ABSTRACT

Operational performance and safety practices have stagnated since the 20th century, while worker and societal expectations have evolved significantly. Traditional management styles, such as command-and-control approaches, have not kept pace with these changes. To achieve sustainable performance, a philosophical and methodological paradigm shift is needed to move away from merely tracking and preventing failures to creating the capacity for success. Our focus should shift from enforcing compliance with systems to fostering commitment among employees to do what is necessary for sustainable high performance. Committed people are the missing ‘fourth dimension’ of performance. Highly engaged and committed people are the result of good leadership. Developing authentic leaders who can earn trust has previously been an expensive and difficult process for organisations. This doesn’t need to be the case; the desired leadership practices are understood and can be measured. Advancements in technology and software now offer unprecedented connectivity across all organisational levels, providing real-time insights into the ‘4D Performance’ framework – integrating people, processes, technology and data. This connectivity transforms how we measure leadership performance and the speed with which we can anticipate or respond to change. When organisations invest in their people, ensuring proficiency in both technical and non-technical skills, a culture of high performance becomes not only possible but expected. Creating a workplace where individuals feel safe to voice concerns and possess the skills to identify and address critical issues leads to rapid and significant improvements in performance and, ultimately, fostering a culture of trust, commitment and competence which drives sustainable, long-term success in the energy sector.