Balancing High Performance and Values
This week I found myself engaged in a thought-provoking conversation with colleagues. The question was simple yet profound: What exactly constitutes high performance? The responses varied, with some defining it as "outperforming your competitors," while others saw it as "being the top scorer, the one who scores all the goals." My own perspective, however, diverged from the conventional definitions (Maybe an insight into me or my own influences in life and lessons I've learnt).
For me, high performance is not merely about achieving exceptional results; it's about doing so consistently while upholding a set of core values. In essence, it's about being someone who delivers outstanding outcomes in the right way, guided by the principles and values I hold dear or those that are embraced collectively by my team and the company I work for.
This perspective of mine resonates deeply with the words of Simon Sinek, a thinker and writer whose insights have significantly influenced my worldview.
Sinek, in his work with Navy Seals, delved into what makes them perhaps the most high-performing teams on the planet. When he asked them how they chose the individuals, the elite among the elite, their response was both enlightening and unconventional (IMHO still not as good as the SAS sorry folks but I'm biased).
They very obviously didn't seek someone from the lower left quadrant of a performance vs. trust graph, symbolising low performance and low trust. Instead, they unanimously preferred individuals from the upper right quadrant: those who embodied both high performance and high trust (the unicorns!) and if they had to choose after that would want mid-performing with high trust over high performance and low trust.
This revelation struck a chord with me, and it made me reflect on companies I’ve been a part of over (cough cough) two decades. In my experience, personal reviews and promotions have typically placed a heavy emphasis on performance rather than trust. The result? Individuals who excel in delivering immediate results often get promoted, even if their actions erode trust within the organisation. This approach is in stark contrast to the Seals' perspective, where they labelled individuals in the upper-left quadrant (high performance, low trust) as toxic, regardless of their impressive results.
So let's put this in context on business, Why do we often prioritise performance over trust?
Two factors that contribute to creating an environment where high performance over values are;
The pressures of business, let's be honest a company has to be viable to pay its staff, and shareholders after all it is ‘business’ but this pressure and being focused on the numbers exerts immense pressure on leadership to deliver short-term gains. This relentless focus on immediate results can lead to the elevation of high performers who may not necessarily foster trust within the organisation.
Recommended by LinkedIn
The behaviours are harder to measure than traditional Performance metrics are often quantifiable and easily measured. Meeting or exceeding goals within specified timeframes provides clear markers of success. In contrast, values and trust a more intricate and evolving attributes. Its impact may not be immediately visible, making it a challenging factor to assess for leaders who are under pressure to demonstrate quick wins.
However, the wisdom gleaned from the Navy Seals and the insights of Simon Sinek underscores the pivotal role of trust in achieving sustainable success.
Throughout my career, I've been fortunate to work for leaders in the large majority who prioritise 'values' alongside performance. Their leadership teams not only deliver exceptional results but also cultivate a culture of trust within the organisation. I have also seen the opposite when times get hard people regress and want results immediately at all costs, this in turn has consequences sometimes hard to reverse.
I would encourage everyone to take a moment to evaluate the kind of leader or teammate they aspire to be. As someone who believes in being a high performer while unwaveringly adhering to values, I've come to realise that the two are not mutually exclusive. In fact, they are intertwined, forming the foundation for sustained success. If you find yourself outperforming everyone without nurturing trust or the values you hold, it may be worth reevaluating your trajectory.
In the context of my beloved 'Delivery Excellence' in project world, I’ll quote the Agile manifesto on this;
“Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.”
The high performance comes as a result!
If you prioritise and promote trust and your values in your professional endeavours (and life!), you'll likely find yourself respected, embraced, and valued by those around you.
However, the choice is yours… choose wisely!
For me trust is a couple of things: 1. Doing what you say you will 2. Not having hidden agendas 3. Transparent (and accountable) for errors Values are a framework to foster the above either directly or indirectly.
Dan, really thought-provoking stuff and very much topics I care about as you know. I think of ‘high performing teams’. That requires an environment where the recognition and reward of collaborative team outcomes is the norm - not just a value used on a slide deck. And that requires recognising people for their ability to collaborate, build strong relationships outside their usual, be open minded to new ways of working and embracing different ideas & perspectives. All that over individual outcomes & competitiveness. As someone who’s worked ‘across’ companies I know how tough it is to bust down the managerial fiefdoms and siloes, but without a concerted effort to do so the trust you talk about is that much harder to build.