​​Reframing Performance as a Value

 

When you reframe performance as a value, the standard or principle of behaviour, you can then apply the behaviour as a focused initiative against specific business goals or objectives and align the behaviours with the business’s metrics for success.

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Performance is not inherently included in values such as honesty, loyalty, integrity, or respect, the values that drive our standards or principles of behaviour. 

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Traditionally, organisations define performance by results, outcomes, KPIs. But this framing creates a fundamental misalignment. When performance is reduced to a measurable output, it becomes reactive based on the emotions people associate with the result. 

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This is where organisational culture begins to fracture.

Performance is not the output. It’s the input.
Performance is what we do. Results are what we measure.

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Most organisations operate under the assumption that results impact our performance, but it's the other way around. Performance drives results, and if we can consistently perform at our highest, our results will increase. 

 

This is just one of the behavioural pitfalls humans and organisations often believe are working for us, and these pitfalls aren't unique to results. 

Our research looked at many different attitudes and mindsets, mentalities and behaviours that often are actually working against us. 

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As an organisation, the Institute of Performance has a deep understanding of the unintentional and intentional human behaviours that can work for us or against us. 

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We believe that performance must be reframed not as a metric, but as a value.

​It's the foundation of our behaviour, not the consequence of it.

 

When Performance is a value:

• We take ownership of our efforts, not just the outcomes.

• We maintain standards in moments of adversity.

• We act with clarity even when success isn’t clearly defined.

• We create a culture where excellence is a habit, not a condition.

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