Performance Issues Are A Lagging Indicator-When Should A Leader Engage?

Companies that pride themselves on having a “high performance” culture raise a red flag for me.

Often this term really means “do more with less” and “get results at all costs.”

It also can mean leaders are rewarded only on the “what” and not the “how.”

Should organizations have stretch goals and continuously improve?  Absolutely!

But not at the expense of their people.

True high-performance cultures require a balance of respect for people and emotional safety with performance results.

High performance usually brings with it a high degree of change.

When you are constantly changing roles, cutting jobs, restructuring, and stretching the organization’s limits, people can get overwhelmed.

You might call it being resistant to change, but in reality, people are grieving.

Leaders often fall back to the culture and hold people more accountable and deal with the performance issues.

Performance issues are almost always a lagging indicator of the problem.

By the time the performance issues arise, it is too late.

This short video from a recent signature talk provides a different perspective on why leaders should engage earlier.

If you lead people, I hope you will watch this several times.

Anthony Casablanca

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