Why is it unwise to take off the pressure for good performance or play down the adverse consequences of shortfalls in performance as part of a company's motivational and reward scheme for promoting competent strategy execution?

Question

What will be an ideal response?

Answer 1

As a general rule, it is unwise to take off the pressure for good performance or play down the adverse consequences of shortfalls in performance. There is scant evidence that a no-pressure, no-adverse-consequences work environment leads to superior strategy execution or operating excellence. Some managers implement a deliberate policy to create a level of anxiety. A number of companies deliberately give employees heavy workloads and tight deadlines to test their mettle-personnel are pushed hard to achieve "stretch" objectives and are expected to put in long hours (nights and weekends if need be). High-performing organizations nearly always have a cadre of ambitious people who relish the opportunity to climb the ladder of success, love a challenge, thrive in a performance-oriented environment, and find some competition and pressure useful to satisfy their own drives for personal recognition, accomplishment, and self-satisfaction.