How Management Affects the Performance of an Organization

In recent years, management’s organizational performance methodology has focused on employee development, and no longer on rankings. The latter is frustrating and inconvenient, according to managers and employees. After all, performance and personal development must be in balance.

Over the past few decades, management has repeatedly attempted to improve its performance management methodology. The purpose of performance management has finally changed: from control to employee development.

Organizations can learn a lot from the world of professional sports. The sports world has a natural balance between control and development. Athletes have regular conversations with their coach, coach, and team to keep improving their skills. They use feedback and KPIs to measure progress instead of judging athletes. For most athletes, the continuous improvement and development of their skills is their reward, not the gold medal.

In practice, we find that the emphasis on control or development shifts back and forth over time. Sometimes management takes a step back towards control. This can be explained by the often overemphasis on organizational goals, which leads to overcompensation on individual goals – and vice versa. Professional sport has a more natural balance between personal development and a collective goal. Organizations would do well to reflect this mentality. To achieve this balance, enablers and foundations must be present within the organization. Alignment between these leads to greater efficiency and strength.

We realize that performance enablement doesn’t come in one shape or one size. For each organization, factors have a unique impact on enabling performance – depending on industry, organizational culture and context. But it all starts with understanding that baseline and getting an overview of where your organization is, followed by utilizing those factors that you can use to create the optimal performance strategy.

In recent years, the focus on organizational performance management has shifted from performance to development. Rankings are falling out of favor. It’s frustrating, according to managers and employees. Organizations could reflect more on high performance sport, in which control and development are better balanced. The Performance Enablement Framework helps restore this balance. Through activating and founding factors, employees are motivated to take responsibility and take initiative.

Aubrey L. Morgan