High performance is rarely identified and leveraged. Why?
Most managers and HR professionals don’t know how to objectively evaluate high performance. Additionally, they are inept in their job, or compare high performance of professional competitors and/or direct reports to their own weaknesses, and are jealous.
This is costing companies billions of dollars in productivity.
Our qualitative research in working with top executives and high performing athletes identifies that high performance is an elusive component in the workforce.
The major reason is simple. Most business and HR professionals do not understand how to objectively evaluate high performance. This is why most organizations have mediocre performance and why high performers get frustrated and leave for other opportunities. Not to mention again the billions of dollars lost in productivity.
- Top performance – regardless of situation/circumstance the individual or team takes action, makes decisions and exceeds goals and objectives. Weed out all those who can’t or won’t make a decision.
- High to normal performance – in most situations/circumstances the individual or team has consistent performance, conservatively measuring expectations of getting the job done. Look to develop strengths and competence of people that perform at this level.
- Performance under pressure – this is very interesting. Individuals or teams either rise to the occasion or fold. Sometimes, top performers fold under pressure. They crumble. The flipside is, normal performers sometimes relish and succeed to top level performance under pressure. We’ve found that normal performers who excel under pressure are the ones to keep and retain.
- Performance under difficult situations – top level performance is all about guts and courage. Some people have it, and a lot of people don’t. When tested under difficult situations, keep the people that have guts and courage.
- Performance that changes the game – successful performance is also defined by taking risks. Top performers leverage their strengths, take calculated risks, and prepare for failure and consequences. The performance is defined as something that no one else has ever done successfully. Keep and encourage those that are changing your game.
If you want High Performance out of your workforce, then the research and workforce recommendations above provide you your plan.
If you want mediocre performance and status quo, then continue doing what you’re doing. Your competition will be “eating your lunch.”
Frank Horvath is CEO & President of Integrated Group Synergy and specializes in job skills testing and assessment, job productivity, performance/succession management, and sales performance improvement. His certifications and training include: job skills assessment analysis, “topgrading,” leadership development, productivity, performance/succession management and sales.
Prior to forming Integrated Group Synergy, Mr. Horvath worked for The Newman Group-a Futurestep/Korn Ferry company, ADESA Inc., Black & Veatch, Pantellos, CIGMA LLC and Indiana Energy. He earned an MBA from the University of Indianapolis in Finance/Marketing and a BA from Wabash College in Psychology.
Photo credit: James Lee
