Just because it says high performance, does not mean it is

In today’s business world, ‘high performance’ is a phrase that gets thrown around frequently. Companies claim to have high-performance teams, high-performance cultures, and high-performance strategies. But what does high performance truly mean? More importantly, how do you measure it, maintain alignment, and ensure your people are engaged with both the will and the skill to achieve it?

Measuring High Performance

Simply labelling a team or process as high performing doesn’t make it so. Here’s how to measure true high performance:

1. Clear KPIs and Metrics: Performance should be assessed against clear, objective key performance indicators (KPIs). These might include revenue targets, customer satisfaction scores, project completion rates, or employee productivity metrics.

2. Consistency Over Time: A one-off success does not define high performance. Sustainable excellence over time is a hallmark of true high performance.

3. Efficiency and Effectiveness: High-performing teams don’t just work hard; they work smart. They deliver high-quality results with optimal use of time and resources.

4. Innovation and Adaptability: A true high-performance culture embraces change, continuously improving and adapting to new challenges rather than relying on past successes.

5. Employee and Customer Satisfaction: Performance isn’t just about output; it’s also about the experience. High-performing teams tend to have engaged employees and satisfied customers.

Keeping People Aligned to High Performance

Even with clear metrics, alignment is critical to sustaining high performance. Here’s how to ensure everyone is working towards the same goal:

1. Clarity of Vision and Goals: People need to know what they are working towards. A well-communicated strategy with transparent objectives ensures alignment at all levels.

2. Frequent Communication: Regular check-ins, feedback loops, and performance reviews keep everyone informed and on track.

3. Accountability and Ownership: Every team member should understand their role in the bigger picture and take ownership of their contributions to high performance.

4. Leadership Buy-In: Leaders must embody and reinforce high-performance expectations through their own actions and decision-making.

5. Collaboration Over Competition: While competition can be healthy, excessive internal competition can create silos. High performance is best achieved through teamwork and shared success.

Are Your People Engaged? Do They Have the Will and Skill?

True high performance isn’t just about systems and processes—it’s about people. Employees need both the will (motivation and commitment) and the skill (capability and expertise) to deliver at a high level. Here’s how to assess and support both:

1. Engagement Surveys: Regularly check in on employee engagement through surveys and one-on-one discussions. Low engagement is a red flag that high performance is unsustainable.

2. Training and Development: Ensure your team has the necessary skills to meet and exceed expectations. Continuous learning opportunities are key.

3. Recognition and Reward: People are more likely to stay committed when their efforts are acknowledged and rewarded.

4. Autonomy and Empowerment: High-performing employees thrive in environments where they are trusted to make decisions and drive their own success.

5. Psychological Safety: People need to feel safe to take risks, innovate, and provide honest feedback without fear of blame or punishment.

Final Thoughts

A high-performance label is meaningless unless it is backed by measurable results, sustained effort, and an engaged, capable workforce. By setting clear expectations, aligning teams to common goals, and fostering both will and skill, organisations can move beyond empty labels and create true high-performance cultures.

So, the next time you hear ‘high performance,’ ask yourself: Are we truly measuring it? Are we keeping people aligned? Are they engaged and equipped to deliver? The answers will tell you whether you have real high performance—or just the illusion of it.