From our perspective, the job of a leader is to have the workforce achieve higher performance. We also believe that the outcome of every leadership development program should be leaders who can create an environment to stimulate higher performance from their people.
After years of studying individual high performers as well as high performance environments in many fields of endeavor, we have learned what motivates and sustains efforts toward greater excellence. Whether it is in the arts, academics, military or sports, the basic ingredients are the same.
1. Standards of Performance: As a leader, you need to create standards for performance that are clear and challenging but perceived as reachable.
2. Rewards: There must be meaningful and proportionate rewards.
3. Values: If you’ve been operating with a philosophy that the ends justify the means, you need to shift to a value where improved performance wins out over revenue at all costs.
On the flip side, there should be clear descriptions of what constitute low performance and consequences for performance that does not meet expectations. To be fair to employees who resist the pressure toward improved performance, make sure that you set up a system for constructive feedback.
Once they understand the measure of their performance, they can take steps to improve it.
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