Training Industry Magazine - September/October 2021 - 13

SAM SHRIVER & MARSHALL GOLDSMITH
BUILDING
LEADERS
PERFORMANCE IMPROVEMENT
IS INSIDE OUT
When you see the words " performance "
and " improvement " sitting next to each
other in an article like this, the left side
of your brain usually goes on full alert. It
does so because traditionally strategic
discussions on the topic of improving
performance favor facts, data
and objectivity.
You know the drill.
You are a
manager who needs to get increased
productivity out of your team. So, first
things first. You establish a baseline
that accurately reflects where you are.
After that, you leverage some form
of predictive analysis that identifies
where you want to be. And, soon
thereafter, you commit to some form
of relentless measurement that allows
you to incrementally calibrate your
progress moving forward.
A few observations on this approach:
* Structurally: Still valid! Actionable
performance goals emanate from the
gap that exists between the " here and
now " as compared to an aspirational
" what good could look like. " Hard to
imagine that not remaining the case
in some form or fashion for the rest
of time.
* Functionally: Has been improved in epic
proportion by technological evolution.
Performance-related feedback and
feedforward are informed by real-time
metrics that were unimaginable only a
short time ago. No reason to think this
trend will slow down or lose momentum
anytime soon.
* Operationally: Example after
example have been documented that
suggest performance improvement
is increasingly becoming a function
of genuine, other-centered, human
connection (right-brain stuff). Creative
leaders who take risks and thoughtfully
approach the dynamic of continuous
improvement in a personalized manner
are increasingly becoming the norm.
LEADERS WHO
PRIORITIZE
" ALL-IN ENGAGEMENT "
HAVE TO BE " ALL IN "
THEMSELVES.
As we are all aware at this point, leaders
are primarily judged by their ability to
impact three things:
* Productivity: Are identified targets
being hit or surpassed?
* Engagement: Are employees
anchored to the mission of the
company, linked to each other in the
pursuit of that mission and cognizant
of the role their work plays in helping
them fulfill what is personally most
important to them in their lives?
* Retention: Is key talent sticking around?
Defined in this manner, which
parameter would you say is most
important? Of course, they all are!
But, if you had to target just one,
which one would it be? Legendary
leaders like Alan Mulally, Frances
Hesselbein, Hubert Joly, Bill George
(and no doubt countless others)
would answer that question quickly
and with conviction: " Engagement! " If
the people on your team are " all in, "
guess what you don't have to spend
nearly as much time worrying about?
Things like productivity, performance
improvement and retention. Sounds
easy, but it is anything but.
The catch is that leaders who target
and prioritize " all-in engagement "
have to be " all in " themselves. They
need to consistently exhibit and
encourage activity like self-reflection,
authentic disclosure and collaborative
courage. In the process, they find out
what truly matters to the people they
work with. They find out because they
ask them (directly) questions like this,
" I'm curious. Why do you work here,
and how does that work relate to the
things that are most important to you? "
After that, they listen - from the heart
- and do everything they can to help
those people see, understand and
appreciate how their contribution and
personal search for excellence at work
can contribute to the fulfillment of their
most important goals in life.
This
leads
us
to
conclude that
ongoing, tangible performance
improvement will continue to be
structured and surrounded by the
tools of objective analysis while
remaining (at its core) a function of a
leader's ability to establish and sustain
an empowering connection fueled by
personal investment.
Marshall Goldsmith is the world authority
in helping successful leaders get even
better. Sam Shriver is the executive vice
president at The Center for Leadership
Studies. Email Marshall and Sam.
TRAINING INDUSTRY MAGAZINE - PERFORMANCE IMPROVEMENT I WWW.TRAININGINDUSTRY.COM/MAGAZINE
| 13
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