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What is Performance?

What is Performance?

Maybe this sounds a silly question, but it’s not. We live in a business society dominated by demands for ever greater performance. Yet until we’re clear what performance is, focusing on it will produce only confusion and frustration.

“Simple,” some people say. “Performance is getting the job done. Producing the result that you aimed at. Nothing else matters. There are no prizes for coming second.”

Of course, there are such prizes, but we’ll let that pass. It’s still worth thinking carefully about the prevalent idea that only delivering results counts as acceptable performance. If you don’t reach the objectives, may be you haven’t performed well enough.

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This is a seductive way of thinking. It sounds tough and practical. After all, if you don’t achieve what you want, what have you done? And in today’s ultra-macho business culture, sounding tough is important, even if the reality is rather different.

Looking a little closer, however, this approach to performance is simplistic and bound to cause trouble. No one can ensure a favorable outcome from their efforts. There are too many chance events to intervene between what someone does and what happens as a result. As the Scottish poet Robert Burns remarked more than two centuries ago: “The best laid schemes o’ mice an’ men gang aft agley.” That’s Scots for “often go awry.” The future is full of unexpected events. Near impossible chances happen all the time. You do the best you can, then something unpredictable happens to frustrate your efforts. Are you responsible for this? Or for other people who mess up, or fail to deliver on their promises? Or the weather? The gyrations of the stock market? Wars and terrorist attacks?

Obviously not. So treating performance as unsatisfactory based on the outcome alone is neither reasonable nor fair. Management by objectives may be a useful way to focus effort towards a needed result, but appraisal by results is a poor strategy. There are too many variable left unaccounted for; too many areas that have major impacts on results ignored.

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It doesn’t work well in the rest of life either. If you set your heart on a particular outcome, and can find no satisfaction in anything else, you’re taking a notable gamble. Try as you may, the result can still be negative.

Responsibility versus Control

People constantly confuse responsibility with control. You may accept responsibility for running some part of a business, but that doesn’t mean that you can control exactly what happens in it. You can try to make things turn out as you want. You can work hard and use your best efforts. But you cannot control the outcome, whatever you do. Those who must work through others soon learn that they cannot control people, however draconian their leadership style. You can influence, attempt to persuade or motivate, but never control absolutely. Nor can you control external events. That’s the reality. Again, you can work, plan, strive, hope and worry, but you cannot control the result, whatever you do.

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To be responsible for something is to take on an obligation to do your very best to make that thing happen. It cannot be more. To pretend that failure is always down to the individuals responsible—that they should have controlled events as you wanted—is just macho nonsense. Incompetence may be punishable, but the inability to control the world is not.

Results affect us, even though they’re outside our control, but they’re no basis for judging performance—or for setting your life’s purpose. Far better to focus on the actions involved in seeking that result. They are within your control. You have to take the credit or the blame for what you do. So you might as well take the satisfaction available from doing something well, even if the eventual result was not what you wanted.

Forget judging people by results. Don’t base judgments of performance on something outside that person’s control. Judge by actions and inputs. Everyone is fully responsible for their actions. A failure that came about by chance after much purposeful hard work clearly shows higher performance than a chance success for someone who made little effort. Finding satisfaction and purpose in the action itself is far better than fixating on an outcome that lies mostly in the hands of chance. If doing something well increases the odds on success, that’s a pleasant bonus.

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Still not convinced? Winning is rarely as important as we assume, but if winning is all that counts, as in war, remember Napoleon. When someone asked him what kind of people he looked for to be generals, he replied: “Lucky ones.”

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His latest book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

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    Last Updated on September 17, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck?

    Let me let you into a secret:

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky.

    1. Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside your self.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

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    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can.

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    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

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    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    To improve your fortune, first decide that what happens is nearly always down to you; then try focusing on what works and what turns out well, not the bad stuff.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Ralph Waldo Emerson said:

    “Shallow men believe in luck. Strong men believe in cause and effect.”

    Your luck, in the end, is pretty much what you choose it to be.

    Featured photo credit: LoboStudio Hamburg via unsplash.com

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