Sparking Leadership #8: The performance trap & why fair isn't equal

We all say we want high performers on our teams. But what is high performance?

Is it about hitting targets? Working long hours? Being consistent? Thinking differently? Is it talent or discipline? Effort or output?

And - here’s the trickier part - as a leader, can you tell the difference?

Years ago, I worked with a leader known for being demanding, but fair. He set high targets, expected a lot, and rewarded accordingly. But there was one exception: a younger hire whose results were average but whose commitment and learning mindset were exceptional. Instead of punishing the numbers, this leader rewarded the effort.

Was it a double standard, personal bias or a long-term investment?

The truth is, performance isn’t entirely objective. Studies show up to 72% of performance ratings reflect the rater more than the rated. That’s a problem especially in leadership where decisions shape careers and culture.

🤔 Output or effort : which matters more?

This is one of the hardest questions in leadership. Should you reward results? Or the grit and commitment someone shows, even if they fall short?

The honest answer: it depends.

📌 When results matter most: In high-stakes, outcome-driven environments (sales targets, compliance, deadlines), performance must align with delivery. This doesn’t mean effort is irrelevant, but output is the key measure.

📌 When effort matters more: For early-career talent, learning roles, or during periods of change, effort is often the more accurate indicator of long-term potential. In these moments, rewarding output alone may overlook someone who is building the capacity to succeed.

💡How to evaluate performance fairly:

✅ Clarify expectations early and revisit them often. Clear goals are the fastest way to reduce personal bias.

✅ Create regular feedback loops and make it all-encompassing and inclusive.

✅ Look at patterns, not moments. One bad week doesn’t make a poor performer. One big win doesn’t make a star.

✅ Balance output with context. Effort, attitude, and growth trajectory matter (especially for younger or less experienced team members).

✅ Reward the environment, not just the individual. Ask yourself: have I created the conditions for this person to succeed?

This last reflection is particularly important for leaders. In Daniel Pink's book Drive, he presents a compelling case that performance is heavily influenced by the conditions people work in, especially in roles that require creativity, problem-solving, or long-term thinking. In Pink’s view, leaders play a huge role in shaping the environmental context that either unlocks or limits performance (more on that in a future post).

❓Question for you:

How do you fairly evaluate #performance in your team?

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🌟Sparking Leadership is a weekly series on human-centered, sustainable #leadership. Follow for real talk and practical tools. In the meantime, lead with spark!