WATCH: The Paradox of Driving Performance
Today, I’d like to talk about the Paradox of Driving performance
Paradox of Driving Performance
If we think of a paradox as two opposing statements which are in fact both true. And in the case of the Paradox of Driving Performance we can look at two traits, two behavioral traits that could be seen to be opposing one another but in fact when they come together produce something synergistic and better than both.
So if we look at the Paradox of Driving Performance, we’re looking at two traits, one is enforcing. Which is an action trait and then the supportive trade of warmth and empathy. However a number of people aren’t quite balanced in this. And if we have a high level of warmth and empathy but not a high level of enforcing. We, sometimes actually demonize enforcing and think that that’s just nastier harsh we don’t want to be like that. So we’re nice and warm and Pathak with our people.
However, we can be seen as permissive, that means that people could take advantage of our leniency and the job doesn’t get done. What can also happen though is that we’re very harsh on enforcing, we’re very strict on enforcing making sure that the rules are done. We don’t have a lot of warmth and empathy with our people and that can actually lead to a climate of fear and then that will also break rapport. And people won’t enjoy their work and could actually begin to look for work elsewhere. Where what we have then is an imbalance in harsh. And because we’ve got the high enforcing and the low warmth and empathy and what we actually are looking for is a balance of both.
So you’ve got balance versatility and what we call compassionate enforcing. That means that you can understand your people. You can have great rapport with them. You show affinity with them. Show that you care deeply and you ensure that the rules are met. You ensure that the job get done and the people are held accountable. Because it’s interesting to note if we have an imbalance. And we’re very warm and empathic and low in enforcing. Stress can build up the job doesn’t get done. And we can actually flip it to the opposite and then go nuts when someone doesn’t do the job properly. Because of the stress and become harsh. We can become the very thing that we don’t want or that we’re trying to avoid, by having both equally. What we get is compassionate enforcing. If you’re missing out on both and both are low we end up with cool permissive. Which is very unproductive.
So I’d like you to think about where are you with your team. How much warmth and empathy do you have with your team. And how much are you hold it into account. To ensure that the job gets done. That’s Food for Thought. Thank you very much!
With best regards,
Talent 4 Performance help business leaders clarify complexity. We inspire people and drive continuous performance improvement, so they can convert thinking into action and results.
©David Klaasen – 2014