Performance and Intelligence: Part I

Performance and Intelligence: Part I – Performance

While performance is the accomplishment of something, intelligence is the ability to learn, acquire, and apply skills in situations.

Performance can be variously classified—individual or team, art, performing arts, education, sports, or workplace. History is full of fantastic feats, outstanding achievements, and unparalleled successes by individuals and teams. Reaching those heights in the workplace is performance peak.

However, it’s vital to have clear goals, quality training, mental focus, high self-confidence, self-belief, and a positive attitude to reach peak performance. Are you hungry for success?

Across the board, performances are assessed with a nuanced set of criteria. Performance in the arts is judged; examinations form the backbone of educational qualifications; competition defines the sports arena; similarly, performance evaluation happens in the workplace.

Every organization has set goals for evaluation based on objectives, core and allied competencies, training, development, human resource, and more.

The 7 D Method to Evaluate Performance in the Workplace

1. Design
2. Define standards
3. Detail job analysis
4. Desired performance
5. Determine actual performance
6. Discuss
7. Decide

The core competencies are often underscored by a pioneering approach to riddle-solving and finding answers that evade others. It’s not just ability—it’s a journey into creativity.

“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just ‘saw something’. That’s because they were able to connect experiences they’ve had and synthesize new things.”
– Steve Jobs

An organization looks for critical competencies such as:

• Leadership & Teamwork Skills
• Decision Maker
• Focus on outcomes
• Accountable
• Solution finder
• Self-organization Skills
• Professional Commitment & Motivation
• Organizational Awareness
• Honesty & Ethics
• Appropriate Technical Skills

The search for enhanced tools for performance management continues in all organizations. What worked decades ago won't work the same way today. There is no one-size-fits-all approach. Let’s understand the difference between traditional and progressive—or ‘everyday’—approaches to performance management, and customize accordingly.

• Traditional: Formal, event-driven, disconnected from the individual, annual feedback, inert goals, comparative appraisals, and a report card based on past performance.
• Progressive/Everyday: Informal, people-focused, continuous feedback, flexible and realigned goals, collaborative 360-degree appraisals, and a forward-looking outlook.

Performance management creates a work environment in which people can perform to the best of their abilities. It’s about achieving results through mutual understanding and individual development. The management cycle’s four stages—plan, act, track, and review—make goals and values clear and actionable.