Competence to Performance: Is Your Full Competence Converting Into Performance?
In the last post (Part-2) I started journey from knowledge, moved onto skills and competence. I showed you that how attitude can transform abilities to competence that builds other’s confidence on you.
Lets move to next milestone in this journey.
ENVIRONMENT: GET NOTICED BY CONQUERING YOUR ENVIRONMENT
Ever heard this “You got the potential and I know you got the competence, but I am not sure what is holding you back giving a great performance”.
Does it leave you puzzled sometimes?
Your competence is not yet proven and visible in the real-world. There is crucial component which makes your competence visible to world. This is called ENVIRONMENT.
What is the environment? It could mean several things including real Job environment, closer-to-life issue or problem, real-life scenarios, changing conditions and situations you encounter around you within which you are required to work.
There are many internal and external environment factor and variables which may affect your competence. External factors could be- pressure, competition, job stress, relationships, etc. Example a great boss who trust your abilities may do wonder for you. Internal factors could be negative or positive. Sometimes jealously with your peers, a negative internal factor, also plays an important role developing competence.
Not everyone gets idea environment. And then several other professionals do work in same environment as you. Then why do you feel he is being noticed more than you?
What it means to you?
- Abilities, Attitude and Competence alone or collectively do not give you competitive edge when surrounded by similarly abled professionals. You won’t get a competitive edge until you conquer your environment.
- The one who masters the environment get noticed. Mastering it requires you to assess it how well and where exactly it is in alignment with your best competence. That’s your sweet spot for you to excel faster.
PERFORMANCE: SHOW REAL-WORLD SUCCESS BY CONVERTING COMPETENCE INTO PERFORMANCE
While bringing the car on the real roads, I developed an approach to keep one reference mark on windscreen to follow the lane or curb. This helped me keep the turning of the wheel precisely in accordance with the degree of curvature. What I developed was an attitude and with that attitude I got into competence zone. As I started using this newly learnt competence in real-life situations (real roads), I was actually able to “show” my ability to drive on freeway and swift pass the cars to change the lanes. I was performing.
Let me give you an equation here.
Competence + Environment = Performance
In simpler words, performance means: You are “actually” able to do it!! You have “proved” (demonstrated) it in closer to real-life or actual real-life situations.
Don’t you see last you scored ‘outstanding rating’ and this year it was just ‘good’. Why? The competence when interacts with environment and comes in visible form is called PERFORMANCE (this is what you are actually able to do).
What it means to you?
- The fundamental law of personal performance is that your entire competence may or may not transform into performance. Environment acts an important transfer function and it depends on it how much of your competence actually get converted as performance.
- In order for you to convert all of your competence into performance, you need to very cognizant about the environment you are working in.
Raman K. Attri is a Training Transformational Consultant, Learning Strategist and Researcher with rare experience in shortening time-to-proficiency of employees performing complex jobs at complex organizations. Strong believer in personal performance as the starting point of any world-class leadership, he developed a scientific model Personal Resonance© to achieve peal personal performance and self-leadership. Additionally he helps trainers, learning specialists, instructional designers and training professionals with articles on proven techniques to transition successfully into training and learning management role.