Research shows that people contribute significantly better when they are:
– Clear on expectations
– Engaged and involved
– Supported/coached/developed
– Given recognition
– Play to strengths
– Inspired by their work
In addition, Leaders who help create conditions for their people tend to:
– Speak openly about barriers to performance
– Challenge the status quo
– Make difficult decisions in the midst of uncertainty
So why do organisations fail to fulfill their potential?
Research also indicates that organisations often get derailed by interference from some, if not all, of the following:
– Performance pressure
– Loss of direction
– Competing internal priorities
– Resource hungry initiatives
– Failing relationships
– Talent gaps and tolerance of under performance
Further, interference impacts the performance of individuals, teams and relationships and is often experienced at the interface of hard’ and ‘soft’ in organisations.
Also, interference is often tolerated where people in organisations need shared identity more and this can lead to:
– Confluent thinking and behaviour which can
– Narrow the bounds of possibility and even
– Disempower the exceptional.
Removing the interference will create a more empowered, productive and sustainable environment in which people will thrive as they work towards achieving their performance potential.
