Growth vs. Performance

A recent Harvard Business Review article makes the case for leaders to focus on building cultures of growth within their organizations instead of fixating solely on high performance. What makes a growth culture different? A growth culture offers an environment where it is safe to fail and learn from mistakes. There should also be a heavy focus on continuous learning through “inquiry, curiosity and transparency,” and continuous feedback “up, down, and across the organization” with the commitment of helping others improve and grow. In contrast to a performance-driven culture where results are key, a growth culture also regards failure as an opportunity for learning and improving and both challenges and nurtures its members. Perhaps the greatest difference between growth and performance cultures can be summed up in two questions: “A performance culture asks, ‘How much energy can we mobilize?’ and the answer is only a finite amount. A growth culture asks, ‘How much energy can we liberate?’ and the answer is infinite.”

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Nichole Marconi
VP of Marketing

Nichole Marconi is a marketing executive, people leader, and writer with more than 25 years of experience helping organizations grow and more than a decade spent leading teams. Throughout her career, she has led everything from small creative groups to 50-person global departments, giving her a firsthand perspective on what it takes to build strong teams, develop managers, and create environments where people can do their best work. Her approach to leadership is grounded in clarity, accountability, and trust and in the belief that great management is something people can learn and continually improve. Drawing on her experience across B2C, ecommerce, SaaS, and a range of industries, Nichole writes about the practical challenges leaders face every day: building trust, setting expectations, navigating change, developing people, and turning groups of individuals into high-performing teams. A graduate of Goucher College and a member of the college's Athletic Hall of Fame, Nichole’s perspective on leadership was shaped long before she became a manager. Nichole brings a practitioner’s perspective to conversations about management and leadership: what works, what doesn’t, and what organizations can do to better equip managers to lead.

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