Step inside the Superior Performance Framework

The Korn Ferry model is grounded in research and outlines the people and organizational conditions that drive superior performance.

Organization

People

Discretionary Energy

Leadership

Superior Performance

Contact Us

Select a Category to Explore

Leadership

Organization Enablers

People Drivers

Discretionary Energy

Superior Performance

Leadership

Leadership

The ability of leaders to effectively define the business and set its direction, and mobilize the organization around the strategy.

  • Leaders define direction, drive achievement of the strategy, and focus effort where it needs to be.
  • Leaders build trust, confidence, capability, and engagement in the people they work with.
  • Leadership shapes and is shaped by the other components of the Superior Performance Model.

ASK YOURSELF…

  • How effectively do you adapt the business strategy to the evolving business situation?
  • To what degree do you nurture the right climate for strategic execution?
‹ Back to StartOrganization Enablers ›

Organization Enablers

Purpose
& Vision

Choice
& Focus

Accountability
& Fairness

Purpose & Vision

Refers to organizations’ aspirations. Describes the organization's core enduring aim, the reason why the organization exists, and what the organization stands for.

  • Purpose and vision are closely linked to the values of the organization and provide the basis for the mission statement, as well as the organizational culture.
  • Companies with clear and effective purpose and vision ingrain their core values into their strategy, action planning, and employee behavior.
  • Purpose and vision provide clarity of direction for employees and a consistent view of where the organization is headed.

ASK YOURSELF…

  • How clearly and explicitly do your purpose and vision fit with the evolving business situation?
  • To what degree does the communication of the purpose and vision inspire enthusiasm among employees at all levels?

Purpose
& Vision

Choice
& Focus

Accountability
& Fairness

Choice & Focus

Refers to the strategic decision regarding how the organization intends to achieve its long-term vision and purpose, as well as how organizational resources are organized and how activities are directed toward the implementation of the strategy.

  • Leadership’s choices regarding what to focus on are expressed through the strategy.
  • Decisions regarding where to focus effort in the short-term must align with the long-term plan.
  • Sound organizational structures lead to cost efficiency, promote growth, and can positively influence employee engagement.

ASK YOURSELF…

  • How effectively does your organizational structure optimize execution of your strategy?
  • To what extent can you track your employees’ activity to the strategic imperatives of your organization?

Purpose
& Vision

Choice
& Focus

Accountability
& Fairness

Accountability & Fairness

Refers to the practices that the organization adopts to establish a performance-driven environment where people take ownership of their responsibilities and are rewarded equitably for their real contribution.

  • People who feel they are fairly paid are more highly engaged and exert more discretionary effort.
  • Clear accountabilities and expectations are necessary for levels of engagement and discretionary effort to be high.
  • Well-designed, actionable job descriptions are a core organizational enabler, essential for clarity of accountability.

ASK YOURSELF…

  • How clear are your employees regarding what they are accountable for achieving and how those expectations align to the strategy?
  • To what degree is your reward strategy aligned with the organizational strategy?

People Drivers

Clarity

Capability

Commitment

Clarity

Refers to employees knowing what is expected of them in their jobs and understanding the connection between their performance and organizational objectives.

  • Employees know exactly how they contribute to the success of the organization through objectives explicitly aligned to the strategy.
  • Individuals who are committed to specific, challenging goals perform better than those who have vague, unclear goals to “do your best.”
  • Clarity of expectations contributes to high levels of engagement and job satisfaction.

ASK YOURSELF…

  • How aware are your employees of important issues affecting the organization?
  • To what extent are your employees clear on their role objectives and how they contribute to wider organizational goals?

Clarity

Capability

Commitment

Capability

Refers to the supply and stock of talent with the attributes to meet both immediate and future business needs.

  • The capabilities that determine work performance are the right competencies, traits, drivers, experience, and knowledge.
  • These characteristics are developed over time to help prepare people for future roles.
  • Organizational characteristics and job features influence the capabilities that will help to ensure success in a role.

ASK YOURSELF…

  • How specifically do you define the people capabilities required to achieve the business strategy?
  • To what degree do you use scientific and validated methodologies for assessing, selecting, and developing your talent?

Clarity

Capability

Commitment

Commitment

Refers to the extent to which individuals are given the opportunity and are motivated to contribute fully to the current and future success of the organization.

  • Commitment levels are higher when employees trust their organization, feel they have good working conditions, receive quality performance feedback, and see clear paths to rewards.
  • Employees who are committed to the organization are more engaged and invest more discretionary effort in their roles.
  • They are also more likely to stay with the organization and are more likely to be high performers.
ASK YOURSELF…
  • How thoroughly do you consider different types of talent in the building of your employees’ career paths?
  • To what degree are your employees committed to building their careers within your organization?
‹ Organization EnablersDiscretionary Energy ›

Discretionary Energy

Discretionary Energy

The energy, or effort, that employees willingly exert in order to achieve organizational goals.

  • Employee engagement is central to discretionary effort.
  • Teams and individuals who exert more discretionary energy are more committed, proactive, and satisfied in their work.
  • They are more innovative, productive, and are stronger performers overall.

ASK YOURSELF…

  • How consistently do your employees put in extra effort to help their fellow team members?
  • To what degree will your employees go the extra mile to ensure customers are satisfied and organizational goals are achieved?

Superior Performance

Superior Performance

Encompasses a variety of positive outcomes at the individual and organizational level.

  • At the organizational level, revenue, profitability, market share, service level, and environmental impact are examples of superior performance metrics.
  • At the individual level, exceptional achievement, conscientious behavior, and minimal withdrawal from the organization all are hallmarks of superior performance.
  • Organizational and individual level performance indicators are interdependent.

ASK YOURSELF…

  • How effectively do the metrics you have in place drive high levels of achievement and competitive advantage?
  • To what degree do your organizational goals, processes, and leadership stimulate high levels of engagement and performance?

SHARE THIS: 

BACK TO START

Select a Category to Explore

Leadership

Organization Enablers

People Drivers

Discretionary Energy

Superior Performance

Is this model helpful?

We are glad to hear that this was helpful.

Thank You! Your feedback will help up improve this content.

We are sorry to hear that this was not helpful.

Thank You! Your feedback will help up improve this content.

SHARE THIS: