To be as sustainable as possible, the company uses strategies that are specific to it or that come from management manuals and its experience. Here are some tips for achieving results through the performance of your employees.
What does performance consist of within a company?
Within a company, individual performance generally depends on the combination of competence, motivation, orientation towards objectives and the resources made available to an employee. These allow him to carry out his work optimally. Overall, a company is only successful if it manages to reconcile these four elements in a balanced manner.
Achieving results for the company is not just a matter of adding up individual performances and excluding those who are less efficient. It is not because an element of your team does not achieve its individual objectives that it is not useful to the group. It is easy to understand that an individual performance can bee occasionally reduced for the benefit of overall performance. This is also what happens when one employee trains another (with more or less long-term effects on overall performance) or when he provides support and help to an employee in difficulty.
To remember: Collective synergy and knowledge sharing often create more overall value than the simple search for individual outperformance.
Pressure… for a result?
Within a company, managers still often use pressure to try to obtain quick results and make their teams more productive. Although some executives believe this is the best strategy to adopt, reality shows that it is frequently counterproductive. It is now scientifically and empirically proven that the more employees are subjected to constant pressure, the less efficient they are over time.
Certainly, employees under pressure can achieve their short-term goals. However, the stress experienced directly impacts the quality, creativity and commitment to work. In the long term, this pressure becomes a source of major dysfunctions: sick leave, professional burnout (burnout) and increase in the rate of turnover.
Managers should therefore stop putting pressure by focusing only on the gross result. Failure to achieve an objective is not systematically due to the employee: it can result from a lack of resources, a lack of training, unrealistic objectives or an unsuitable overall strategy.
However, measuring results is not useless. It must serve as a learning lever to identify the causes of failures, establish a culture of the right to constructively make mistakes and implement lasting solutions to remedy them.
Motivating employees: the real lever for success
Employee motivation remains the key factor for success within a company. The manager must show each employee that their role is essential and, above all, that achieving the result is desirable for themselves as much as for the collective. Achieving objectives must therefore be a source of fulfillment and create meaning, rather than being perceived as a constraint suffered under pressure.
Giving meaning to work and making people understand its impact automatically leads to increased motivation, which naturally leads to performance. In other words, the more importance employees attach to their mission and the more desired the achievement of the result is, the higher the quality of the achievements will be.
Individual motivation directly impacts each person’s performance. De facto, collective performance will follow an upward trajectory.
The manager must also instill a good working atmosphere and build a lasting relationship of trust with his team, without neglecting the professional framework and requirements. He must recognize the value of successes and individually support those who encounter difficulties. Even for modest success, giving sincere praise and practicing recognition at work builds engagement. In short, the sustainable performance of a team depends largely on the manager’s ability to support, promote and maintain the morale of his troops.
