At a recent Encountas team huddle, we found ourselves discussing whether “performance” has become a loaded term in today’s work culture. In the wake of the pandemic, the 2024 Olympics, and the rise of AI, society seems fixated on squeezing more productivity out of every moment—often at the expense of well-being.
But is this obsession with performance actually helping workforces thrive, or is it holding us back?
Drawing on lessons from our time previously organising the Sydney Olympic and Paralympic Games, we explore the difference between chasing performance and fostering excellence.
In this blog, we rethink how purpose, connection, and trust can reshape the modern workforce and unlock sustainable success.
At a recent Encountas team huddle, we found ourselves in a robust conversation with our fellow coaches on whether “performance” is becoming a dirty word.
In the aftermath of the pandemic, the 2024 Olympics, and our growing fascination with AI’s potential to fuel exponential growth, it seems society is stuck in a loop, relentlessly fixated on "performance." This obsession is driving the push to get workers back into the office. It’s seen as the solution for leaders anxious about perceived drops in productivity when employees work remotely.
Australia’s largest employer, the NSW Government, wants its workforce back at the office, claiming international studies show people are less productive when working from home. PWC UK is introducing location tracking to enforce its new policy of three days a week in the office. Even Zoom, synonymous with remote work, has asked staff to return, touting the benefits of a "structured hybrid approach”.
Whilst organisations of course need to be outcomes driven, isn’t it time we questioned whether this relentless pursuit of performance—language rooted in elite sports—is actually helping or hurting our workplaces? What if we were more curious about what actually leads to the outcomes that organisations set out to achieve?
Perhaps a comparison between typical workplaces and organising a global sporting event can offer some insight.
Twenty-four years ago, we were part of the team that delivered the Sydney Olympic and Paralympic Games—a life-changing experience for a workforce of mostly Olympic rookies. Together, we delivered what was hailed as the best Games ever, a claim still unmatched. We had every reason to be proud, and the bonds we formed during that transformative time remain strong today.
However, since then, we’ve noticed that many people are not doing their best work or fulfilling their potential—a fact backed up by global studies. Gallup’s State of the Global Workforce report reveals millions of people are disengaged, costing the Australian economy over $200 billion a year.
At Sydney Olympics HQ, work felt different. Though the unknowns were challenging, we were able to do our best work for three key reasons:
So, how do we redefine performance in today’s world? It starts by asking, what game are we really playing?
The infinite game sets a long-term trajectory, driven by a bold purpose. Yet many leaders today are stuck in a short-term mindset, driven by the rise of AI and post-COVID redundancies.
When you work for the Olympics, your purpose is crystal clear: to bring together athletes from over 200 countries in the spirit of peace. Our goal was to deliver a world-class Olympic and Paralympic Games and also to create a legacy for our citizens and athletes into the 21st century.
The world’s most successful organisations all have a Massive Transformative Purpose (MTP). Think of Google: Organise the world’s information, or Tesla: Accelerate the transition to sustainable energy.
Does your organisation have a compelling purpose? And what about you? Do you have a personal or professional MTP that energises you and inspires your colleagues to work toward a common goal?
We hear a lot about being "human-centred," but is it more than just a catchphrase? Organisations often focus on human-centred design for customer experiences, yet the same empathy doesn’t always extend to employees. A prime example is forcing people back to the office to be "seen" as productive, rather than trusting them to work wherever and however they do their best work.
The original Olympic values were about effort, dignity and harmony. Today, these values translate into striving for excellence—not just chasing performance at all costs. But this ethos feels far removed from many modern workplace cultures.
At Sydney Olympics HQ, we were trusted to collaborate effectively and given autonomy to execute our tasks. Our leaders created a psychologically safe environment where we could make mistakes, share ideas and work together.
Is your organisation’s focus on performance actually creating sustainable value? Or is it sacrificing respect for the humans involved?
In the Olympics, respect is not just a value—it’s a practice. Respect for oneself, for rules, for opponents and for the environment.
How does respect show up in your workplace? Intellectual humility, deep listening and trust—especially when it comes to flexible working arrangements—are key elements of the psychological safety necessary for meaningful work.
The Olympic and Paralympic Games bring people together for a unique celebration of human potential. In our increasingly hybrid and remote workplaces, how can we foster that same sense of connection?
There’s compelling evidence that a return to the office can be beneficial for both organisations and employees—when it’s paired with the flexibility to work from home. Research shows that hybrid working models lead to higher job satisfaction and productivity.
But if leaders focus only on enforcing time in the office, they risk missing the bigger picture.
The opportunity lies in redesigning hybrid work to create meaningful in-person connections while in the office and enabling employees to focus on high-quality output when working remotely. It’s not about clocking hours—it’s about creating the right conditions for people to thrive, wherever they work.
The opportunity also lies in job crafting to create opportunities to upskill and learn from each other. For example, reverse mentoring on AI tools, or even encouraging projects outside of your team to support high potential employees to form connections and gain new skills they would not acquire in their daily roles.
As we navigate this post-Olympics, post-pandemic world, it’s important to remember that striving for excellence is different from obsessing over performance. Excellence honours effort, dignity, and harmony—values that uplift the human spirit at work.
Theresa Lim and Cherie Mylordis combine their expertise in leadership, coaching, and personal development to help individuals and teams unlock their potential.
Theresa’s compassionate, strategic approach aligns seamlessly with Cherie’s dynamic and empowering style, creating transformative programs that foster growth, resilience, and authentic leadership.
Together, they equip clients with practical tools and deep insights to navigate challenges, embrace change, and achieve sustainable success.
