Leadership Performance Pressure – The Science Behind Performance Expectations
Performance pressure can either drive performance and galvanize people, or it can create tension, duress, and negative productivity. As leaders, we are expected to create the culture that produces the most from our teams. If we (or our performance culture) push too much or too little, we may not meet our targets.
How do leaders strike the right balance with their teams?
Like the story of Goldilocks and the Three Bears, some performance pressure is too much, some is too little, and some is “just right.” It depends on your specific strategy, objectives and situation.
Based upon 20+ years of high performance research with elite institutions, we know that performance pressure is a necessary component to building high performance environments. We also know, however, that performance pressure must be carefully monitored and balanced by other factors. If you create too much or too little performance pressure, it will not matter if you have the “right people” or a “great strategy.”
To understand how to set and manage the right performance expectations for your specific situation, please download the Leadership Performance Pressure – The Science Behind Performance Expectations Best Practices Whitepaper. It will help you understand the three leadership areas that must be true to ask for – and get – more performance from your team.
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