Performance Matters!
As a leader, you need to focus on achieving results and anticipating what those results will be. This includes identifying your top performers, who will likely have questions about performance matters standards when starting a new project or initiative. They may ask questions such as, “What is our main goal here?” or “Where are we headed with this?” Top performers are goal-oriented and always keep the bigger picture in mind. They compare their results with the rest of the team and put them in context. They excel at aligning their achievements with the overall objectives, which is a crucial part of their performance characteristics.
Non-performers have to be continually directed. You cannot take your attention off their area because you know it will go off the rails if you do. What does this do for executive sanity?
Their Actions are Effective
Have you ever encountered someone who constantly relies on you to solve their problems? High achievers do not exhibit this behavior. They possess the determination and resourcefulness to overcome obstacles, whether by finding a way around, through, or under them. They do not follow orders blindly like robots; instead, they utilize their intelligence to develop strategies to overcome challenges. Even when the barriers seem insurmountable, top performers are distinguished by their ability to achieve results, regardless of the circumstances. Of course, their approach must be intelligent and calculated to succeed.
The Expert
Occasionally, you may come across individuals who possess great ideas and appear to be high achievers because of their ability to envision the end result. However, this ability alone does not guarantee success, as they may lack the capability to take action and produce the desired outcome. These individuals often place significant emphasis on their academic accomplishments or titles, but this alone is insufficient. Therefore, be cautious and do not be misled by their status, as they may fall short of delivering the desired results.
When they get into action, a top performer will not come back to you with endless problems and reasons for not getting the result. Their performance characteristics are such that they find a way!
They Measure Their Performance
One attribute you can easily recognize as a top performer is that they know their past results. The fact that they are results-oriented means that they are very interested in what results they produce.
They measure them.
They record them.
They are pleased to tell you about them.
Top performer always strives to improve their results, whether things go well or not. They analyze their successful strategies to replicate them in the future and learn from their mistakes to avoid repeating them. It’s not wise to repeatedly do the same job the same way, especially if it results in a bad outcome. However, if someone lacks an understanding of their desired outcome, they may unknowingly make the same mistakes. Therefore, the top performer is always aware of their progress and interested in measuring it. If you ask top performers about their past achievements, they will likely have a comprehensive answer.
Can you imagine a top salesperson who doubled their budget three years in a row, not remembering that fact? Of course not! So, if someone tells you they “can’t remember” their results, that’s as good as saying they have none!
As a manager, your primary responsibility is to achieve results for your organization. Part of that responsibility involves overseeing your team. However, if your supervision takes up too much of your time, it can impact your overall job performance. You may become overworked and unable to fulfill other important duties. If you’ve ever replaced a team member with someone who performs better, you know the relief that comes with being able to focus on your job without distraction. It frees up more time for you to concentrate on your own responsibilities.
What Can Be Done?
The obvious long-term solution, of course, is to hire top performers!
But there is also something you can do with the less effective staff you already have. Top performers look after themselves in this regard. But the next category down – the average performers – will respond to focus and direction because their performance characteristics do not permit them to see the end results clearly.
Take the time to make the organizational or departmental objectives clear.
Help your staff to understand where their individual performance results fit into the whole.
If you haven’t tried this, you will be pleasantly surprised.
And make sure that you can clearly define the results that every job in your area must achieve. Every position in your organization has valid and measurable performance results — otherwise, why are you paying someone to do it?
