When I was heavily into designing and leading management training programs for lots of organisations around Australia and New Zealand, I got to know thousands of managers. It became pretty clear that the star performers all shared similar attitudes and mindsets towards their jobs and life in general. And I developed a theory about the ways their minds worked.
I took my theory to a cross section of these organisations who agreed to identify their peak performers objectively, based on their results, and I interviewed them individually and in small groups to pick their brains about how they thought. The goal was to train other managers to think and behave like the peak performers so that they, too, could become ‘stars’.
As expected, we found that the peak performers all shared remarkably similar ways of looking at the world. Here are the highlights, in no particular order because they’re all inter-linked.
- Peak performers have high standards and expect the best for themselves, from themselves and from those around them. That attitude reminds me of a sign that hung in every classroom of my high school: Mediocrity is a choice — so is excellence. Peak performers opt for excellence and don’t settle for second best. Why should they?
- Those high standards mean they set challenging goals and keep moving towards them.
- Their high standards also mean that they constantly strive to improve themselves, the way they work and the results they’re getting. Peak performers are always looking for different and better ways. One way they do that is by reviewing the day’s events and selecting one to pick apart — what went well, what could have gone better, how can I do even better next time? Then, when they come across a similar situation, they can put their improvement plan into practice. (Find out more about that here.)
- This leads to another characteristic of peak performers: they take responsibility. They work out what they need to do in order to accomplish their goals. They don’t sit back and wait for the magic to happen; they get out there and do something in a proactive way. And when things don’t go as well as they’d hoped, they don’t blame circumstances, the economy, the weather, other people or anything else. They take a look at what happened and figure out what they can do to make things better.
- Peak performers deal with mistakes differently than ‘also-rans’, too. When peak performers make a mistake, they don’t deny they’ve made a mistake, bury it, blame someone else or make excuses. Nothing changes when you do that. Peak performers see the mistake as a practice shot, move on and try something different. Soichera Honda famously said that success is 99% failure, which may be a bit of an exaggeration, but it makes a good point.
- Peak performers focus their efforts where they’ll count. No one can fix the weather or the economy but when an El Ninio is predicted, peak performing farmers might plant crops that don’t need as much water, put in a more efficient watering system or build a grey water irrigation facility. When the economy goes south, peak performing sales people might figure out ways to sell more to existing customers, pick up new customers or help develop new and improved offerings.
- Linked with that is focusing not on their difficulties and the obstacles in their path but on what they can do to circumvent them jump over them or work their way through them. They can do this because they keep their eyes on the goal, not what’s getting in their way.
- Finally, peak performers communicate and work effectively with others. The world of work is changing dramatically and important as this ability has always been, it is becoming ever-more important as work is becoming increasingly team-based and temporary. This means managers (and team members) need to be able to work well with a wide range of people in different situations and work out quickly what specifically they need to do in order to add value.
How many of those mindsets do you share? What about your team members? What can you do to help them adopt those ways of thinking and acting so that you have an entire team of peak performers?