Full Heart For The Fully Committed

Recently I wrote about 1 to the power of 10.

In that light, I’ve been asked, “If you care so much about the influence of your leadership and the people who work in your organisation, how do you make the tough calls?”

Again, this to me is a simple logic that ties back to the power of 10.

I have a saying, “full heart for the fully committed”. To me, this means – to those who show the behaviour and attitudes I value and commitment to achieving results in the right way, I will do my utmost to provide opportunity, growth, development, etc., and give many chances to succeed. When I identify that someone doesn’t have these behaviours or attitudes, or I’ve simply made a mistake in the selection process, the decision (while still tough) is clear because to accept someone who is not performing well puts the whole team at risk and those lives we influence and, it’s with this belief, the decision to move on is made simple.

I guess put simply – I don’t compromise on my values and beliefs, to do so would simply mean as a leader I’m a charlatan.

You know, we can all look back at a time when we procrastinated dealing with a performance issue because we were concerned about ruining a friendship. Whereas, in reality, we would probably be doing that person a favour by allowing them to succeed in a more appropriate environment.

What is your driving philosophy about managing performance, and how do you know when it’s time to stop protecting someone?