Optimizing Human Performance

In today’s knowledge-based organizations, it really is all about the people.

It’s not about hiring hands; it’s about hiring minds.

The people in the organization carry with them the organizations primary asset – its intellectual capital.

Organizations talk about the value of the people, but they often act as if, strategy, project planning, sales and marketing, are everything, and the “health of the organization,”  the people and the culture, are less important.

To get a picture of the salience of the people, imagine your organization without people.  Much like the History Channel series – Life After People

(If you haven’t seen this, you need to!)

There are two sides to the coin of organizational success.  One side is, the organization must be smart.  A smart organization is one that focuses on strategy, brand, the value proposition, sales, etc.

The healthy part of the organization resides in the people and the culture.  The healthy part of the organization often takes a backseat to the smart part of the organization.  Yet both are essential for survival.

An unhealthy organization is an organization where people are disengaged, overwhelmed, poorly supported, frustrated, angry, demoralized.  These characteristics are “vital signs” of the organization, and when the vital signs are negative, so is the health of the organization.

How do you create a healthy organization?  I promise you, it is not through “performance management,” “people management,” or instituting more people controls.

You optimize the workforce, when, as the leader, you create an environment (or culture) that enables people, and empowers people, that fosters learning, that builds a culture of collaboration and cooperation, and healthy competition.  In this environment people thrive… feel safe and valued, search for ways to be creative and innovative, and in turn, find the mechanisms to “optimize human performance.”

Increasingly our organizations are not about “land, labor, capital,” but about learning, creativity and innovation, flexibility and agility, and growing the people.

If you want to optimize human performance, you have to optimize the health of the organization, optimize the environment, and optimize the opportunity to perform.

 

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