Repeatable performance

Sometimes, posts on social media make me cringe as they horrify me with the absurdity of their claims and suggestions. “You should look for another company to work for if your company values only your performance and not your personality.”

In all my years of corporate experience, consultancy work, and entrepreneurial endeavors, I have never encountered an organization paying people for their personality. Even beauty contest organizations must choose their winners according to their performance and not their personality.

I have been invited to celebrate and congratulate companies that have done well because of their superb performance for the year. I have also been invited to encourage company people to do their best and give their best to boost their performance during the last quarter of the year. And predictably, the invitations have come for me to speak at their rallies, encouraging and inspiring their people to deliver a record-breaking performance for the new year. Performance (not personality) is critical to a business organization’s growth or lack of it.

In the fast-paced world of high-growth companies, executives often celebrate victories. Still, these successes can sometimes be attributed to a combination of good fortune, sleepless nights, and even an unhealthy work culture. Organizations must ask themselves whether their winning performance is sustainable over the long term. How can they ensure success not just in a strong economy but also during challenging times? For struggling organizations, it’s crucial to identify and address performance impediments while investing in proven strengths.

Building a high-performing organization requires more than just occasional victories. It demands a shift from “performance-by-chance” to a performance-oriented DNA ingrained in the organization.

These ideas could help build a lasting performance infrastructure.

1. Performance should not be an outcome but should be an initiative.

Building a performance-driven organization goes beyond the efforts of individual executives; it requires a comprehensive, cross-functional initiative. Leaders must examine every aspect of their organization’s operations, from mindset to communication to metrics, and embed a performance focus into the company’s infrastructure. Like any other initiative, this requires a strategy, a work plan with milestones, clear roles and responsibilities, and accountability. Without this level of granularity, an organization may have performance goals, but it won’t foster an authentic performance culture.

2. Clear the path for a guardian of performance.

To ensure the success of a performance culture, designate a performance owner – an executive responsible for building a comprehensive performance culture ingrained in the company’s operating principles. Like a chief performance officer, this individual should oversee the integration of people and performance across the entire organization.

Assessing whether specific individuals within the organization might be hindering performance is also crucial. As the company evolves, ensure that leaders’ strengths align with the current growth phase and be ready to make bold decisions when necessary.

3. Ensure cohesion within the executive team.

Achieving a performance-driven culture requires alignment at the highest levels. The executive team must be clear on the organization’s core philosophy and values, committing to building a performance-oriented organization. Formal executive partnership agreements can define decision-making processes and interpersonal relationships at both macro and tactical levels. This builds trust and provides a framework to handle disagreements efficiently and respectfully.

4. Develop a comprehensive plan for cross-functional infrastructure.

Operationalizing performance requires integrating it into every facet of the organization. Examine product, marketing, and employee lifecycles, identifying areas where performance focus can be strengthened. Implement tactical changes, such as dashboards with early warning signs of performance issues, and redesigned project teams. By treating and engaging people consistently throughout every stage, an organization can unlock hidden financial gains and regain market share. Consider what the philosopher Aristotle said: “Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but rather, we have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.”

5. Remind. Articulate and train the people to stay on track and focus on their productivity goals.

People need to be reminded. They need to be boosted through encouragement and inspiration. This explains why many companies have increased their town hall meetings and designed training and activities to load them up on productivity and performance.

Productivity should not be an accident. It should be a commitment to focused effort, excellence, and intelligent planning. The Irish playwright and poet William Butler Yeats says: “Do not wait to strike till the iron is hot but make it hot by striking.” And I agree.