A Blueprint Matrix for Building Respectful, High-Performing Teams

A Blueprint Matrix for Building Respectful, High-Performing Teams

S. Chris Edmonds is a sought-after speaker, author, and executive consultant. He’s the founder and CEO of The Purposeful Culture Group, which he launched in 1990. Chris helps senior leaders build and sustain purposeful, positive, productive work cultures. He is the author or co-author of seven books, including Amazon bestsellers Good Comes First (2021) with Mark Babbitt, The Culture Engine (2014), and Leading at a Higher Level (2008) with Ken Blanchard.

The core principle of our book, Good Comes First, is that today’s leaders must build and sustain a work culture where RESPECT is as important as RESULTS, every day.

During a recent keynote presentation, my colleague and co-author, Mark Babbitt, and I introduced this key concept through the Performance-Values Matrix model.

A 3D square grid displays axes labeled 'Performance' and 'Values Match,' ranging from low to high, ideal for analyzing teams. Quadrants are labeled: High Performance/Low Values Match, High Performance/High Values Match, Low Performance/Low Values Match, and Low Performance/High Values Match.

This model is straightforward. When you establish both performance and values expectations, individuals naturally align themselves into one of the four quadrants.

The upper-right quadrant is where you want all players to be. Here, they exceed performance expectations and embody your positive values. It’s crucial to recognize and retain those who operate in this quadrant.

The bottom left is not an ideal spot for people to operate. They’re falling short of performance standards and not reflecting your values. It’s essential to allow them to align with both. If they succeed, excellent. If not, they won’t be able to remain in the organization. You must lovingly set them free.

The bottom right is a somewhat better place for people. These individuals embody your positive values but struggle to achieve the required results consistently. You need to help them improve their contributions through training, coaching, or by finding a role better suited to their skills. If they can improve their contribution, excellent. If they don’t, they won’t be able to remain in the organization. You must lovingly set them free.

The upper left presents a unique challenge. People in this quadrant achieve the desired results, but they also treat others disrespectfully.

A woman in glasses is smiling and handing out work papers to a group of colleagues seated at a table with computers in a bright office with exposed brick walls. Two men are working in the background.

Two men in business attire are engaged in work at a table in an office. One man is holding a tablet and showing it to the other. Sunlight filters through large windows, creating a well-lit, professional setting. A glass of water is on the table.

An uncompromising work culture is created and maintained through positive behaviors modeled and rewarded.

CHRIS EDMONDS

This reminds me of a situation shared during that keynote session. We asked learning partners to discuss the impact of players who operated in any quadrant other than the upper right. A participant spoke up, saying, “Nobody talks about Bruno!” (This is a reference to a top song from Disney’s “Encanto” animated feature.)

Curious, we asked her to elaborate. She described a top salesperson in her company who consistently exceeds sales targets but bullies those around him. For years, staff have raised concerns about Bruno’s behavior—sexist and racist comments, aggressive outbursts when things don’t go his way, and more. Despite this, senior leaders have ignored the issue and are unwilling to risk losing the profits that salespersons generate. As a result, nobody addresses his behavior—no one talks to Bruno or about Bruno.

An uncompromising work culture is created and maintained through positive behaviors modeled and rewarded. It is undermined and destroyed when demeaning, dismissive, or disrespectful behaviors are tolerated, regardless of who displays them.

For players in the upper left quadrant, mentoring them toward alignment is essential—achieving the desired results while treating others with respect. If they succeed, excellent. If not, coach them. If they’re unable to embrace these standards, lovingly set them free.

This is how to sustain a purposeful, positive, and productive work culture, day in and day out.