance through clear explicit metrics. 2) Explain the meaning and intent of those metrics and the benefit expected from improving them. 3) Ensure that those metrics are directly related with the remit of the team(s). 4) CO-design the improvement strategies with the team(s) and stakeholders impacted by those metrics. 5) Track regularly and GOTO 1. cheers

Going back to the basics of change, ehy would anyone resist change? * The benefits of the change , the risks in proceeding with change, the comfort of status quo, and problems faced in status quo do not add up to proceeding with change. So discussion regarding all these factors could be interesting. Employees may believe that the new performance are just an excuse by management to lay off people who don't gel Employees may believe that the new measures are too skewed or impossible to achieve or completely disconnected with the reality They may think the current performance measures are flawed but good enough ( a known devil is better than an unknown one) Open communication on all aspects would be crucial.