Page 75 - Performance Leadership

64 • Part I A Review of Performance Management

that as a result there is no alignment. The mission statement is either
catching dust on the Web site, or it is viewed in a cynical way. Social
aspects are reduced to “corporate philanthropy” and are part of the pub-
lic relations program of the organization.
The performance leadership framework helps to make sure other
people, beyond your direct span of control, care as much about the
business as you do and that they do the right thing. They need to be
on the same path, the same mission, and intuitively make the same
decisions as you would. They need to be driven by the same guiding
values and have a common purpose. In this we need to realize differ-
ent people have different agenda’s. True leaders define a common pur-
pose between the various stakeholders and build bridges instead of
favoring a single stakeholder.