When performance is measured against curated feed of perfection

Have you been to a performance review that inevitably ends up comparing you to popular Joe, charismatic Jackie or high performing Jack? Most formal performance reviews have sections where employees are compared sideways against peers within and outside their departments. Definition of a “peer” here is largely determined by a line manager who is assumed to have the power of veto to be able to understand the term, its correct application and most importantly the ramifications of its misuse. The review fails to appreciate that the line manager is just another fallible human being with no previous “human psychology” training.

One my roles had 14 feedback loops in my performance scorecard. There were 14 stakeholders within the business that I had to “please” to “survive”. Truth be told, I thrived, and I succeeded. I did see the advantages of using matrix feedback loops of this nature where independent professionals within a large organization “had to work together to succeed”.

There is a dark side to it though. In my example the measure was largely my ability to influence and business partner with people and since our roles were incomparable the scorecard excluded the elements of “peer comparison”. At least that section did.

To illustrate my thoughts, I wish to draw your attention to popular Netflix series here called Bad Influence. The show is the backdoor to seemingly happy seven or so set of kids, teens and pre-teens, that form solid friendships and manage to coordinate themselves into filming actionable YouTube series portraying an array of events filled with emotional rollercoaster rides of ups and downs within the friendship group. The films are a hit amongst young people. They are staple for millions of fans and a testament of what young lives should look and feel like — fun!

However, behind the scenes, the kids are randomly selected by the “Mummager”, who scripts the short movies in which kids are just actors. Kids don’t get along. Kids end up filming up to 12 or more videos per day, skip lunches, feel exhausted, and far from happy. There is of course more to it.

But my focus remains on the same fact as above — millions of young fans live, breathe, and wake up to the idea, the construct of what friendship, teenage hood should look like, but somehow, it never does. They can never measure up to it. They can’t bring seven set of friends to act, talk and walk like that. They have not quite comprehended the fact that everything they see on screen is highly choreographed and is unlikely to transpire in real life.

Nevertheless, the benchmark is set, and it continues to stand. Worse it reinforces the inevitable thought pattern of feeling deficient because rumor has it, a group of other kids managed to get together and are supposedly having fun. It’s not them, it’s us!

Now getting back to workplace performance.

That high performing Jack who set the bar to equate exhaustion to excellence successfully turned over-functioning into a standard expectation, where the new benchmark of “success” requires a lot more effort than before, while the question of that effort translating into genuine workplace contribution remains elusive.

Effort could be “being seen working late hours”, “flagging yourself clocking hours on weekend”, “coming in early”. Effort could have two interpretations: 1. inefficiency mistaken for discretionary performance; 2. excessive workload leading to consumption of more man hours that expected

Nevertheless, the benchmark is set and continues to stand. Worse staff are picking up bad habits and mirroring Jack in staying late in the office to look the part. The department has set a new culture record. It is now called the “cult” of the “hardest working” lot in the organization that propagates new performance benchmark — the relentless drive to be perceived overperforming.

Bear in mind sustainable performance means recognizing your limits not allowing yourself crossing into reactive survival mode from pro-active energy management space. Losing the delicate balance between the two would leave anyone depleted and disconnected from work and related commitments long term. Because no matter how hard you work, the reality is it’s never going to be enough.

Bingo.

Then we have a whole new member in the company. Jason! He comes directly from Singapore. He lived and breathed working 60-hours per week. Doing anything less was not just underperforming but shameful.

Jason then involuntarily sees that “shame” wrapped into underperformance enters the organizational lingo. Now when shame is accepted as evidence that we are forever inadequate in our jobs, it becomes quite powerful a tool and our relationship to it needs to be adjusted. Because shame can eventually override our sense of self-worth.

When our core self-worth is affected by the new “invisible” and “intangible” ruler of unwritten performance criteria we enter “stage fright mode”. In this mode exhaustion is deemed the superior performance art where employees are forced to become actors on the “perception” stage and continually maneuver to mimic the “act of performing the next unstated script”.

The performance is not designed to produce anything tangible but to impress the “relevant” audience — the line manager, the COO, CEO, and anyone else that has a stake in the employees’ survival in the organization.

Now let’s come to the Bad Influence series where kids are staged to look happy by virtue of the script that is not even theirs. Kids on the cast know that what they are selling is not true. And so do employees! Backstage they grapevine how it is all about “acceptance” over “authenticity”.

Amongst employees fight for authenticity is assessed to be completely unviable in the current climate. Hence the show must go on!

This perceptualizing of exhaustion leads to complete lack of morales within organizations. Worst case scenario in my career with Diona Pty Ltd was when I was reporting to two managers, one direct line manager and the other dotted line. I was on sick leave when I was asked to help the dotted line manager. I spent the week working on a single project to help him. When I returned, I filed in my timesheet as worked. My direct manager declared it false. I eventually lost my job and part of the accusation made by the organization that I falsified my timesheet. I lost my job 15 months before the new “right to switch off” laws were introduced by Fair Work Australia allowing employees to reject requests from employers to work outside of working hours. In hindsight I was in a situation of “damned if I did and damned if I did not” because the culture described above was conducive to where I was with Diona Pty Ltd.

Still wondering workplaces like this exist?

Drop me a line either way.

Your thoughts on the matter?

Truly Yours,

Narghiza Ergashova

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Narghiza Ergashova is a highly skilled finance executive based in Australia with extensive experience across industries like property, mining, chemicals, and infrastructure. She is recognized for her expertise in managing complex portfolios, building strong stakeholder relationships, and driving exceptional business performance.

As a thought leader, Narghiza regularly shares valuable insights on leadership, innovation, and personal growth. Through her Medium articles, she covers key topics such as employee engagement, effective leadership strategies, and overcoming business challenges. Her work resonates with professionals looking for actionable advice and inspiration to succeed in both their careers and personal lives.

To learn more about Narghiza Ergashova, you can explore her work on the Blogger, STCK.com or visit her Medium.com profile. Discover her expert insights and strategies for leadership, business growth, and navigating challenges in today’s fast-paced industries.

In May 2025 Narghiza Ergashova released her debut autobiography called Curly Clix Convictions . The book delves into Narghiza's journey as a professional, entrepreneur, and wife and a mother. You can visit her biography by clicking the link below.