There are many different kinds of performance as there are different human beings • An organization will have a high spirit of performance if: – it is consistently directed toward opportunity rather than toward problems – it has the thrill of excitement, the sense of challenge, and the satisfaction of achievement – its energies are put where the results are, and that means on the opportunities. • Management should define performance as a slugging average – better a person is, the more mistakes person will make for the more new things person will try – should not mistake conformity for achievement, and absence of weaknesses for strengths • if so, it is a management that will discourage and demoralize its organization above which it may be unwise to go • Problem-focused organization is an organization on defensive – it is an organization that considers yesterday to have been the golden age – it is an organization that feels that it has performed well if things do not get worse 71
• A management that wants to create and maintain the spirit of achievement in its company stresses opportunity – but it demands that opportunities be converted into results • “What are the opportunities which, if realized, will have the greatest impact on performance and results of the company and of my unit?” • Should be the first topic to which each manager and career professional address in performance and work plans • An organization that wants to build a high spirit of performance recognizes that "people" decisions – on placement and – on pay, on promotion, – on demotion, and firing are the true "control" of an organization. • For the people decision signals to every member of the organization what it is that management really wants, really values, really rewards. Integrity of Character • The final proof of the sincerity and seriousness of a management is uncompromising emphasis on integrity of character. • This, above all, has to be symbolized in management's "people" decisions. • For it is character through which leadership is exercised; it is character that sets the example and is imitated. • It is not something one can fool people about. • The people with whom a person works…may forgive a person a great deal: incompetence, ignorance, insecurity, or bad manners – they will not forgive the person’s lack of integrity – they will not forgive higher management for choosing the manager 72
• A person should never be appointed to a managerial position if his or her vision focuses on people's weaknesses rather than on their strengths. – a person who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization – person should be a realist; and no one is less realistic than the cynic • Person should not be appointed if more interested in the question – "Who is right?" than – "What is right?" • Placing personality above requirements of the work corrupts – asking “who is right?"
- Fall '19