Performance outcome or process

Common denominators. These are two words I heard for the first time when I was in Grade 5, when fractions were introduced in my math subject. Today, these two words are used not just in math alone, but also in many other fields.

I’ve been in the personal growth business for some time now, and here’s a fact I’ve observed: excellent performers or what most companies today call “high potentials” have common denominators – and so do those who are mediocre in their performance and have met a slump in their careers!

Tell me if you’ve heard this statement before: “If they pay me more, then I’ll do more.” The idea behind this faulty philosophy is that, without a tangible incentive like money, promotion, recognition or applause, there’s no need to drive one’s self to do more than what’s necessary. The common denominator among people with this kind of job philosophy is the “Get Before You Give” attitude. The truth is, rarely is anyone paid more until they produce more. And no one – let me stress this – no one will ever admit he or she isn’t doing more.

“But can’t you see I work so hard but nobody notices.” This is a common sentiment in the work place. Many fail to realize that activities shouldn’t be confused with results. And there’s a logical mismatch with this argument – how can anyone who doesn’t want to deliver more, because he or she isn’t given, paid or recognized more, produce more results? It just doesn’t follow does it?

And then there are the silent heroes. These are the people who put in more than what they’re paid for, or whether their employer recognizes or rewards their performance. In a perfect world, there’d be a direct correlation between pay and performance. But ours isn’t a perfect world. And so there are many who do more without getting noticed. Yet they produce more.

Why do excellent work even without incentive from your employer? Being rewarded, recognized or promoted based on good performance is called “performance outcome.” This totally different from how one works, which is “performance process.”

There isn’t much you can do about your employer’s payment practices or recognition policies. But here’s a radical idea: Why not do the best job you can do for yourself. Wouldn’t it be possible that if you do well, you’ll improve your skills, and you’ll get noticed and recognized eventually? And even if your organization doesn’t reward performance and diligence, don’t you think you would’ve become good enough to work in another place that does reward those virtues?

Being committed to excellence brings its own rewards. Most often, these are rewards that money can’t buy. First, you earn the respect of your peers. The losers will be cynical and critical, the insecure will be threatened, but at least you’d know who your real friends are. Next, you may be noticed and considered for the next level, but more important, you’re building healthy habits and upgrading your skills – and making you marketable.

The best benefit of them all: you can look at yourself in the mirror, and get the confidence and pride that come from knowing that you did a job well done. That, in itself, is a reward.

You’ll never lose when you strive for excellence. Trust me, I’ve never seen a mediocre person succeed.

(Develop your leadership skills and spend two whole days with Francis Kong on July 17-18 at the EDSA Shangri-La Hotel. For further inquiries, contact Inspire at 09158055910, or call 632-6310912 for details.)