In the latest blog from our series on the four types of high-performance we explore tactical performance and whether too much of it is stifling creativity.
Can you think of a time when you had strict guidelines imposed on you at work? How did it make you feel?
What are the benefits of guidelines? What are the drawbacks?
Most organisations have rules and rituals in place. They keep things running smoothly; but they can also be limiting. Customer demands and expectations are now higher than ever before, meaning teams need to occasionally go off script and think outside the box to create exceptional experiences. So, how can managers create scalable high-performance within their teams, whilst still encouraging individuals to flex their creativity when needed?
A prominent finding from our recent global study, ‘The Secret DNA of High-Performing Teams,’ was that great managers encourage teams to alternate between different ‘types’ of performance to create long-term, sustainable results: they are ‘peak’, ‘sustainable’, ‘tactical’ and ‘adaptive’ performance. In this blog series, we’re exploring each performance type in turn, considering the benefits and drawbacks of each to understand why it’s essential to strike a careful balance between the four.
Click on the links below to read the previous blogs in the series:
Part 1. Peak Performance: How to nurture your team’s energy levels to create high-performance
Part 2. Sustainable Performance: How to keep your teams energised during everyday moments
Tactical Performance
‘Tactical’ performance is regimented and strategic. It’s a ‘cookie-cutter’ approach that involves setting clear standards and expectations to achieve predictable outcomes. Everyone knows what they’re supposed to be doing and when, sticking closely to guidelines, checklists, and procedures which often become second nature. When teams have a ‘formula’ to follow, it can be easier to replicate high-performance results by reducing errors and maximising productivity. But what happens when they encounter a scenario they’ve never experienced?
According to Path-Goal Theory, strict rules and regulations can stifle creativity and autonomy, promoting a directive leadership style that limits innovation. When leaders enforce rigid rules, employees may feel discouraged from exploring new ideas, speaking up, or taking calculated risks. Therefore, great leaders set clear expectations, whilst giving teams the flexibility to diverge from them when needed.
Our Partners’ Stories
Tactical performance ensures everyone feels connected to their role and consistently works at a high standard. One manager from an airline we interviewed said,
“We’re a well-oiled machine. It’s about all being on the same page and everyone knowing what today looks like. What are we trying to achieve?”
Another manager shared,
“I set out very clear objectives at the beginning of the year, and I think because of that, everyone knows where they’re at, where they need to be, and if they’re on track.”
However, when rules and regulations are enforced too stringently, they have the potential to limit creative agency, prohibiting teams from using their initiative and judgement. An interviewee from a clothing retailer brought this to life, saying,
“We have refund policies in place which often come down to manager discretion. I asked my manager to swap an item for a customer, but she refused because it had been over a year since purchase. His shoes were clearly unworn, he had proof of purchase, and it was only just over a year, so I asked her why. Her response was ‘This is policy. End of.’ In my mind, it shouldn’t be so black and white. If we can do something to help the customer, that should take priority.”
An airline team member also spoke of the limitations of strict rules, saying
“I think sometimes we’re so operationally focused that we forget about the people focus. We work with our customers, we know what they need, but [our managers] are so focused on targets and KPI scores that this takes a back seat.”
Managing Tactical Performance.
To ensure teams are equipped to navigate unique customer circumstances, managers need to find a way to balance tactical performance with creativity. This means creating a structured environment where everyone knows their role, whilst also encouraging autonomy and innovation.
To do this, managers can create a safe and collaborative environment where employees feel empowered to take calculated risks and explore new ideas. This balanced approach can help teams stay creative while maintaining high performance standards.
If you would like to learn more about how to create long-term, scalable high-performance results, contact us at info@kultralab.com. To download your full copy of our recent global study ‘The Secret DNA of High-Performing Teams,’ click here.
