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This project explored how general further education colleges use systematic performance management to help progress their ambition of excellence. Most colleges we surveyed are now committed to excellence, yet no single conception of excellence prevails. Three conceptions were explored: learner value, employability value and public value. The research highlighted the critical role of middle managers and the need to build their confidence and skills in this area. Performance management did not work in isolation and successful colleges nurtured the climate, culture and values required to support it. Change in this direction was initiated through strong leadership from the principal and senior team but leaders recognised that to sustain progress in the longer term more distributed leadership was needed based on a shared set of values. Principals did not see their colleges as mere agencies of government but as forces for change and regeneration in their localities and beyond.