(This is a guest blog by Charles Walsh.)
One of the most important aspects of leadership today is intentional alignment of purpose and direction. A four-quadrant approach will assist you in achieving high-performance leadership while ensuring balance of effectiveness and impact of results.
In the 21st century, the battle cry of top leaders is achieving and sustaining high performance. Such performance is built one employee at a time and is driven by high-performance leadership at all levels of the organization. High-performance leadership understands the differences between and behaviors required for both effectiveness as a manager and influence and impact as a leader.
The Concept of High-Performance Leadership
Today, high-performance leaders are engaged with employees at all levels, interacting moment by moment to accomplish the enterprise’s work by focusing on the motives and satisfaction of both employees and customers. Each day, the leader’s job becomes more challenging as he or she strives to maintain optimum performance in a fiercely competitive global economy.
High-performance leadership aligns diverse employees together into a cohesive, high-performance team committed to achieving the organization’s vision, mission, and goals, while maintaining a balance between managerial effectiveness and leadership influence and impact. At the same time, high-performance leaders enable each individual within the team to perform at his or her personal best–adding value to the employee, customers, and ultimately the organization.
Depicting High-Performance Leadership Graphically
High-performance leaders create and sustain leading-edge, world-class enterprises that are sustainable even in difficult times. To do so demands a positive personal passion for performance that aligns and balances the organization.
The graphics in this article illustrate the alignment and balance necessary for high-performance and strategic alignment. At the core is the customer. Managers must drive results towards customer satisfaction and value. Doing this well requires a holistic, integrated balance across all four quadrants:
Being aligned and balanced across all four quadrants enables a high-performance leadership mindset that adapts to uncertainty while exploiting unfolding events. Such maximizes effectiveness and impact!
High-performance leaders create alignment and balance in and across these four areas to achieve and sustain excellent results.
How have you created alignment and balance across all four quadrants for maximum performance?
When organizations aren’t aligned, it can reduce performance dramatically and cause frustration and dysfunction. With this Alignment Scorecard, you can assess your organization’s level of alignment and make plans for improving it.
Charles Walsh runs a human resources, organizational, and leadership development consultancy.
Bob Vanourek and Gregg Vanourek are leadership practitioners, teachers, trainers, and award-winning authors. They are co-authors of Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations, a winner of the International Book Awards. Check out their online tools: Leadership Derailers Assessment, Personal Values Exercise, Alignment Scorecard. Sign up for their monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!