Most leaders expect the best from their people. Fewer actively create the conditions that make the best possible. Organizational leading involves actively seizing opportunities to implement proven high-performance work practices (HPWPs). Jalali et al. (2023) found that when executives create specific practices designed to cultivate high performance, they build the trust that motivates employees to perform at higher levels. Practices such as extensive ongoing training programs, rewards and recognition tied to specific performance behaviors, and cultivating a genuine sense of job security are key HPWPs that correlate with elevated trust.

Training and Development as Strategic Investment. Leaders who are intentional about designing high-performance conditions understand that training and developing teams systemically heightens the motivational readiness to pursue objectives aligned with organizational goals. Professional development becomes a key organizational investment when programs are periodically evaluated for their positive impact on culture — demonstrated through desired performance behaviors — and on production, in terms of clear cost benefits. The former consistently feeds the latter.

The data supports this investment. Research found that junior faculty members were 11% more likely to remain at an organization if they participated in a quality development program. A broader cohort study found that women who attended a four-day professional development program at key career points were less likely to leave their organizations than those who did not participate at all (Shiri et al., 2023). The pattern is consistent: when organizations invest in the development of their people, workers value and commit to their work in return. Regularly test people-development processes to validate whether they are producing the performance improvement outcomes you designed them to achieve.

Rewards and Recognition as a Precision Tool. Recognition programs must never be perceived as political or driven by favoritism. To prevent this, rewards must tie specific actions to observable, exceptional performance. This requires preparation, objectivity, and precision.

In her widely referenced work Radical Candor, Kim Scott offers a framework for delivering praise that is both specific and meaningful. The C.O.R.E. method — Context, Observation, Result, and Expected Next Steps — provides a structured approach to recognition that works equally well for praise and constructive feedback (Scott, 2019). When recognizing an employee, cite the specific situation to establish the correct context. Describe precisely what was said or done in that situation. Connect the result to clear organizational relevance in a way that generates genuine enthusiasm for the mission. Then articulate expectations for future performance — giving the recognized employee, and those observing, a clear picture of the behaviors the organization values and intends to reinforce. Applied with consistency and care, this approach is a proven driver of innovative performance behaviors.

Job Security as a Performance Variable. The perception of job security is a critical performance variable — and right now, it is under extraordinary pressure. International conflicts, shifting government policies, and economic instability have placed American workers in a state of heightened anxiety about employment stability.