Paying For Performance You’re Not Getting?
Conductor helps leaders see how effectively their organisation is turning human capacity into performance — and where it’s getting stuck.
Discover Your Hidden Performance Potential
THE PROBLEM
What performance data doesn’t show
Most organisations measure productivity, utilisation, and cost efficiency, but none of those explain why effort isn’t translating into consistent output.
That’s where Conductor works.
We measure the gap between how much people could contribute and how much the system lets them.
We help leaders see how effectively their organisation is turning human capacity into performance
Every CFO & COO knows the feeling, leaders say they’re teams are busy, yet output is sluggish…and margins are declining.
Hidden Performance Gaps
People aren’t the problem.
The real limit on performance isn’t hours or headcount — it’s the willingness and capacity people have to think clearly, decide confidently, and contribute fully.
When these are drained by confusion, unfairness, inflexibility, fear and anxiety, or poor communication, performance drags long before engagement or metrics reveal it.
Using Conductor, Leaders can quantify the gap between what your people could deliver and what your system actually allows them to.
Higher Performance = Willingness × Capacity
Leaders aren’t just managing workload — they’re managing the human operating conditions that determine whether people show up and perform fully.
“It’s not about pushing harder — it’s about removing the friction that stops willingness and capacity from turning into performance”
We look for the hidden gaps between your best team and average teams
Then we show you how to replicate that across the business.
The result? Less variance, more consistency, and better performance without adding headcount.
Calculate Your Hidden Performance Potential
Select your sector and model how small improvements in efficiency, utilisation, or conversion can change your financial yield.
Each sector uses its own operating elasticity — drawn from real industry data.
Context
A national fashion retailer asked Conductor to help explain why overall revenue growth was stalling, despite continued traffic, consistent pricing, and no significant change in product mix.
What We Did
Using Conductor’s PS25™ survey, we benchmarked the networks psychological safety culture to understand the human performance capacity and willingness, and correlated these results against a range of store level KPIs.
Results showed both psychological safety and business performance metrics varied dramatically between locations within and across regions. Results showed a strong relationship between PS scores and Sales Conversion Rate.
What We Found
Sales Conversion ranged from 8 % – 32 %.
Case Study: Understanding Hidden Capacity in a Retail Network
15 % in the high band (27-32%)
35 – 40 % in the medium band
(22-26% %)
45 – 50 % in the low band (< 22 %)
The result:
Half of the network was functioning at less than 70% of the conversion capacity already proven possible within the same brand.
Only 1 in 6 operate near the top band
50%-60% of paid human capacity is being affected by friction - not market demand
Interpretation
The variance wasn’t explained by location, range, or promotions.
The difference lay in operating environment — clarity of goals, support to contribute, and leadership practices.
In other words, the issue wasn’t market demand or headcount. It was Human Performance Potential: how effectively the operational environment turned human willingness and capacity into value.
What It Means for Leadership
COO saw the systemic patterns creating performance drag, not individual effort.
CFO could finally quantify the cost of that drag — roughly 10–15 percentage-points of recoverable capacity, equal to millions in unrealised revenue.
Leaders now had a roadmap for what “good” leadership looked like and could achieve.
Outcome
This analysis reframed the problem.
Instead of the next transformation project or restructure, the focus shifted to improving the conditions that unlocked the capacity and willingness of staff to contribute, improving execution across the network.
Within 90 days conversion rates had lifted and one-quarter of the network moved to a higher band - 33-62%.
At 150 days, a 3 month review saw a 48% increase in revenues and a 14% increase in Sales Conversion Rates.
Key insight:
Every store had the same systems. The only difference was how clearly, fairly, and confidently people could work within them.
We built Conductor because we believe organisations can do extraordinary things without exhausting the people who make them possible.
Our job is to help you find that balance. The place where people and performance move together.
HOW TO START
Begin where you are…
We’ll help you see your Performance Potential, find where the system slows people down, and show you how to free it.