X-Rubicon - Profile, History, Experience - Dr. Marco Behrmann



Performance - what really matters


Performance - what really matters!

How do you define performance? How do you assess good performance of employees and executives? Is inappropriate or bad performance accepted in your organization? What would this mean for the corporate culture? And above all: what should your executives and employees focus on to accomplish? There are 4 core categories for describing and measuring performance. Executives, coaches, personnel managers should know and hold them apart.

  • Leadership Emergence: appearance as a leader - being perceived in the leader role
  • Leadership Effectiveness: results and implementation power - achieving and winning results in an entrepreneurial way
  • Task Performance: fulfilling the job - really doing what one is paid for
  • Contexual Performance: support of others and of the organizational culture - engaging in activities that serve the whole

Consciously dealing with these performance criteria is essential for executives and personal experts. They decide what needs to be done and what the teams need to act consistently, responsbily, and mindfully with regards to customers, employees and colleagues, products and services and the further development of the organization. What you do not need in these times are executives who like to please only or who do not walk their talk or who seem to be indifferent to their environment. Fact is: It is the people who make the organization strong and fit for the future. Gather the right ones around you. And pay attention to fair reviews of performance and personality. The knowledge about this is long enough in the world to find more application. For those who are interested to read more, we recommend these classic publications:

Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109

Lord, R. G., De Vader, C. L., & Alliger, G. M. (1986). A Meta-Analysis of the Relation Between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures. Journal of Applied Psychology, 71(3), 402-410

Austin, J. T., & Villanova, P. (1992). The criterion problem: 1917–1992. Journal of Applied Psychology, 77(6), 836–874

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