ABSTRACT
Time and again when I discuss performance issues with executives, it is the performance of the individuals at the lower levels of the organisation on which they focus. I have lost count of the number of times executives have clearly assumed (or stated) that their own performance is fine but that their organisation is suffering because of the quality and quantity of work done by other people. As the Vision into Action process makes clear, until and unless all of the earlier issues at board and executive level are fully attended to, it is unrealistic to expect high performance from your staff. In other words, be very careful about pointing at others until your own performance is fully in order.
