Bridging the gap in high performance: a finance perspective

While meeting financial goals is the overall objective for many organisations, achieving and sustaining them in the long term requires a strong, high-performing culture. People across any organisation need to work well together to boost productivity, efficiency and growth. However, misalignment between business leaders and the workforce on how to define and deliver long-term business success will create obstacles. Putting the time in to recognise, understand and fix these gaps will mean organisations can turn potential problems into opportunities for lasting growth.

Two sides of the high-performance coin

We know that when work runs smoothly, businesses of all sizes can perform at their best. However, we also recognise that misalignment can occur in business processes. Dissecting these gaps is pivotal to helping organisations adapt to the changing world of work and achieve sustainable high performance.

One misalignment between leaders and their people is how the company views and defines what success looks like. Within finance teams specifically, perspectives on high performance differ sharply.

On one side, finance employees are focused on immediate, tangible outcomes. They define high performance through financial success and strongly believe their teams are performing well. In fact, research has found that 90% of finance employees express confidence in their ability to be high performing. They also see a high-performing organisation as one that’s financially successful (43%), has a skilled workforce (32%) and strong and stable leadership (29%).

Finance leaders however see things differently. Only 57% of CFOs see their teams as truly high performing and a significant 41% of CFOs actively disagree that their teams fully grasp the concept at all. Instead, they define high performance as being all about operational excellence – having efficient processes that simplify work – combined with a fast-moving approach that allows for quick decisions and the ability to attract and keep top talent.

This disconnect points to a vital need across the finance function: the creation of a shared understanding that balances short-term achievements with strategic, long-term objectives.

Data-driven insights: beyond the balance sheet

We know that finance professionals tend to focus on measurable success. However, this can sometimes overlook other important factors for success, like quick decision-making, leading the market, and a culture of teamwork and innovation.

Finance employees feel that financial software, along with access to real time data are essential for achieving high performance. Advanced financial tools like real-time data and analytics are important, but they work best when combined with flexibility and a willingness to take smart risks. Finance teams need to find ways to link short-term financial goals with the bigger picture that drives long term success and a well-rounded, high performing culture. But how?

Actionable strategies for finance leaders

Bridging the gap begins with proactive leadership and clear communication. Establishing open channels and structured feedback loops ensures that every team member, from front-line staff to senior leaders, is working toward the same goal.

Workshops across departments and collaborative initiatives can help employees understand how financial goals, employee engagement, and innovation are all connected forces rather than competing priorities. By promoting continuous training and encouraging calculated risks, finance leaders can create an environment where teams feel supported to try new ideas, learn from mistakes, and quickly adjust to changes in the market.

The road ahead

While 65% of finance employees believe their organisation will be high performing this year, for business leaders this drops to just 41%.

This divide signals the need for organisations to move away from separate, isolated teams and come together with a shared understanding of what high performance looks like for them. Ultimately, redefining high performance isn’t just about changing processes, but also about changing mindsets and speaking a common language.

In a global business landscape marked by constant change, mixing strict financial discipline with smart innovation isn’t optional – it’s essential. When the finance function unites around a common vision, it turns misalignment between leaders and employees into a powerful driver of long-term resilience and high performance. By valuing both the financial strategy and creating a high-performance culture, finance teams can build a future where success is judged not only by results but by a shared drive to innovate.