This scrappy little car won’t win the Indy 500. On the right racetrack, in the right race, it’s a high performer.
True or false: if you can just identify and hire high-performing people, you’re golden.
False. Performance is a way of behaving, and it emerges from a rich stew of variables.
Some variables are entirely in our own control. Like our motivation, discipline, emotional intelligence, willingness to learn. Others are random — like the good fortune to be born healthy, with access to education and opportunity.
Then there’s what leaders and managers add to the mix: setting the conditions for performance.
When I was little, my mom used to tell me, “Great oaks from little acorns grow.”
Mom probably meant, do the work. There’s more in this saying.
- A maple won’t grow from an acorn. Someone’s great track record doesn’t guarantee they’ll perform in your your culture. Do hire to identify people who fit, and consider “fit” vs. conformity. Too much “fit” risks what we used to call groupthink.
- An acorn won’t grow in asphalt. People thrive when you seed, and feed, your culture. Know what you want, and make it clear to people in every way you communicate. Start with your own behavior.
- Water your acorns. Give people opportunities to grow and develop. Provide feedback: make it actionable, and be sure you’re understood. And lead by example — invite feedback, and act on it.
I’m also considering the saying, “When you see something, say something.” When doing this doesn’t make the right difference, the next thing to say might be, “Goodbye and good luck.”
When I’ve seen this happen, it’s almost never because the person wasn’t a “high performer.”