DRIVE PERFORMANCE
WHY IT MATTERS
Leaders need to deliver top-notch results, and help other people do the same. For leaders, performance is not an option, it is a way of life. They know that unless they are driving real performance it matters very little what other good comes from the leadership they can provide. Leaders who drive performance take good people and good organizations and turn them into great people and great organizations. Through their leadership influence they help achieve results faster, stronger, cheaper, and better. Leaders who don’t drive performance may deliver results that are adequate or even self-sustaining, but they will never be able to create the business outcomes that end up propelling an organization to the top.
WHAT IT LOOKS LIKE
Leaders that drive performance set a high standard and expectation for getting results. They know that no matter what other leadership attributes they possess, they will be held accountable if at the end of the day they and their organization can’t meet their performance goals. They know great leadership means accomplishing something great. They make high performance a habit.
Leaders that drive results don’t look beyond the mark. They win the larger war for results by focusing on winning the smaller battles. They build momentum by breaking down their overarching goals into smaller milestones that can be charted. They identify the activities and accomplishments that will lead to achieving each milestone and stay focused on winning each individual day.
Leaders that drive results get rid of unnecessary bureaucracy and red tape that get in the way of getting work done. They open the way for all people, at every level of the organization, to do their work more effectively and efficiently.
Leaders that drive performance push people to give more than they thought possible. They have high standards and expect people to reach them. They beat the drum of performance with a consistent beat so people feel the need and motivation to continuously give their best.
Leaders that drive results focus on building the knowledge and capability of their people. They give them the right tools and resources to do their work at the highest levels. They give them the training opportunities they need to keep their skills sharp.
Leaders that drive results implement strong performance management systems. They provide means for people to set goals, report on their results, and be held accountable. When people do achieve results, they recognize and reward them in a meaningful way to spread their success across the organization.
Leaders that drive for results area always implementing formal performance improvement efforts. They practice performance innovation and constantly look for new ideas and opportunities.
Leaders that drive results set the pace through their own example. They know that leadership happens from the front. They know their ability to deliver results can motivate and inspire others to do the same.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
Leaders need to deliver top-notch results, and help other people do the same. For leaders, performance is not an option, it is a way of life. They know that unless they are driving real performance it matters very little what other good comes from the leadership they can provide. Leaders who drive performance take good people and good organizations and turn them into great people and great organizations. Through their leadership influence they help achieve results faster, stronger, cheaper, and better. Leaders who don’t drive performance may deliver results that are adequate or even self-sustaining, but they will never be able to create the business outcomes that end up propelling an organization to the top.
WHAT IT LOOKS LIKE
Leaders that drive performance set a high standard and expectation for getting results. They know that no matter what other leadership attributes they possess, they will be held accountable if at the end of the day they and their organization can’t meet their performance goals. They know great leadership means accomplishing something great. They make high performance a habit.
Leaders that drive results don’t look beyond the mark. They win the larger war for results by focusing on winning the smaller battles. They build momentum by breaking down their overarching goals into smaller milestones that can be charted. They identify the activities and accomplishments that will lead to achieving each milestone and stay focused on winning each individual day.
Leaders that drive results get rid of unnecessary bureaucracy and red tape that get in the way of getting work done. They open the way for all people, at every level of the organization, to do their work more effectively and efficiently.
Leaders that drive performance push people to give more than they thought possible. They have high standards and expect people to reach them. They beat the drum of performance with a consistent beat so people feel the need and motivation to continuously give their best.
Leaders that drive results focus on building the knowledge and capability of their people. They give them the right tools and resources to do their work at the highest levels. They give them the training opportunities they need to keep their skills sharp.
Leaders that drive results implement strong performance management systems. They provide means for people to set goals, report on their results, and be held accountable. When people do achieve results, they recognize and reward them in a meaningful way to spread their success across the organization.
Leaders that drive for results area always implementing formal performance improvement efforts. They practice performance innovation and constantly look for new ideas and opportunities.
Leaders that drive results set the pace through their own example. They know that leadership happens from the front. They know their ability to deliver results can motivate and inspire others to do the same.
BELIEFS
- Getting results is a pattern, a personal habit, and a way of doing work that can be taught, exemplified, and followed.
- Results are something you control, not something that controls you. Results cannot be conditional or “left to chance.”
- Results begin by making the personal decision that you will achieve results no matter how much work it takes.
- Sometimes it is the organization that limits results. Make sure the organization is not a results blockade.
- A basic definition of a leader is someone who gets results by working through other people.
- Formal performance management and improvement systems won’t guarantee results, but they can enable them.
- Driving results means not giving up or backing down the first time you meet failure.
- Leaders that drive performance aren’t afraid of asking people to do more than they think is possible.
BEST PRACTICES
- Expect people to get high levels of results.
- Empower people to own their own work.
- Create a vision that compels people’s best.
- Limit the amount of red tape and bureaucracy.
- Look for better ways of doing things.
- Recognize and reward people who perform.
- Let people who don’t perform know it.
- Measure, track, and share results.
- Go above and beyond what is needed.
- Set high and challenging goals.
- Build a cultural expectation of results.
- Let go of those who don’t perform consistently.
- Don’t be afraid of mistakes or taking risks.
- Share stories of success across the organization.
- Apply formal improvement processes.
- Encourage people to learn from mistakes.
- Invest in employee development.
- Be constantly looking for ways to improve.
- Put in place reward systems that motivate.
- Do not accept poor performance.
- Set the example by achieving results.
- Don’t be content with “good enough.”
SELF-REFLECTION
- Do I set a standard and expectation for strong results, or do I feel content with less than stellar work?
- Do I chart the results I need to achieve and go after them, or do I get overwhelmed by the results I need to deliver?
- Do I eliminate bureaucracy that inhibits results, or do I put in place processes that slow work down?
- Do I put in place systems to manage people’s performance and results, or do I let them go unchecked?
- Do I reward people who go above and beyond the mark, or do I fail to show them proper gratitude?
- Do I implement formal improvement efforts, or do I hope things will somehow improve by themselves?
- Do I set the example for delivering high performance, or do I expect people to do what I don’t do?
- Do I get people to do more than they thought possible, or do I set the bar too low and never truly challenge them?
WORDS OF CAUTION
- Don’t push for results so hard you go too far and push people past their breaking point.
- Don’t forget that life is about more than work, and invite an unhealthy imbalance into your life and other’s lives.
- Don’t think you can or will win every race that you enter, and get discouraged if sometimes you fall short.
PSYCHOMETRIC 360 QUESTIONS
- I never expect my team members to work harder than I do.
- I make sure my team members have a large degree of autonomy.
- Top performers should always be acknowledged.
- I make sure everyone knows who the top performers are.
- I don’t hesitate letting go of lower performing team members.
- Anyone can learn to be a top performer.