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Organisational excellence: when our behaviour redefines our success

Lamia Rarrbo
Organisational excellence: when our behaviour redefines our success

At a time when talent is free to look elsewhere for greener pastures, rethinking the factors that drive success can make all the difference. The traditional paradigm, in which work was seen as an end in itself, is changing, particularly under the impetus of the new generations. They refuse to sacrifice their personal well-being for purely professional results. Today, work is increasingly seen as a means to personal fulfilment rather than an absolute end.

KPI vs KBI

Traditionally, Key Performance Indicators (KPIs) have focused on quantitative results. However, to meet the expectations of new generations and create a meaningful working environment, it is necessary to integrate Key Behavior Indicators (KBI). These measure not only what employees achieve, but above all how they achieve their objectives, highlighting behaviours that foster collaboration, trust and commitment.

By encouraging employees to operate in their Zone of Genius, companies can not only improve their overall performance, but also create an environment where work becomes a vehicle for fulfilment, in line with individual aspirations.

This means reconsidering the role of work: no longer as a frantic race for performance, but as a space where autonomy, recognition and managerial courage enable employees to give the best of themselves.

Performance zones: a lever for professional alignment

According to Gay Hendricks, performance zones enable us to identify where and how each employee can excel, while taking into account their personal strengths and values:

  1. Zone of incompetence: The tasks here require skills that you don't have. This affects your productivity and motivation, and therefore organisational effectiveness.
  2. Zone of competence: You are capable of performing these tasks, but they do not bring you any personal satisfaction or significant added value for the organisation.
  3. Zone of excellence: You perform these tasks brilliantly, but they don't make full use of your creative potential. This is often where employees get stuck, despite a perceived high level of performance.
  4. Zone of genius: This is where you shine. This is where your unique skills and passions come together, enabling you to achieve exceptional results while remaining deeply aligned with your values.

Understanding the performance zones allows you to create an environment where everyone finds meaning in what they do. It's no longer simply a question of measuring productivity, but of encouraging autonomy, recognition and the ability to act in line with your own values. It is this paradigm shift that enables employees to commit themselves fully, not because they have to meet targets, but because they feel that their contribution will have a real impact on both their own development and that of the organisation.

Conversely, misalignment between personal values and organisational objectives can lead to disengagement, staff turnover, loss of organisational agility and lower customer satisfaction (and revenues).

Sustainable performance is based not only on economic indicators, but also on behavioural indicators that reveal the human dynamics within teams.

The importance of KBIs for organisational excellence

Here are a few concrete examples of KBIs that can be followed to improve collaboration, resilience and commitment, and therefore the performance of a team, in favour of an organisational culture of excellence:

  • Time management: How effectively do I manage my time?
  • Communication: Do I communicate clearly and effectively?
  • Collaboration: How do I collaborate with the other members of my team?
  • Adaptability: Am I able to adapt quickly to change?
  • Compliance with safety protocols: Do I comply strictly with safety rules?
  • Proactivity: Am I proactive in identifying and resolving problems?
  • Ethics: Do my behaviours reflect an ethical attitude in all my actions?
  • Keeping promises: Do I keep my commitments and promises?
  • Honest feedback: Do I give honest and constructive feedback?

To conclude

Aligning individual strengths with organisational goals is not just about achieving better results: it's also about creating an environment where individuals feel energised by what they do best. When organisations focus on behaviours that reflect both personal values and team dynamics, they unlock a deeper level of commitment and innovation. This approach not only drives productivity, but also nurtures resilience and long-term sustainability.

Building a culture that encourages growth through behavioural alignment allows us to go beyond short-term gains to create a meaningful and lasting impact.

To find out more:

Career management: aligning professional goals and personal values

 

Sources :
https://shingo.org/shingo-model/
Gay Hendricks in The Big Leap

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