Five Assumptions that Kill High Performance

Through my research and my work with successful companies, I've learned that defying conventional wisdom is the best way to create a high-performance environment.

Below is my list of the top five assumptions that get in the way of high performance.

CONVENTIONAL WISDOM: Meeting quarterly goals is a measure of success.
REALITY: Short-term thinking kills performance.

Achieving quarterly goals is no way to measure success. Indeed, our research indicates that the number one inhibitor of high performance is short-term thinking -- living for today and letting tomorrow take care of itself. Too often that translates into cutting staff, budgets and employee morale. Collaborative strategic planning is the best way to ensure short- and long-term success.

CONVENTIONAL WISDOM: High productivity equals high performance.
REALITY: : Productivity plus innovation drives high performance.

In a knowledge-based economy, productivity is harder to measure than it was under the old industrial model. Managers who focus solely on productivity tend to stifle innovation and creativity -- attributes that contribute to high performance. To increase shareholder value and sustain profitability, companies need to couple productivity with creativity.

CONVENTIONAL WISDOM: The leader is the most important factor in achieving high performance.
REALITY: It's the environment, not the leader.

There is no single personality or style that defines an effective leader. What the best leaders have in common is the ability to create an environment that values people, optimizes critical thinking and seizes opportunities. Since not all leaders have this talent, and even those who do often move on, companies must seek to create a high-performance environment throughout the organization.

CONVENTIONAL WISDOM: If you're facing a tough challenge, get outside help.
REALITY: Your employees can solve your problems.

The first thing companies typically do when confronting a serious challenge is to hire a team of consultants. I've found that the first thing they should do is consult their own employees. Because employees know the company well, they can usually figure out how to solve the problem. However, you need to offer "amnesty" -- a promise that they will not face negative consequences for telling the truth.

CONVENTIONAL WISDOM: Companies should withhold information from employees so the competition doesn't get it.
REALITY: Workers need more information, not less, to do their jobs well.

High-performing companies give workers the information they need to do their jobs. They tell employees where the company needs to go, the problems it faces, and what keeps senior leaders up at night. And they trust their employees to use the information in the company's best interest.

Defying conventional wisdom takes courage -- but doing so could be the wisest resolution you'll ever make as a leader.