Page 72 - Performance Leadership

Chapter 4 Performance Leadership Framework • 61

Performance Leadership Framework
5
Management and leadership are not the same. Management is about
planning and budgeting, organizing and staffing, controlling and prob-
lem solving, as well as producing predictability and order. And this is
exactly what traditional performance management supports in the
operational and analytical dimensions. Leadership is something else;
it entails establishing direction, aligning, motivating, and inspiring
people, as well as producing change. Leadership is often simply
defined as “achieving results through other people.” And this is exactly
what the performance leadership framework helps you do.
Performance leadership doesn’t neglect the traditional objectives of
performance management. Planning and controlling are still clear
goals. But performance leadership requires more. Establishing direc-
tion and producing change requires organizational commitment. Align-
ing, motivating, and inspiring people requires pushing the right buttons
so that people take the right actions. That’s where the behavioral
aspects come in. These are needed to create strategic alignment—all
people taking the right actions, not only within the organization but
across all stakeholders.

PERFORMANCE LEADERSHIP

Performance leadership achieves results through all stakeholders (within and
outside the organization) by building a common purpose and bridging the dif-
ferent and sometimes conflicting objectives of the various stakeholders.

An organization is a unique collaboration of stakeholders for the
purpose of realizing goals they could not achieve by themselves. Stake-
holders all make unique contributions to the success of the organiza-
tion, but they also have specific requirements. Often these
requirements are conflicting. The performance leadership framework
shows how to identify these requirements and how to align the vari-
ous stakeholder contributions. The performance leadership framework
also clearly shows that optimizing one’s own performance is only a
small piece of the pie. Performance leadership is about eating the
whole pie.
The performance leadership framework (outlined in Figure 4.1)
aims to improve our understanding of performance management and