Inspirational

“The greatest performers in all fields are those who always strive to get better. No matter how much acclaim they receive, they keep working to improve their performance. Continually work to surpass everything you’ve done so far, and your performance will always be greater than your applause.”
- Sullivan & Nomura

Thoughts on Performance

To make sure your performance stays a step ahead or your applause, be growth-driven instead of goal-driven. I’m not criticizing goals, but if we aren’t careful, they can limit our growth. If we set them too high, they de-motivate us. If we set them too low, we are tempted to relax when we hit them rather than pushing for our best performance. Growth is a long and consistent process. No substitutions can be made or shortcuts taken which avoid the day-to-day process of growth.

4) Are you teaching great people how your company works and wins?

In an effort to showcase their leadership skills, insecure leaders may rally their team to outperform others within the organization. The result: a counterproductive spirit of competition instead of togetherness.

Smart leaders are wary of silos. They define the win for their team and connect that win to the company’s overarching strategy. They recognize the power of a “we” mentality. As such, they prioritize connecting the performance of their people to the overall success of the company.

5) Are you as tough on yourself as you are on your people?

Bleed your creed. Undemonstrated or uncertain commitment on the part of a leader has a corrosive effect on that leader’s influence. Followers resent leaders who are unwilling to make the investment they demand of those they supervise.

Oppositely, leaders who pay the price to fulfill lofty self-expectations earn the right to place high standards on their people. By doing so, they are imbuing their authority with authentic influence.

1) Why should great people want to work with you?

Money without mission attracts mercenaries. Talent “for-hire” flows to the highest bidder, and refuses to drop anchor. In the absence of a compelling vision, leaders find themselves presiding over a collection of individuals rather than leading a team.

As Bill Taylor writes, “great people want to feel like they’re part of something greater than themselves.” By offering more than a paycheck, an aspiring leader attracts values-based performers. Such employees are likely to forge emotional ties to the organization, take ownership of its mission, and invest themselves to accomplish its vision.

2) Do you know a great person when you see one?

“When it comes to evaluating talent, character counts for as much as credentials,” writes Taylor. Aspiring leaders are wise to hire people who, in addition to being competent, fit smoothly into the company’s culture. To do so, it may be necessary to endure the inconvenience (and extra work) of a longstanding opening until a suitable candidate surfaces.

3) Can you find great people who aren’t working for you?

Aspiring leaders may want to polish their sales pitch to attract star performers from outside the organization. According to Taylor, “Leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers.”

Talent will not beat a path to your door. The best leaders are actively on the lookout for key contributors. They look to hire, not when the need arises, but whenever they locate peak performers.