No Bullsh!t Leadership — Moment #96
Episode Title: Not Every Organization Wants Performance
Host: Martin G Moore
Release Date: November 24, 2024
Episode Overview
In this “Moments with Marty” edition, Martin G Moore explores the uncomfortable truth that not every organization—despite outward claims—truly aims for high performance. He discusses the realities of working in low-performance cultures, especially in sectors where competition is minimal or non-existent. Marty offers advice for leaders who want to make a difference, even when surrounded by mediocrity.
Key Discussion Points and Insights
The “High Performing Team” Cliché
- Leadership Myth: Many leaders boast about building high-performing teams, often ignoring objective evidence to the contrary.
- Quote:
“The proverbial high performing team has become a leadership cliché. I cannot count the number of leaders who claim to have built a high performing team, often despite objective evidence to the contrary.”
— Martin G Moore [01:24]
Recognizing Low Performance Cultures
- Even organizations with “high performance” rhetoric may actually run on low performance expectations.
- There is often an unspoken pact among senior leaders to maintain the illusion that everyone is excelling.
- Quote:
“No one is ever going to admit that the culture of their organization is inexorably geared to low performance.”
— Martin G Moore [01:58]
Why Do Some Organizations Tolerate Low Performance?
- Lack of Competition:
- In government agencies and regulated monopolies (e.g., utilities, public infrastructure), there’s no market pressure to excel.
- Focus shifts toward budget protection and maintaining the status quo.
- Quote:
“It’s inordinately easier to get away with low performance in a non-competitive environment... There’s no performance imperative because there’s no alternative source of those products and services.”
— Martin G Moore [02:20]
- Not Exclusive to Public Sector:
- While common in government and monopolies, any organization without external pressure can fall into this trap.
How to Spot a Low-Performance Organization
Marty highlights several telltale signs (from episode 239):
- Focus on Process, Not Results:
- Excessive attention to rules and procedures over concrete outcomes.
- Quote:
“The first sign of low performance is the lack of focus on results. Instead, the focus is on processes and rules.”
— Martin G Moore [03:27]
- Lax Performance Standards:
- Almost no consequences exist for poor behavior or low output.
- Overemphasis on “kindness” leads to tolerance of everything.
- Quote:
“There are no consequences for the choices people make about their performance or behaviour... There’s almost nothing that won’t be tolerated in the name of kindness and understanding.”
— Martin G Moore [03:40]
- Resistance to Change:
- New ideas or challenges to the status quo are typically shut down.
- Insiders rationalize their way as “the right way” and exclude dissenters.
- Quote:
“We do it this way for a reason. And if you don’t agree, it could be that you don’t understand it well enough. Either that or you’re simply not one of us.”
— Martin G Moore [03:52]
- Righteous Rationalizations:
- Positive-sounding values (e.g., “we care about people”, “we’re family”) are used to conceal performance shortcomings.
- Quote:
“We care about our people. We’re an inclusive organisation. Everyone has a place here. We’re a family. We put people before profits. Sound familiar?”
— Martin G Moore [04:05]
Can You Thrive in a Low-Performance Organization?
- You can still learn, grow, and make an impact, but the culture’s inertia will likely drive away genuine high performers over time.
- True satisfaction comes from leading a genuinely high-performing team, which may not be possible in every organization.
- Quote:
“You’re unlikely to ever experience that deep joy and satisfaction that comes from leading a crack team of high performers who are operating at their peak.”
— Martin G Moore [04:25]
What Can Leaders Do?
- Create an “Island of Excellence”:
- Even if the broader culture isn’t supportive, you can set high standards and foster top performance within your own team.
- Quote:
“The only way to counter this is to create an island of excellence in your team and give them the gift of strong leadership.”
— Martin G Moore [04:38]
- Realistic Outlook:
- Accept that not all organizations want or will support real performance improvement.
- Lead anyway—your influence can matter to those close to you.
Further Listening Recommendation
- Marty points listeners to episode 239, “Leading in a Low Performance Culture”, for a deeper dive into this topic.
[04:50]
Notable Quotes and Memorable Moments
- “The proverbial high performing team has become a leadership cliché...” [01:24]
- “No one is ever going to admit that the culture of their organization is inexorably geared to low performance.” [01:58]
- “It’s inordinately easier to get away with low performance in a non-competitive environment...” [02:20]
- “The first sign of low performance is the lack of focus on results. Instead, the focus is on processes and rules.” [03:27]
- “You’re unlikely to ever experience that deep joy and satisfaction that comes from leading a crack team of high performers...” [04:25]
- “Create an island of excellence in your team and give them the gift of strong leadership.” [04:38]
Timestamps for Important Segments
- [01:18] — Introduction to the theme: high-performing teams vs. reality
- [01:58] — Recognition of low performance cultures despite outward rhetoric
- [02:20] — Explanation: why lack of competition leads to low performance
- [03:27] — Four telltale signs of low-performance cultures
- [04:25] — The effects on high performers and what leaders can do
- [04:50] — Invitation to learn more in episode 239
Summary Tone & Language
Martin G Moore delivers his insights with trademark candor, challenging leaders to see past platitudes and to recognize the tough truths of organizational culture. His tone is direct, pragmatic, and laced with practical advice—encouraging listeners to cut through the “BS” and make a real difference where they can, even in challenging environments.