Page 70 - Performance Leadership

Chapter 4 Performance Leadership Framework • 59

mutual process, all involved parties need to have a common under-
standing, “speak the same language,” or in business jargon “have one
version of the truth.” Defining a single language and a single way of
working is crucial for an organization’s alignment, but—like everything
worthwhile—a difficult exercise. As in day-to-day operations, working
on the analytical dimension never stops. We need to be agile and
respond to changing circumstances—or, even better, drive changing
circumstances. This dimension is about learning and strategy as a con-
tinuous process.

Social Dimension
People perform best as part of a group. It brings out our social behavior;
we can be challenged to achieve goals we wouldn’t dream of achieving
alone. We take pride in what we contribute to the group, and value the
appreciation that is returned. This doesn’t mean we are only defined
through our position in the group. That would be called dependence,
where one person cannot function without the other or others. In cases
where this is a mutual condition, it is called codependence. Dependent
or codependent relationships run a high risk of collapsing, or being lost
completely in the relationship. The opposite would be independence,
where a person relies on himself or herself totally. However, people usu-
ally need to be part of a group to be most effective. The best relationships
are based on interdependence, combining the best of both worlds. Based
on our own, intrinsic security we choose to depend on others. We choose
mutual responsibility because we want to, not because we need to. As a
result, we rely on and, if needed, fall back on ourselves. We have sus-
tainable relationships on which we can build in good and in bad times.
Having organizations dependent on each other would be an econom-
ically unfavorable position. Most organizations believe in independence,
describing their environment as “dog eat dog” or “lunch or be lunch.”
But, just as it does on the personal level, interdependence creates the most
sustainable business model. The organization understands very well that
its existence is based on business granted by the customers, support cap-
ital from the shareholders, and infrastructure supplied by society. The
social dimension shows that good management is based on a sound busi-
ness model that bridges the needs of the various stakeholders. Like every