Values-Based Performance and Performance-Based Values
Values-based performance characterizes collaboration cultures who commit to altruistic ideals, live these values in their work, and earn thereby the trust of customers and partners . Performance-based values characterize competition cultures who continually hold themselves accountable to objective metrics of success, regardless of who gets uncomfortable. The two cultures tend to repel each other, creating nice guys who finish last and jerks who drive Porsches. But sustainable, good-to-great companies have to combine both.
I think the proper path here is to begin by establishing values-based performance (no Enrons need apply) and then realize that every time we do not hold ourselves accountable to performance commitments, we are actually selling ourselves short. Why do we do this? Because we flinch in fear of the pain that confrontation entails. We are not being nice to the other person, we are protecting ourselves from the demands of stepping up. Once we acknowledge that this, in effect, means we are not living our values, we can use the energy of shame to change our behavior.
Finally, this all ties in to Dealing with Darwin because natural selection is the ultimate performance management system, and like it or not, we are all being managed by it.