Craig Duncan posted this on Twitter on 22 July:
When you are a supposed high performance manager and your teams are failing are you now a low performance manager or a low performing high performance manager?— craig duncan (@DrCraigDuncan) July 22, 2019
I thought the tweet was a great juxtaposition of ideas. It set me off thinking about many things in performance environments. I was particularly interested in a distinction between management and leadership and how this might help us understand the dynamics of performance and performativity.
I had been thinking about issues raised by Dave Reddin and Tony Strudwick (link). By serendipity, Matthew White appeared at this time too discussing Tour de France victories by Daryl Impey (link) and Simon Yates (link).
The combination of these events made Craig’s tweet most prescient. For my part, I am intrigued by performances of understanding (link) in performance environments and the role a leader might play in facilitating performance. These performances have within them a sense of understanding that, I think, a leader nourishes and extends. Such a leader becomes invisible as the athlete flourishes but has a profound cognitive sense of direction and what might be possible.
The antithesis for me is Craig’s description of low performance management.