What are you doing to create high performance in your organization? : The importance of leadership and empowerment

Purpose – To provide a framework for how to conceptualize and create high‐performance environments (HPEs). Design/methodology/approach – The article concentrates on four key factors in the quest to establish an HPE: defining high performance; leading high performance; enabling high performance; and delivering high performance. Findings – Highlights, as important indicators of an HPE: clarity around the performance that is expected; multi‐level performance expectations that emphasize both quantity and quality in delivery; clarity around who is responsible for delivering the different aspects of the multi‐level performance; constructive challenge that induces a pressure to perform that people can thrive on; high levels of support in pursuit of delivering against the challenge; internal leadership capability that is strong at all levels of the organization; performance that is both effective and efficient, thus inducing a state of “flow” in the organization; high levels of awareness at all levels of the organization; and high performance beliefs, attitudes and behaviors among all members of the organization. Practical implications – HPEs are easy to write about, but not so easy to create. The article provides some key pointers and indicators both for a leader's current focus and his or her eventual success. Originality/value – The article will be of greatest value to leaders intent on delivering high performance in their organizations.