Performance = Capability + Behavior

James Kerr «Legacy»

One of the common mi stakes that most of the companies do, is support their performance expectations only in capabilities. The true is that, capabilities almost everyone can buy on the market and that is something that, alone, will not make the difference.

What really makes the difference is when we add capabili-ties with the right behaviors. that will increase exponen-tially the probability of success for any organization.

A study made in many companies, around the world, by the Center for High Performance, lists the following, as the most common characteristics of high performance Companies:

  1. People in the group feel valued (let’s assume that Group is the same as Company).
  2. It is fun to be part of this group.
  3. The group makes use of the highest and best talents of its employees.
  4. The group works to retain the best people.
  5. People understand how the ir work fits the goals of the group.
  6. Our group leader promotes high performance by his/her example.
  7. Important information about the state of the business is shared with everyone.
  8. The group continually looks for ways to work more efficiently.
  9. Information is freely exchanged in the work group.
  10. Our work group turns problems into opportunities.
  11. New ideas are constantly sought.
  12. Learning is a rewarded.
  13. The group adapts quickly to changes in the environment.
  14. New ideas are tried.
  15. Mistakes are seen as opportunities to learn.

These are principles that every organization must aim to achieve, because without them, it’s almost impossible to be a winning and leading organization.

All of these principles have some common characteristics, but most important, they are based on positive behaviors, which promote productivity and high performance.

What happens is, that, the complexity increases when we know that behavior has a direct link with emotions, and this last variable, is different in each person, and different between each person inside any organization.

The point that I want to make here, is that we need to prioritize what we should focus as managers and leaders, inside our organization, and that means that we should manage emotions in the correct way, which naturally will impact positively the behaviors of our people.

Good managers don’t manage projects; they manage people in order to get the best performance from them.

Also, most companies pay little attention to how employees are—or should be—feeling. They don’t realize how central emotions are to building the right culture (emotional culture).

Emotional culture is all about the shared affective values, norms, artifacts, and assumptions that govern which emotions people have and express at work and which ones they are better off suppressing. It’s a type of cultural that tends to be conveyed through nonverbal cues such as body language and facial expression.

In my next article I will talk about emotional culture. Right now, what I wanted to highlight is that, emotions condition behaviors, and that conditions performance.
This way, if we Managers, want to have the right emotional culture, in order to get the best results of our employees and teams, we surely need to have the courage to face and engage with them in a more personal and intimal way. A way that allow them to feel the confidence to share their emotions with us.

Author: Pedro Gomes Santos (CO)