If you're in the sales or service business, are you aware that consistent research reports have found that 97% of unhappy customers don't complain? Or, if you're in a leadership position, did you know that the higher you go in an organization, the less honest the feedback you are likely to receive from your internal clients or employees? These surprising findings show that you could be underperforming and not even know it.

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	When leaders become approachable, teams typically communicate better, trust and loyalty are higher, and performance improves because an open atmosphere is created, one conducive to allowing mistakes and fostering a stronger team dynamic.

Even the most talented professionals can sometimes operate on ''autopilot,'' unaware of their impact. They may work hard - just not necessarily smart.

Oftentimes, though, seven to 12 tips are not really necessary to induce dramatic performance change, particularly when just two simple steps can make a profound difference.

A prime example of how just two steps can make a huge difference is Maria, a mother of three children and a branch manager for a large bank. At home, Maria dives into the affairs of her kids with fervor, fully engaged in their homework, soccer games, science projects, and bake sales. What her kids love most is her spirit. Her laugh is infectious, and she smiles frequently. She is consistently positive and always encourages them to believe in themselves, take chances, and try new things. Maria is a great mother.

At work, however, Maria struggles in leading people. She enjoys her job and is well-educated and intelligent. And yet, while her employees believe that she is honest and hardworking, the team's performance and individual morale is shaky. She is viewed as ''guarded'' and in constant ''work mode,'' creating an atmosphere that is sterile and awkward. Maria is at a loss for why this is and is frustrated because she is highly driven to succeed.

Maria is great at home but is not elevating to the next level of performance at work. People at the bank believe that she lacks self-awareness, but they are wrong. What she lacks are two critical steps to get to that next level of performance.

Step One: Self-Knowledge and Finding the ''Why''

Many of us are self-aware, but we lack self-knowledge. What's the difference? Self-awareness is knowing what you do right or wrong. Self-knowledge is knowing what you do and why you do it. The difference between these two creates breakthrough opportunities to remove barriers that may be success stoppers.

The fastest, most efficient approach to gain greater self-knowledge is to constantly discover the ''why.'' However, there is a caveat. People are generally uncomfortable with providing critical feedback, and most subordinates may never be brutally honest with their managers. Consequently, many leaders keep achieving mediocre results by doing the same things over and over again.

Back to Maria. She knows that her relationship with her family is good because there is a trusting and open atmosphere of support, encouragement, and love. So, when it comes to her family, she has knowledge of the ''why'' factor which garners a successful outcome. Work, however, is a different story. She is aware that morale and performance must be improved, but because she comes across as non-approachable, she's unlikely to get others to provide helpful advice. Maria needs to discover the ''why.''

Setting deadline-driven goals and expressing to staff that you must all work together to hold each other accountable.

In other words, she needs to get some objective feedback. Perhaps if Maria had a 360-degree assessment done - one in which she is evaluated anonymously by her peers, superiors, and direct reports - she would learn the truth. Maybe she would discover that the smile, the enthusiasm, and the spirit she has at home are not being brought to work. She'll likely discover that her ''business only'' attitude stymies her work environment and puts her employees on edge, inhibiting their performance and potential.

When leaders become approachable, teams typically communicate better, trust and loyalty are higher, and performance improves because an open atmosphere is created, one conducive to allowing mistakes and fostering a stronger team dynamic. This could help Maria greatly.

Possessing self-knowledge is crucial, but it's only the first step. The proof of higher performance requires the execution of outcome-focused action.

Step Two: Results-Based Behavior

If behavior doesn't change for the better, results don't get better. The challenge here is that many people are not sure of the right application, so even if Maria discovers the ''why,'' she needs a clear roadmap with suitable behaviors to build her leadership and team performance. Specific results-based behaviors for her might include:

• Having regularly scheduled individual staff meetings and committing to them as you would client appointments.
• Asking staff members what their goals are and how to reach them. Be sure to capture this in writing for retention and follow-up.
• Projecting the enthusiasm and positive spirit that you have at home in the workplace. This should be reflected in your tone of voice, your smile, and how you greet others.
• Putting a post-it note on your computer reminding you to thank or recognize team members at least twice a week.
• Setting deadline-driven goals and expressing to staff that you must all work together to hold each other accountable.
  

Because formal schooling usually lacks the relationship and leadership skills instrumental for professional success, the instructional manual for how to create a positive working environment, build team trust, and recognize employees is often underdeveloped. Determining absolute behaviors to get results requires being a student of self-development, and interviewing and listening to others.

We all want to ''own'' our successful accomplishments, and these two steps can take you to your next level - if you are willing to dig deep. They are simple in theory, but also require openness, consistency, and implementation.

Constantly improving and reinventing yourself is what life is about, and, in an unstable economy, it may be the best business investment you can make.

About the Author
Joe Takash, author of the newly released Results Through Relationships: Building Trust, Performance and Profit through People, (Wiley, 2008) is a business consultant and keynote speaker. As founder of Victory Consulting, Joe helps clients such as American Express, Prudential, and General Motors, build morale, results and profits through relationships. A syndicated columnist, Joe has been featured in Entrepreneur, Selling Power, Crain's New York, and MSNBC.com. Visit www.joetakash.com or call: 888-918-3999.

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