Defining Outstanding Performance

A number of my clients, in seeking to improve the value of their performance management processes, are wrestling with the question "what is Outstanding (or "Exceeds Expectations") performance in our organization?"

I found some helpful thoughts in the Corner Office column in the August issue of a local publication "Twin Cities Business" written by Mark Sheffert, who is Chairman and CEO of Manchester Companies, Inc. in Minneapolis.  In addressing the topic of "followership", he offers ways for all of us to be more effective in the role of follower (which he portrays as an essential partner to the leader in any organization or endeavor).

While the article is certainly interesting in its own right, for its exploration of followership, one of Sheffert's "ten ways" spoke particularly to what constitutes outstanding employee performance in today's business environment.  I thought his words worth sharing here.

Make Yourself Valuable

We all have coworkers who only do what's asked of them and rarely take the initiative to take on a project that they simply know needs to get done.  Too many people wait for a leader to tell them what to do, instead of having ideas themselves or being creative and resourceful on their own.  They say, "Why hasn't anyone trained me on this?" or "Why doesn't anyone value what I contribute to this organization?"  Good followers ask, "How can I learn how to do this?" or "How can I make myself more valuable?"  There's a difference.

Comments

[FrankGiancola]

Ann,

Turning this logic around leads to an interesting perspective on the performance of "outstanding" leaders.

Surely an outstanding leader doesn't rely on his or her people to suggest creative ideas, new projects, and training that is necessary for their development and performance. He or she should be involved in his peoples' work and be proactive to deserve an outstanding rating.

Who are these outstanding leaders who expect their people to do their own job and their "leaders"?

And why aren't they inspiring people to do more? Perhaps, if they weren't so involved in looking for others to blame for their inadequacies, they might get that extra effort they desire.

Frank

[Ann Bares]

Frank:

You raise good points - and it would be helpful if the entire column was accessible online (it is not) because the author does emphasize the fact that outstanding performance is a two-way street. For example, another of the "ways" he recommends that employees be effective followers is "tell the truth"; but he acknowledges that this only works if the leaders are truly willing to listen. In other words, it is the combination of truth-telling employee and listening leader that is winning - either one alone and you fall short. This is an important point.

As you note, there is no denying that effective leadership is necessary to enable employee performance - but I also believe that employees have their own role to play. In the organizations where I consult, those that I would describe as "well-functioning", the employees who are universally regarded as top performers display the characteristic highlighted above. The head of HR at one of my clients has informally dubbed this behavioral characteristic "not waiting to be told what to do" - and her company has found this to be a key distinguisher between the top performing employees and everyone else.

Thanks, as always, for sharing your perspective!

[Kris]

Ann -

I think the concept of asking what constitutes Exceeds performance is right on the money. In addition to the article you cited, check out the dialog we had at the capitalist on this topic at http://www.hrcapitalist.com/2007/05/talent_watch_th.html.

The bottom line for me? Don't meet deadlines and do exactly as told if you want to be an Exceeds. Employees who exceed take initiative, innovate and create. Simply knocking out exactly what you are told isn't being an Exceeds player.

Kris

[Ann Bares]

Kris:

Thanks for the comments, and for the link to another great conversation on this topic. While there may not be a "one size fits all" definition of Exceeds that fits all organizations and work environments, I do believe that the thoughts shared in the article I quoted, and those on your site by Scott (aka Finance Guy) are great places to begin. I also believe that - in this day and age - the employees we must identify and reward are those who can take initiate and are willing to try and figure out how to add value (versus waiting for direction).