There is a disconnect between UK business leaders and employees on the definition of high performance and how to achieve it, according to new research by MHR.
According to the findings, detailed in The Secrets of High Performance Report, leaders define high performance as “operational excellence” and a “fast-moving environment,” while employees associate it with having a “highly skilled team” and “financial success.”
The survey also found that 91 percent of employees believe their team is high performing, compared to just 51 percent of leaders. This suggests that employees may have a different understanding of what constitutes high performance, particularly in the face of new technological advancements such as AI.
Additionally, 76 percent of employees feel their organisation has a clear strategy for achieving high performance, while only 47 percent of leaders share the same confidence.
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Leadership Concerns Over High Performance in 2025
The report highlights a growing sense of uncertainty among business leaders about their organisation’s ability to perform at a high level in the coming year. While 66 percent of employees believe their organisation will be high performing in 2025, only 41 percent of leaders agree. Nearly half of leaders (49%) express concerns about their company’s performance, compared to just 31 percent of employees.
Despite this divide, both groups acknowledge the challenges posed by the economic climate, with 45 percent of leaders and 48 percent of employees agreeing that current conditions will make high performance difficult to achieve.
MHR’s Chief Executive Officer, Anton Roe, said that MHR’s findings shine a light on the organisational forces that cause friction and inhibit performance.
“Right now, we are seeing a great performance divide between leaders and employees in what high performance is and how to achieve it. Organisations and their leaders must wake up to this disconnect and act to bring the organisation together. If they don’t address this performance puzzle, it will be a blocker to growth and success, ultimately impacting on the bottom line,” he said.
Barriers to High Performance
The research also identifies key barriers preventing organisations from achieving high performance. Leaders cite organisational culture, low productivity and a lack of access to the right information and data as the main challenges. Employees, on the other hand, point to inadequate skill sets, inefficient processes and a lack of clear vision from leadership.
Roe added, “Building a high-performance organisation in 2025 will be far from straightforward, however, it is still very much in reach. High-performance organisations aren’t built in silos – they are forged in unity. Leaders must not overlook the importance of a shared vision, clear goals, the right tools and effective communication to bridge misalignments and build a sustainable high-performance organisation for today and tomorrow.”
Technology is widely acknowledged as essential for success, with 100 percent of leaders and 99 percent of employees recognising its role in achieving high performance. However, generational tensions within the workforce appear to be a growing issue. Nearly half of leaders (47%) believe that having multiple generations within an organisation stifles creativity and innovation, while 51 percent say communication gaps across generations negatively impact performance.
