Cigna realized that its existing performance management system was focused on past performance instead of future results. Emphasis was placed more on deficits rather than on strengths, assuming that an employee’s current performance represented the best they could do, explains Karla Shores, Director of Performance Management. Realizing a change was necessary, Cigna engaged the NeuroLeadership Institute to overhaul its performance management system — abolishing performance ratings, teaching managers the skills of constructive communication, and equipping all employees with a brain-based framework for giving and receiving feedback.