The Outstanding Performance Professional
by Harold D. Stolovitch, Ph.D.

What makes an outstanding performance professional? This is the question we at HSA Learning & Performance Solutions posed to a number of recognized experts during interviews at a variety of conferences. They worked in specialty areas such as human resource management, human resource development, organizational development, organizational effectiveness, performance consulting and learning and development. After sorting and collating responses, what emerged was a remarkable consensus about 10 characteristics shared by exceptional talent and HR leaders.

Outstanding Performance Professionals' Characteristics

The following 10 characteristics of outstanding workplace performance specialists detail the value they can bring to both organizational clients and the talented performers who make up the organizations' workforce:

1. Focused on client need: Exemplary performance professionals never lose sight of the primary mission: valued performance. They are not swayed by enthusiasms or constraints. They ably separate wants and whims from true needs and stick to required outcomes despite pressures.

2. Cause-conscious, not solution-focused: The performance professional is an analytic and systematic investigator. This leads to decision making based on data, hard evidence and a thorough sifting of facts. As a result, solutions are derived from cause, not opinion.

3. Systemic thinkers: This means outstanding performance professionals view workplace and talent gaps holistically. They anticipate how change in one area affects others. Single, simple solutions, while attractive, rarely achieve long-term performance improvement. The system view weaves together a web of interventions that are mutually supportive.

4. Appropriately involve others: Successful performance professionals seek out complementary skills, experiences and power sources to support an effort, such as those of authority figures, knowledgeable individuals and union representatives. They draw strength from diversity. They are project orchestra leaders.

5. Organized, rigorous and prudent: The true performance professional lets data and credible evidence speak for itself. This characteristic builds trust with management, clients and stakeholders. It increases support for a project and smoothes the way for work to progress. It also enhances the belief that solution recommendations will deliver as promised due to data-based decisions and actions.

6. Sensitive to the need for verifying perceptions: Careful performance professionals continuously conduct reality checks with reliable people. They double and even triple-test interpretations. By frequently checking and rechecking understandings, they ensure the project is on the right track. Investments in "verifying time" are worthwhile because they negate the need for rework and can eliminate the ill feelings that result from misinterpretation.

7. Sort out and maintain a firm hand on priorities: This results in adherence to business needs. A byproduct is protection from spontaneously appearing miracle-cure seductions. All projects have the potential to slip off course because of new, exciting "discoveries" reported to clients. It demands skill and wisdom to absorb new information while maintaining goal focus. The ability to suppress distractions, including faddish hype and the latest and greatest technological marvel, is a major asset.

8. Diplomatic and credible: Being able to overcome resistance without antagonizing, while convincing decision makers and team members to remain on track has powerful payoff. This characteristic takes the edge off rejection of nonessential recommendations. It fosters smoother implementation of talent interventions and the attainment of performance goals without bitterness.

9. Generous in giving credit to others: By highlighting other people's accomplishments and sharing in success rewards and recognition, performance professionals achieve loyalty to the project. They also draw out the best from all players.

10. Principled, yet flexible: True performance professionals stick to bottom-line outcomes. They bend with pressures and constraints without deviating from the mission.

[About the Author: Harold D. Stolovitch, Ph.D., CPT is a principal of HSA Learning & Performance Solutions LLC and is emeritus professor of instructional and performance technology at the Universite de Montreal.]