Performance vs. Value
Success
really just comes down to working hard and achieving results, right?
Oh,
if only it was that simple.
What if I told you that in many organizations, those considered to be most successful are often among the
least accomplished? Wait. What?
From the time we’re children, we’re told that success in business comes
from hard work and achievement of our goals.
The concept is so crisp and pure, so optimistic. The thought that hard work equals success is
appealing in many ways. When we work
hard, we achieve. When we achieve, we
win! It wasn’t until many years later I realized how naive I had been to
believe it was that simple.
There’s no question that your success in business is determined, in part, by hard work and achievement. There have probably been times, though, that you found yourself working hard to achieve significantly for your employer and yet, you didn’t feel successful. The recognition you wanted didn’t come. The rewards you expected didn’t materialize. The opportunities for advancement never presented themselves. Maybe you were confused as to why others were being perceived as more successful, especially as they contributed less than you did.
The trick is that hard work and achievement alone don’t deliver
success on a shiny, silver platter. So
what else impacts your success in the workplace? While each business is unique in how it
defines success for its employees, concepts of “Employee Value” are fairly consistently
applied. Your value to an employer directly
impacts your success. Value is
determined through a complex and delicate balance of several variables.
It’s easy to evaluate success on tangible measures of performance. It’s far more complicated when a broader view
of success, with multiple variables, is taken into consideration. Many business leaders aren’t even aware that
they’re making these types of assessments on a daily basis. Trust and believe that they are, whether
they’re aware of it or not. The better you understand the importance of these measures,
the more empowered you are to succeed.
The following six variables impact your perceived value as an employee:
Performance, Competency, Alignment, Loyalty, Relative Contribution, and
Relationships.
1. Performance Matters.
Just when I’d
convinced you that hard work and achievement aren’t the holy grail of success, here
they are back in the mix. While it isn’t
the only indicator of success, performance matters. It remains the most important element of
success relative to your reputation in particular. You should give your best to all you do at
work. Perform well. Don’t invest in the other elements of success
by compromising this one. Even if your
organization declares you successful, you won’t feel it with any level of
integrity.
2. Core Competencies Create Value.
Your perceived success
in an organization has a lot to do with the specific skills and competencies
you bring to the table. If your
organization values your skills, you’re more likely to be successful
(regardless of your accomplishments.) Knowing
your core competencies is important.
Ensuring you’re in a role that allows you to use them, to the benefit of
the organization, is equally important.
You may have many
competencies that bring value to your employer.
Maybe your skills is organization
that allows your team to execute well, humor
that provides stress relief, charisma
that allows you to lead others, or negotiation
skills that save the company money.
Whatever your skills and talents, know them and use them fully every
opportunity you have. Core competencies
create value. To learn more about cultivating
your talents, check out this excellent program:
www.strengthsfinder.com/home.aspx.
3. Alignment Makes You A Better Fit.
This isn’t rocket
science, but it’s important. The better you
“fit” within an organization, the more success you’ll enjoy over time. Even if your contributions are far less than
someone else’s, if you play well with others in the workplace you’ll be seen as
more successful than someone who doesn’t.
This has to do with aligning to the company culture, supporting the
company’s goals, and behaving in a way that mirrors the company’s norms.
If challenging the
status quo is encouraged, do it and know it will support your overall pursuit
of success. If challenging the status
quo is discouraged, do it knowing it may impact your perceived value to the
organization – even if it’s the right thing to do and the company benefits from
any actions taken. This isn’t about
avoiding productive conflict or denying a unique perspective. It’s about doing so in a way that the
organization understands and accepts.
It doesn’t always make
practical sense, but sometimes ‘easy’ just feels better within an organization. Your political capital increases when you
find yourself in that flow. This is
often the biggest roadblock to success at points in your career. You either have to adapt or leave if success
eludes you. Sometimes even small changes
in approach can pay off in big ways when it comes to alignment and fit. The more you can find a way to go with the
flow, the more successful you’ll be.
4. Loyalty and Flexibility Are Key.
How many times have
you wondered why someone who is clearly not an A-player is still with an
organization, years after his or her last major contribution? One of the intangibles in business is that
loyalty can serve you very well. If you
demonstrate consistent loyalty to your company, everyone knows you have no
intention of leaving. You’ll do whatever
the company asks of you, often making sacrifices on its behalf. You may show flexibility by taking on various
roles or moving geographically to satisfy a company need. Companies generally value and reward loyalty,
as they should. Without a doubt, lack of
visible and consistent loyalty impacts your ability to be successful in an
organization.
One note: Loyalty without performance or competency
doesn’t get you very far. Don’t expect
to use this as your sole platform for success. Loyalty also shifts over time as people come
and go, so don’t align too closely with any one individual or group.
An example:
An executive I
worked for once told me that he wanted to see the company’s blood flowing
through my veins. He wanted to know
without a doubt that he could count on me to do whatever, go wherever, and be
whatever they needed. At that particular
time, I wasn’t willing to move, travel 100%, or take on roles that weren’t
interesting to me. Do you think this
impacted my ability to be successful long-term at his company? Absolutely, and it should have. The company needed long-term loyalty and
flexibility that I couldn’t commit to. I
knew in that moment my success would be limited at some point no matter how
hard I worked or how much I contributed.
My “value” was less than someone who demonstrated loyalty and
flexibility, even if their competencies and performance were sub-par to
mine. The lesson? Understand and accept the impacts of your
choices in this area.
5. Relative Contribution Is In Play Every Day.
We all like to
think we’re evaluated on our own merits, but in truth we’re always being compared
to others in business. Relative
contribution is a measure of how we stack up to others. This has to do with how hard we work, how
much we contribute, how much initiative we show, and the overall value we bring
– relative to others in similar roles.
Relative
contribution is perhaps where employee value comes most into play. You don’t have to be in the top 20% of contributors,
but you certainly don’t want to be in the bottom 20%. Just knowing that you want to stand out in
the crowd is often enough to keep you out-pacing your peers. In situations where all other variables are the
same, a review of relative contribution is often what determines who is
assigned the next exciting project or given that highly visible promotion. Establishing your value on the scale of
relative contribution isn’t a one-time event.
It’s an ongoing effort. Check in
with yourself, and your boss, regularly to know where you stand.
6. Relationships Matter More Than You Think.
There is never a
time in your life when relationships with people in positions of influence
don’t matter. The challenge in business
is that you never know with total clarity who has influence today or who will
have it tomorrow. Consistently treating
people with respect, and establishing productive and collaborative
relationships at work is so important. This,
in my opinion, is non-negotiable.
To further ensure
your success, you may choose to build an internal network of connections in an
organization. Building a strong base of
support among people of influence can serve you well if you have an ambition to
achieve beyond your current role. The
key to success is to be authentic in the process, being clear in your intent to
build a strong network. People are more
likely to respect you, and support you, if you’re transparent about your
intent.
If you choose not
to network, you can still be very successful based on the other elements
discussed here. Don’t be surprised,
however, if you’re denied an opportunity at some point, as it’s given to
someone who is better connected and has a larger base of support. It’s the way of business. Ambition is often rewarded.
***
Bottom Line: There is no question that hard work and tangible achievement of results matter in the pursuit of success. Just don’t fool yourself into believing that’s all that matters. Your overall value to an organization significantly impacts your ability to be successful. If you don’t tend to all aspects of your value, you risk limiting your success long-term. Be conscious of your performance, but also focus on your competencies, your alignment, your loyalty, your relative contribution, and your relationships.
Bottom Line: There is no question that hard work and tangible achievement of results matter in the pursuit of success. Just don’t fool yourself into believing that’s all that matters. Your overall value to an organization significantly impacts your ability to be successful. If you don’t tend to all aspects of your value, you risk limiting your success long-term. Be conscious of your performance, but also focus on your competencies, your alignment, your loyalty, your relative contribution, and your relationships.
It’s unlikely that anyone else will help you find the perfect
balance. Nor is there any one, right answer. Sometimes just knowing what’s in the mix,
what you’re willing to do, and what you’re absolutely not willing to do, helps
you find the best answer… your best answer.
My best to you.
Lisa