Command Performance

Of the many definitions for “Performance”, one reads:

the manner in which or the efficiency with which something reacts or fulfills its intended purpose.

A high performance engine, for example, is defined by the efficiency by which it fulfills its intended purpose. Under this definition, “Performance” is an excellent word for the activities of any organization. At its heart, an organization exists to fulfill a purpose. To the extent it does this expertly and efficiently, the organization can be said to be, “performing”.

Of course, there are other nuances to performance. When an expert or artist delivers their skill with amazing talent, it is often called a “Command Performance”. What separates normal operations from command performances?

First, I suspect it is the execution itself. After all, this is the heart of performing. Low performance stems from execution lacking a level of skill, efficiency or effectiveness. Command performances, on the other hand, are differentiated by displays of skill borne of discipline.

Second, performance is also defined by the spirit of the execution. When one speaks of a command performance, it connotes a special type of execution – an execution of talent with vitality, life, verve, exuberance and delight. Every execution of a musical score is the performance of a musician. Every project is the performance of a company to meet a deliverable. A command performance is something quite different.

A “command performance” is a musical piece delivered in such a way that the execution lays bear the practice, the diligence, the skill – AND – the joy, the love, the passion of the performer. A command performance is execution enlivened with soul. No longer an automaton, but a fiery being with inherent life, purpose and beauty.

Does business have command performances? Yes, but not enough. Projects are executed according to process and template, but they aren’t often implemented with passion and vision. For every process there was an original purpose, a delightful benefit meant to be realized and shared. But when did we learn to sheaf the soul? To impound people in projects?

There’s nothing wrong with discipline and skilled execution. No! Not at all! This is the foundation, the stage, upon which command performances are headlined. But too often, we don’t get command performances. Most projects are pure drudgery of just “going through the motions”. One should rightfully ask (and lament), “Where is the passion? Are we just getting through the day or are we unlocking a valuable vision?” Too often, vision lays mired in the practice of process, instead of the mastery of execution. It is bound by the ties of templates, instead of being freed by the shared understanding templates foster.

When one child sits before a piano and sees only monochromatic drudgery, another masters the keys and makes them sing of his or her mastery. One project manager grudgingly adheres to templates and processes, another commands them as the instruments of self-expression.

Oh, for more command performances!