Company Values vs Performance Matrix, attribution Dr Cameron Sepah

Click here if you'd like this article as a downloadable PDF. 

OK. This article is not necessarily just about people in sales. It could just as easily apply to any employees. 

The inspiration for this article came from a conversation I recently had with the CEO of a b2b services organization. Afterward, it occurred to me that many of you will appreciate what we discussed, and so I am sharing it with you now. 

Our discussion was about which culture and which behaviours leaders should encourage in their teams, and which they shouldn't. And, how you can manage for the right outcomes. 

I mentioned that in some organizations bad behaviour is inadvertently rewarded, with some potentially negative consequences for the entire business. 

There can be a real "gotcha" here for any business leader.

Modelling Your Employees’ Fit

While this is a complex issue, there is a simple diagram that illustrates how leaders can manage and encourage positive attitudes and high performance, all at once. 

Now, I want you to know, dear Reader, that I did not invent this diagram, nor this concept, but it made so much sense to me when I learned it many years ago that it has stuck in my mind ever since. 

Whoever invented this model deserves a medal. Unfortunately, I am not sure who this genius is or was. Maybe, if one of you knows, you can email me the answer. 

Anyway, the image very clearly illustrates what a leader can do to promote positive attitudes, behaviours and performance in their organization. Perhaps not surprisingly, it is made up of the usual four quadrants. 

On the x-axis is Personal Performance, ranging from LOW to HIGH. 

On the y-axis is the company culture and values, ranging from LOW adherence to HIGH adherence. 

The quadrants are divided like so: 

Managing Your Employees’ Fit

We' saw how you categorize your employees.

But, how do you manage the people in these quadrants?

Let’s now take a look at each of them in more detail.

On the bottom left quadrant, we have someone who does not adhere to the company values and culture AND they also underperform. The description kind of says it all. They are not carrying their weight and they are not even trying to fit in.

The recommended action is that you get rid of them. 

Next, let's go to the bottom right quadrant. 

These are people who are living the values and culture of the organization, but they do not perform to the level expected of them.

Here, the action is to train and coach them.

Because they have a good foundation of values and culture, the odds are good that they will be able to acquire the skills needed to start performing as expected. 

The top right quadrant is an easy one. These are your ideal employees. They actively live and display the values and culture of the organization AND they perform to a high level.

These are the people you want to keep, nurture and promote because they are capable of becoming serious leaders in your business. 

Now, let's go to the most difficult quadrant, the top left. What a dilemma. Here we have someone who performs to a high level but ignores the culture and the values of the business. Often, they believe themselves to be untouchable as they are the breadwinners in the company. The downside is that everyone else in the business will see that their bad behaviour and poor demeanour are tolerated while the same behaviours may not be acceptable of other people in the organization. 

Management theory (supported by practical observations) says that this double standard approach will only serve to poison the atmosphere in the business and eventually undermine the leadership team. It may be tempting to overlook and forgive indiscretions for the sake of high short-term performance.

But the recommended action here is to bite the bullet and to let go of the recalcitrant but productive employee.

This is particularly true if they have been given a chance to change but have shown no intention to improve their attitude. 

Here is an illustration for you:

So there, my dear Readers, there you have a simple, yet clever way to determine who is who in your zoo, to act in the best interest of the business, and quite likely also in the best interest of the individuals involved. 

I hope this short article proved useful to you. If it was, please share it.

Here’s to your Modern Selling success!

Contact

Phone AUS: +61 (0)411 865 301  |  pstrohkorb@peterstrohkorb.com

Phone US: +1 (628) 246-1242  |   peterstrohkorb.com