Is Performance Still Important?

by Chuck Csizmar - Apr 15, 2010

Have you ever watched and wondered how it is that some employees in your organization are recognized and moved upward, while others with more impressive credentials, experience and achievements seem to stagnate - and then eventually move out?

There's a reason for that counter-intuitive phenomenon; you may have within your management ranks a form of "star chamber" or informal clique that anoints some employees (the chosen ones) while sidelining others. Which explains why leadership mediocrity is sometimes overlooked, why personality trumps achievement and better qualified employees can be passed over for promotion. For the select few, middle-of-the-road performance is not a barrier to success - like it is for the rest of us.

Not exactly what you hear in Management 101 training class is it?

What you are witnessing is an evolution of the informal pass-fail rating system that companies have used for generations to decide whether an employee is "one of us". Those deemed worthy receive a "get out of jail card" that boosts their career. Those lacking sponsors are categorized as having questionable value and are liable to suffer a fall at the next organizational bump in the road.

Do you remember the "in crowd" from your high school days? You may not have escaped them after all.

It's all about PIE

Psychologists have identified several human factors that describe an employee's ability to relate to their work environment. While each may vary in importance from one organization to another, their combination has a critical impact on an employee's likelihood for success.

• Performance. Your demonstrated ability to perform the job you were hired for. How well do you handle your role? Do you achieve results? The rating scale is the traditional range of from wonderful to woeful.
• Image. Do you "fit" within the organization? Is the image you project (personality, interests, clothing, demeanor, etc.) accepted by the rest of Management? This rating scale ranges from "one of us" to "one of them".
• Exposure. To what extent are you known or would be recognized in the hallways by senior management? Who are you rubbing shoulders with? Here the rating scale ranges from "You are known" to "Who?"

The Way it Was

It wasn't that long ago that Performance was King; that no matter what eccentricities you brought to the job, as long as you performed well no one bothered you. Idiosyncrasies and personality quirks were overlooked; "oh, that's just Bob", you would be told. "Don't mind him. Just deal with it." Your value was measured by getting the job done.

Management training classes would use a "scruffy-looking dude" as an example of a brilliant engineer buried beneath a beard, long hair and mismatched clothes. Such employees possessed little in the way of social skills, no interest in office politics or traditional business hours, and never wore the company logo. Their job performance, their contribution to the business was their defining identifier. It marked them as a valuable human resource.

Image could be important, but was considered more as icing on the cake, not the critical ingredient. Exposure was even less important, as long as you performed. "Being seen" was more for those who lacked a strong performance record. They were the ones who needed the help and support of others.

Btw, the classroom answer? Treat each "dude" the same as you would anyone else.

The Way It Is

Today, good performance is not enough to ensure success. Today you must also be a "player". You must be able to fit in, to blend with your other playmates, be liked as a person, adroitly play at office politics, be seen with the right people and have the same outside interests. Your capabilities should not be a challenge to your boss. How you dress is scrutinized for the image you present.

Of course, if you don't perform well and you're not in with the right group, your career with that firm will suffer. You will shrivel on the vine, if not ultimately chopped off. However, if you are considered to be in with the right group, that association will step in to help should your performance leave something to be desired. This assistance can vary from softening the blow to overlooking shortcomings (accusations never stick) to shooting the messenger on your behalf. Club mates stick together. They circle the wagons when attacked. They get even.

What to do?

Sound fair? That's the way it is when Performance is valued less than Image and Exposure. But does that strategy have legs? I don't think so. Leadership and a cadre of high performing people are critical requirements to drive your business forward. You need such outwardly focused success drivers, not those more concerned about internal group dynamics.

Should you find yourself working for an organization where your personal interests and hobbies are valued more than performance and results, your options will be limited.

• You can try to re-invent yourself according to someone else's value system, but how much success will you have?
• You can try to stay under the radar screen, lest you be judged - but that doesn't seem a good career plan, does it?
• You can try to change the culture. Good luck with that!
• Or you can leave.

If you believe that your job performance is your best calling card, that employees should be measured and weighed by their contributions, you may need to reconsider the long term prospects of your current environment.

Leave the mediocrity behind. Change can be a good thing.

Courtesy of the CMC Compensation Group