The Performance Continuum

---

by Scott Anderson, managing partner of OI Partners—West Michigan

Imagine the performance continuum of your organization as ranging from Inspired on one end to Derailment on the other. For individuals along that continuum, organizational endorsement and career momentum are either rising or falling.

Basically, there are five types of behavior that pervade the organization: high performance, change driving, status quo, change blocking and “on-the-bubble.” We each demonstrate these five behaviors depending on the issue at hand and from whose perspective we are viewed. We tend to typecast each other and as a result, careers either develop and thrive or stagnate over time based on these perceptions.

Each type of behavior has a focus, an asset, a liability and a leverage point for improving your organization’s ROI in People:

* HIGH PERFORMANCE MEMBERS focus on “the whole,” balance vision and action, feel personally accountable for organizational success and can become disappointed in themselves over shortfalls vs. their own expectations. The leverage point in improving ROI is for them to concentrate on developing the capabilities of others.

* CHANGE AGENTS tend to focus on the future, operate with a deep passion for what could be and frequently act with impatience/intolerance toward others they perceive as lacking the requisite commitment and expertise. They get the results but often alienate themselves in the process. The leverage point in improving ROI is for them to balance task and relationship.

* STATUS QUO PERFORMERS concentrate on the present, are reliable in stabilizing/maintaining standard operating procedures and likely represent the majority of the organization's workforce. Repetition can result not only in mastery but also in a diminishment of passion. The leverage point in improving ROI is for them to link opportunities for growth with emerging business challenges.

* CHANGE BLOCKERS focus on the past, have a strong passion for what has worked and often react to proposed change with skepticism/distrust. Their visible (and frequently vocal) opposition can also influence the commitment level of their colleagues. The leverage point in improving ROI is for them to redirect their passion.

* “ON-THE-BUBBLE” employees are often preoccupied with themselves, manifest unproductive energy, express disappointment in others and play the victim. This is the most costly behavior with delayed resolution undermining leadership credibility. The leverage point in improving ROI is for them to assume responsibility for their future, either inside or outside of the organization.

The leader’s role is not only to equip and inspire but also to tell people the truth about where they are on the performance continuum…and where they need to be. Ultimately, this back-to-basics approach may just be the key discipline for Improving Return on Investment in People.

Scott Anderson is the managing partner of OI Partners (West Michigan).  A leadership resource in securing the advantages of organizational change, the firm specializes in Leader Development, Performance Improvement, Career Realignment and Transition/Outplacement.