Martin G. Moore’s Approach to Business Performance: No Bullsh!t, All Impact

High performing cultures

In today’s world, there’s no shortage of advice on what sets Martin G. Moore apart is his no-fluff, reality-tested approach. Having risen from modest beginnings in software development to senior executive roles, culminating as CEO of a major energy company (CS Energy), Moore doesn’t theorize from a distance — he’s walked the hard path. ​

Here’s how Moore thinks about building high, sustainable performance in business:​​

Key Principles of His Performance Framework​

1. Focus on What Truly Matters​ Businesses (and leaders) often lose energy in non-essentials: committees, meetings, metrics that don’t move the needle. Moore pushes leaders to ruthlessly identify key priorities — those that offer the most leverage — and to pour resources, attention, and accountability into them. Less clutter, more clarity.​
   

2. Lead Out of Adversity, Ambiguity, and Conflict ​Performance doesn’t thrive in perfect conditions — it's forged in difficulty. Moore argues leaders must become comfortable with conflict, uncertainty, and tough decisions. Being decisive, especially when data is incomplete or when trade-offs are required, separates strong performers from the rest. ​

   
   

3. Set High Standards — For Behaviour & Performance ​It’s not enough to set goals; the culture, conduct, and integrity of execution matter equally. Moore insists that businesses establish non-negotiable standards: who you are, how you operate, how you treat people, and what you expect in terms of delivery. These aren’t just aspirational statements — they are enforced and lived daily. ​
   

4. People Before Process (but with Process Where It Counts)​ Moore sees people — talent, character, mindset — as the engine of performance. The “who” matters more than the “how” in many cases. That said, once you have good people, processes, accountability, and structure become crucial. The balance is empowering people while making them accountable, not micromanaging them. ​ ​

5. Relentless Simplicity in Goals & Communication​ Goals should be few, clear, and meaningful. Communication must be direct, repeated, and unambiguous. Everyone should know what success looks like, what their part is, and the timeline. Moore emphasises that complexity kills execution. ​ ​

6. Accountability & Ownership​ No hidden slack. No blame games. Every role, task, outcome must have someone responsible. Moore stresses that performance improves when people know which items they own, and when they are empowered to make decisions about their accountability. ​ ​

Based on our experience, Moore’s approach resonates closely with the high performing cultures we’ve been involved with. High performance isn’t magic; it’s disciplined, honest leadership plus clarity and accountability. And in Moore’s view, that’s the heart of sustainable business success.