Performance Vs Trust

Numerous executives face a recurring challenge in their quest to cultivate high-performing teams and propel their organizations toward growth and transformation. Despite their best efforts, they often find themselves grappling with persistent obstacles that seem to impede progress and hinder the realization of their strategic visions. In the dynamic landscape of modern business, breaking through these barriers is not only a desire but a necessity for those who seek to thrive and succeed

Simon Sinek in his latest book, "The Infinite Game," introduces a powerful tool for evaluating potential team members based on two critical axes: performance and trust. This framework, which Sinek describes through a compelling illustration, sheds light on the fundamental qualities that drive high-performing teams. One noteworthy example Sinek discusses is his engagement with the elite Navy SEALs, recognized as one of the world's highest-performing teams. During his interactions with them, he posed a crucial question: "How do you choose the individuals who make it to Seal Team 6?" Seal Team 6, renowned as the best of the best, faces the highest standards. In response to this query, the SEALs presented a revealing graph:

Leader or Teammate

Nobody desired a candidate from the lower left quadrant, signifying Low Performer and Low Trust. Instead, unanimous consensus favored individuals from the upper right quadrant, representing High Performer and High Trust.

Remarkably, when asked which type of person they preferred as a leader or teammate, the SEALs consistently expressed a preference for someone on the right side of the chart over even the most outstanding performer who lacked trust. It's crucial to emphasize that these teams are among the world's top-performing units. Yet, their unwavering choice was Trust over Performance when it came to selecting a leader or teammate.

?However, in the corporate world, a different paradigm often prevails. Drawing from over three decades of experience dealing with corporations and conducting corporate reviews, it becomes evident that many organizations tend to lean heavily toward the left side of the chart, prioritizing performance over trust in their assessments and promotions.

?What is particularly intriguing is that the Navy SEALs labeled individuals in the upper-left quadrant (High Performer but Low Trust) as toxic, regardless of their impressive performance metrics. This stark contrast in priorities underscores the significance they place on trust within their teams.

?So, why do corporate reviews often emphasize high performance rather than high trust? Two prevalent reasons emerge:

?Short-Term Focus: Many corporations prioritize high performance, often driven by the pressure of quarterly reporting. Publicly traded companies, in particular, face scrutiny from Wall Street and investors if quarterly returns fall short. Consequently, they prioritize individuals who deliver immediate results, sometimes disregarding the internal costs. This approach aligns with the SEALs' characterization of such individuals as toxic.

?Measurability: Performance is easier to measure and quantify. It involves straightforward metrics such as meeting or exceeding goals, adhering to schedules, and achieving quantifiable objectives. In contrast, assessing a person's ability to generate trust within their team is far more challenging. Trust takes time to manifest, and its effects may not become apparent for an extended period. Corporate leaders, often under pressure for immediate results, may find it more convenient to focus on performance that yields quicker returns.

?However, it's essential to recognize that trust is the cornerstone of long-term performance and success. Leaders who prioritize trust alongside performance can build lasting and resilient teams that consistently deliver exceptional results.

?Reflecting on personal experiences, there are instances where leaders ranked high on the trust scale have achieved remarkable outcomes. Consider one leader from a decade ago, whose trust-centered leadership led three of his team members to become CEOs of different companies. Another CEO's trust-focused approach resulted in the creation of two successful companies, with his leadership teams now occupying prominent positions in several corporations.

?Both of these leaders, among others, recognized the significance of trust when forming their teams. This doesn't imply a disregard for performance; instead, it signifies that trust holds a paramount position in their evaluations and decision-making processes.

?In conclusion, Simon Sinek's insights from "The Infinite Game" shed light on the delicate balance between trust and performance in different contexts. While the corporate world often prioritizes immediate performance gains, the enduring lesson from the Navy SEALs and experienced leaders is that trust serves as the bedrock upon which lasting success is built. Trust fosters loyalty, collaboration, and sustained excellence, ultimately propelling teams and organizations towards their infinite game goals.

As we conclude our discussion on the vital interplay between team performance and trust, I invite you to share your insights and suggestions. Your perspectives are invaluable in fostering an environment where high performance and unwavering trust can flourish.