High performance is achievable You don’t need jargon to run a tighter, faster shop. You need a simple way to set priorities, make decisions quickly, and keep work moving without drama. I think of “high performance” as three habits practiced every week: clarity about what matters now, ownership of who does what, and consistency in […]
he term “A player” gets thrown around a lot in leadership circles. But what does it really mean? Do these unicorns of talent surround you, or are you still searching for your first one? (And, more importantly, are you one yourself?)
Jimmy Johnson stated that in his experience, three things make a successful player: 1) natural ability/talent, 2) intelligence, and 3) work ethic. When all three of these factors converge, you know you’ve made a good decision in drafting or acquiring the individual.
It is fascinating to watch the Olympics for many reasons, and I enjoy observing how different athletes handle pressure. Some people easily seize the moment, while others sadly fall apart and make uncharacteristic mistakes. When you get to this level of performance excellence, about every competing athlete has superlative physical gifts and natural ability. What separates the winners from the losers is often their mental toughness and emotional resiliency. They have grace under pressure.
A leader’s primary job is to rally people around a common goal and convince them they are capable of much more than they think they are. People talk themselves out of success all the time. For the average person, it is easy to identify obstacles and the reasons why things can’t happen. Consequently, we often lower our expectations to achieve our goals. Leaders should never lower the bar. They should expect more of themselves and their organizations and never settle for being average or second best.
In business (and life), you are either growing and getting better or going in the opposite direction. Just like your muscles, your brain and natural abilities will atrophy if they don’t get exercise. You can’t stand still and expect progress. I’ve observed many individuals who gave up too soon. A little more effort and commitment could have made a significant difference. Furthermore, it’s sad when a leader stays on too long and becomes more interested in ego, power, and position than in effectively navigating change and facilitating progress.
I don’t know when the shift started in my lifetime, but we have changed from a nation that gets results to one that accepts a lack of performance and then bemoans our lack of progress. You see evidence of this everywhere you turn: 1) structural economic issues that never get fully addressed; 2) traffic problems that never get solved; 3) infrastructure needs that are constantly put off until there is a crisis; 4) schools that turn out less than stellar results; 5) a widening gap between the wealthy and everyone else; 6) a health care system that is broken and too costly to maintain; and 7) wars that are started but never end, etc. Each group of leaders claims they are doing their best given the circumstances and/or blames their opponents for not doing their part. They then have the gall to rant about our “exceptionalism.” It is a vicious, non-productive, and self-deluding cycle.
Never settle for mediocrity in others or yourself. Greatness is a choice, although occasionally it can also choose you. Far too many businesses limp along or merely survive rather than thrive. Far too many people are dissatisfied with the outcomes in their lives. To achieve anything of significance requires passion, diligence, hard work, commitment, and raising your expectations of what’s possible.
If you want to grow your company to the next level, your thinking and actions must be dynamic and proactive. You need to outthink the competition, anticipate market changes, build more sophisticated delivery systems, make strategic financial decisions, and focus on building high-performance work cultures rather than relying on interpersonal relationships. You need to be focused, but you also need to be quick on your feet and adaptable to shifting internal and external variables. You must get all the parts of your organization working harmoniously toward a common objective, regardless of what happens. You must be able to hit any pitches that come your way.
High-performing businesses often resemble their sports counterparts. Their concentration and effort are predictable. Nothing is taken for granted. People are aware of their expectations and consistently meet them. Crises are infrequent. Business units consistently recognize and capitalize on their own performance advantages. Individuals are self-motivated and do not require external stimuli. Winning is an expectation, not a surprise or stroke of luck. With all great teams, victory is usually a foregone conclusion.
We have a weekly newsletter packed full of weekly updates of latest content posted here.
