Three Strategies Used by Extraordinary Performers
Why Any Manager Can Be Extraordinary
Consider the stereotype: "Extraordinary performers are 'wired better' than others." They are gifted—intelligent—high potential. Born with presence, confidence, and charm. Destined for promotion. Right? Wrong.
Extraordinary performers don't necessarily have pedigrees or super-human genetics. They are not always blessed with a remarkable IQ or a charismatic personality. In fact, some of the most extraordinary performers are low-key, dedicated pluggers. They may depend on others for strategic guidance, and are not always destined for a fast track promotion. Nonetheless, they create extraordinary value for their business, by:
Consider the stereotype: "Extraordinary performers are 'wired better' than others." They are gifted—intelligent—high potential. Born with presence, confidence, and charm. Destined for promotion. Right? Wrong.
Extraordinary performers don't necessarily have pedigrees or super-human genetics. They are not always blessed with a remarkable IQ or a charismatic personality. In fact, some of the most extraordinary performers are low-key, dedicated pluggers. They may depend on others for strategic guidance, and are not always destined for a fast track promotion. Nonetheless, they create extraordinary value for their business, by:
- knowing their hidden talents and motivations
- focusing on high-leverage business opportunities, and
- showing courage to take risks even in the face of fear
Anyone who reads Collins' Good to Great enjoys his retelling of the fable, The Fox and the Hedgehog, applied to business. The moral: fast-moving opportunists (the foxes) seldom build great results and great companies. Rather, the focused, disciplined and patient executives (the hedgehogs) are the ones who come out ahead. "Hedgehog companies" blow away the competition over time. These companies are led and staffed by extraordinary performers. Some of them are gifted; others are not.
Over the past 15 years of coaching executives, we have seen many people create extraordinary results. Others have fallen flat on their faces. The difference? Whether we are working with someone who is highly promotable or just a regular Joe, we have found that the extraordinary performers follow three strategies.
Over the past 15 years of coaching executives, we have seen many people create extraordinary results. Others have fallen flat on their faces. The difference? Whether we are working with someone who is highly promotable or just a regular Joe, we have found that the extraordinary performers follow three strategies.
"You can't understand business until you understand people, and you can't understand people until you understand yourself."
—Michael Bayles, Group President, Quanex
Strategy 1—Know One's "Drives" (Good or Bad)
All of us, whether gifted or not, are driven by deeply-rooted "drives" that shape our behavior. Our drives are solidified over the years, rewarded by parents, friends and circumstance. Some of these drives create powerful results. Others distract us or slow us down. Some do both. Consider highly competitive people, for example. They get what they want, and often what their company wants, although this sometimes comes at the expense of relationships and morale. Competitiveness is a drive that can lead to a mixed bag of results, some of them good and some bad.
While some of our drives are apparent to us and those around us, other drives are unconscious. We don't talk about them—and may disagree strongly if someone else does. Our colleagues may not be able to identify them, either, until they look closely at the patterns in our behavior. Oddly, these hidden drives are sometimes more important to us than our "public" drives.
For instance, highly competitive people are often proud of their competitiveness and enjoy a reputation for winning. But some have a hard time knowing when to turn it off, and can turn team members into adversaries. At their worst, some competitive people actually enjoy seeing people lose because they are seduced by feelings of power or dominance. They wouldn't publicly admit this to others, or even to themselves, but the fact remains that they show a pattern of aggressiveness that damages relationships and can harm the company in the long run. Thus, their hidden drive is not "I win;" it is "you lose." This drive can be their downfall. When they fall they are not just surprised, they are often confused. Ignorance of the hidden drive is bliss, at least short term, because it gets them the results they crave.
Look at another example: the nice person. Most nice people are driven by a deep need to provide service to others. They go out of their way to cooperate, be agreeable and foster effective teamwork. A noble motive to be sure. But some cooperative people are not just altruistic—they deeply need to be part of the group, to be liked. In fact, it is more important for them to be liked than to get results. In extreme cases, these people will tolerate unethical behavior or incompetence in others, all in the name of "cooperation." Ironically, many of these people are so oblivious to the destructive effect of their behavior that they will defend it to the grave—or at least to their termination from the company.
We have noticed, over and over, that extraordinary managers are highly curious about their own values, drives and behavior. They are reflective, with an intense interest in how they are wired and how their behavior impacts others. They don't hesitate to participate in 360° surveys or ask colleagues for feedback. In fact, when they get critical feedback, extraordinary performers do something very different from average performers. They listen. Patently. They ask questions rather than show defensiveness. They understand that their actions may have unintended, unproductive consequences. They understand that their career success depends on knowing themselves before they can impact their business.
All of us, whether gifted or not, are driven by deeply-rooted "drives" that shape our behavior. Our drives are solidified over the years, rewarded by parents, friends and circumstance. Some of these drives create powerful results. Others distract us or slow us down. Some do both. Consider highly competitive people, for example. They get what they want, and often what their company wants, although this sometimes comes at the expense of relationships and morale. Competitiveness is a drive that can lead to a mixed bag of results, some of them good and some bad.
While some of our drives are apparent to us and those around us, other drives are unconscious. We don't talk about them—and may disagree strongly if someone else does. Our colleagues may not be able to identify them, either, until they look closely at the patterns in our behavior. Oddly, these hidden drives are sometimes more important to us than our "public" drives.
For instance, highly competitive people are often proud of their competitiveness and enjoy a reputation for winning. But some have a hard time knowing when to turn it off, and can turn team members into adversaries. At their worst, some competitive people actually enjoy seeing people lose because they are seduced by feelings of power or dominance. They wouldn't publicly admit this to others, or even to themselves, but the fact remains that they show a pattern of aggressiveness that damages relationships and can harm the company in the long run. Thus, their hidden drive is not "I win;" it is "you lose." This drive can be their downfall. When they fall they are not just surprised, they are often confused. Ignorance of the hidden drive is bliss, at least short term, because it gets them the results they crave.
Look at another example: the nice person. Most nice people are driven by a deep need to provide service to others. They go out of their way to cooperate, be agreeable and foster effective teamwork. A noble motive to be sure. But some cooperative people are not just altruistic—they deeply need to be part of the group, to be liked. In fact, it is more important for them to be liked than to get results. In extreme cases, these people will tolerate unethical behavior or incompetence in others, all in the name of "cooperation." Ironically, many of these people are so oblivious to the destructive effect of their behavior that they will defend it to the grave—or at least to their termination from the company.
We have noticed, over and over, that extraordinary managers are highly curious about their own values, drives and behavior. They are reflective, with an intense interest in how they are wired and how their behavior impacts others. They don't hesitate to participate in 360° surveys or ask colleagues for feedback. In fact, when they get critical feedback, extraordinary performers do something very different from average performers. They listen. Patently. They ask questions rather than show defensiveness. They understand that their actions may have unintended, unproductive consequences. They understand that their career success depends on knowing themselves before they can impact their business.
"Give me a place to stand and a lever long enough and I can move
the world."
—Archimedes
Strategy 2—Focus on High-leverage Business Opportunities
In many organizations it is difficult to identify high-leverage opportunities. Even with a clearly articulated strategy and written objectives, mixed signals abound. Take, for example, a VP Sales on Monday morning, coffee in hand. On his desk are six distinct, high priority issues:
1. Annual sales objectives that require a 7% increase in volume;
2. A memo from the President asking for an immediate decrease in
headcount;
3. End of quarter forecast that is bound to loosen quality standards to
expedite shipping, creating costly returns next quarter;
4. Searing memos from two $1mm+ customers that will require
time-consuming travel;
5. Two overdue performance reviews that are holding up bonus payments
for top salespeople who are at risk of being recruited away; and
6. 75 unread emails.
Although all of these are arguably high-priority, the VP must decide which are high-leverage. Leverage is defined here as making a measurable impact on a meaningful business outcome. In reality, managers and executives can never successfully address all high priority issues facing them. Further, many priorities are based on individual needs and don't really make a difference to the business. This is because people have personal drives and private agendas. Also, managers and coworkers often don't reward activity based on whether it advances the business. Rather, their reactions often are based on whether someone's actions are consistent with their own hidden drives.
Average performers, when faced by conflicting or overwhelming priorities, tend to put nose to grindstone and become tactical. They focus first on the top of the stack or on what they can do best or fastest. They stay within their departmental silos, avoiding the additional demands their peers might make. Most political shenanigans in organizations are caused by people who are too confused or scared to admit they don't know how to get the high-leverage things done—or even know what those things are.
Extraordinary performers, on the other hand, discern leverage. They survey the landscape to see who sets the culture and who "gets it." They figure out what is measured and which top decision makers pay attention to those measures. They understand that even the best leaders have hidden drives. They ask questions. They understand that meaningful impact stems from staying focused on financial performance and meeting customer needs, rather than on shifting personal agendas. Once they understand the business measures and the politics behind the measures, they make savvy decisions about where to spend their time.
In many organizations it is difficult to identify high-leverage opportunities. Even with a clearly articulated strategy and written objectives, mixed signals abound. Take, for example, a VP Sales on Monday morning, coffee in hand. On his desk are six distinct, high priority issues:
1. Annual sales objectives that require a 7% increase in volume;
2. A memo from the President asking for an immediate decrease in
headcount;
3. End of quarter forecast that is bound to loosen quality standards to
expedite shipping, creating costly returns next quarter;
4. Searing memos from two $1mm+ customers that will require
time-consuming travel;
5. Two overdue performance reviews that are holding up bonus payments
for top salespeople who are at risk of being recruited away; and
6. 75 unread emails.
Although all of these are arguably high-priority, the VP must decide which are high-leverage. Leverage is defined here as making a measurable impact on a meaningful business outcome. In reality, managers and executives can never successfully address all high priority issues facing them. Further, many priorities are based on individual needs and don't really make a difference to the business. This is because people have personal drives and private agendas. Also, managers and coworkers often don't reward activity based on whether it advances the business. Rather, their reactions often are based on whether someone's actions are consistent with their own hidden drives.
Average performers, when faced by conflicting or overwhelming priorities, tend to put nose to grindstone and become tactical. They focus first on the top of the stack or on what they can do best or fastest. They stay within their departmental silos, avoiding the additional demands their peers might make. Most political shenanigans in organizations are caused by people who are too confused or scared to admit they don't know how to get the high-leverage things done—or even know what those things are.
Extraordinary performers, on the other hand, discern leverage. They survey the landscape to see who sets the culture and who "gets it." They figure out what is measured and which top decision makers pay attention to those measures. They understand that even the best leaders have hidden drives. They ask questions. They understand that meaningful impact stems from staying focused on financial performance and meeting customer needs, rather than on shifting personal agendas. Once they understand the business measures and the politics behind the measures, they make savvy decisions about where to spend their time.
"Getting results is not about taking risks without fear. It is taking risks in the presence of fear."
—Steve Sherwood, head coach, Unleashing the Leader Within™
Strategy 3—Embrace Fear that Comes with Risk
Fear is an emotion to which most businesspeople will not admit. They prefer "thoroughness" or "caution" to explain their action—or inaction. But fear is fear. It is a natural human reaction to threat or danger—or to the possibility of danger. Fear can serve to protect and enhance survival if the worst happens. Or it can cause people to avoid exercising their talents to the fullest, leading to average performance and an average career.
Interestingly, some people react to the possibility of danger with the same intensity as present danger. We all, naturally, evaluate the threat of danger based on our past experiences. For example, consider a VP of Marketing who takes a calculated risk on an innovative marketing campaign and then gets fired by a hot-headed CEO. He now fears taking risks in his new job even though his new CEO is prodding him to be more innovative. Or consider the (perhaps 80% of) people in business who avoid conflict. Based on just a few painful experiences, these people shy from tough conversations even at risk of putting results—and their careers—in peril.
The difference between an average performer and an extraordinary performer is not the absence of fear. Fear is always prevalent in business, especially during times of change. When Luke Skywalker said to Yoda, "I am not afraid," Yoda wisely responded, "You will be!" The extraordinary performer, like the Jedi Knight, learns to focus on what is important despite the fear. Whereas average performers are paralyzed by fear, extraordinary performers understand that fear is inherent in pursuing extraordinary results—particularly in this day and age.
How does the extraordinary performer learn to get beyond the fear? Frankly, some people have an easy time of it. Maybe they were born into a family that nurtured self-esteem and encouraged risk taking. Or they had job experiences, and life experiences, where their risks paid off. As a result, when they confront new threats their anticipation of success far outweighs the fear.
Other people have to work harder at it. Sometimes they need to consciously take a series of calculated risks, despite their fears, to create successes. With each success the next risk is easier. A supportive manager or coach can help design tasks and projects that involve progressive risk.
Most importantly, risk-taking takes desire. Deep desire. A savvy coach will first help people discover what they really stand for—what they can't live without. This is no easy realization, since many people have long relegated their dreams and passions to the world of fantasy and impracticality. Just look at the myths our culture has developed around the pursuit of passion and dreams. Extraordinary performers find a way to rekindle their deepest desires and translate them into goals. Then, driven by desire, they experience fear as just another form of emotional energy. And the most extraordinary performers learn to experience it as excitement!
Becoming Extraordinary Isn't Easy
Of course, following these three strategies is easier said than done. People are heavily invested in their drives, hidden or public. Awareness means change, and most people resist change. The first step is to gain awareness and fess up to a hidden drive. Then, experiment with new, more productive ways of succeeding.
Figuring out what is high leverage for the business may be easier—although staying focused on it may not. And all of this is risky stuff, infused with fear. What if, after we change, we no longer fit in? Or what if our change is so disturbing to our colleagues that they try to subvert it? We may fear rejection—can we struggle through it or will we give up and revert to what is comfortable? Sometimes we realize that what we really want, our deep desires, means a change in the direction of our career. This can be terrifying.
It is indeed challenging to move from ordinary to extraordinary. It takes guts. It may take a life event, such as being passed over a second time for a desirable promotion, to make the risk worth tackling. It often takes skilled mentoring and coaching. The good news— there is something extraordinary in everyone, waiting to be unleashed!
Fear is an emotion to which most businesspeople will not admit. They prefer "thoroughness" or "caution" to explain their action—or inaction. But fear is fear. It is a natural human reaction to threat or danger—or to the possibility of danger. Fear can serve to protect and enhance survival if the worst happens. Or it can cause people to avoid exercising their talents to the fullest, leading to average performance and an average career.
Interestingly, some people react to the possibility of danger with the same intensity as present danger. We all, naturally, evaluate the threat of danger based on our past experiences. For example, consider a VP of Marketing who takes a calculated risk on an innovative marketing campaign and then gets fired by a hot-headed CEO. He now fears taking risks in his new job even though his new CEO is prodding him to be more innovative. Or consider the (perhaps 80% of) people in business who avoid conflict. Based on just a few painful experiences, these people shy from tough conversations even at risk of putting results—and their careers—in peril.
The difference between an average performer and an extraordinary performer is not the absence of fear. Fear is always prevalent in business, especially during times of change. When Luke Skywalker said to Yoda, "I am not afraid," Yoda wisely responded, "You will be!" The extraordinary performer, like the Jedi Knight, learns to focus on what is important despite the fear. Whereas average performers are paralyzed by fear, extraordinary performers understand that fear is inherent in pursuing extraordinary results—particularly in this day and age.
How does the extraordinary performer learn to get beyond the fear? Frankly, some people have an easy time of it. Maybe they were born into a family that nurtured self-esteem and encouraged risk taking. Or they had job experiences, and life experiences, where their risks paid off. As a result, when they confront new threats their anticipation of success far outweighs the fear.
Other people have to work harder at it. Sometimes they need to consciously take a series of calculated risks, despite their fears, to create successes. With each success the next risk is easier. A supportive manager or coach can help design tasks and projects that involve progressive risk.
Most importantly, risk-taking takes desire. Deep desire. A savvy coach will first help people discover what they really stand for—what they can't live without. This is no easy realization, since many people have long relegated their dreams and passions to the world of fantasy and impracticality. Just look at the myths our culture has developed around the pursuit of passion and dreams. Extraordinary performers find a way to rekindle their deepest desires and translate them into goals. Then, driven by desire, they experience fear as just another form of emotional energy. And the most extraordinary performers learn to experience it as excitement!
Becoming Extraordinary Isn't Easy
Of course, following these three strategies is easier said than done. People are heavily invested in their drives, hidden or public. Awareness means change, and most people resist change. The first step is to gain awareness and fess up to a hidden drive. Then, experiment with new, more productive ways of succeeding.
Figuring out what is high leverage for the business may be easier—although staying focused on it may not. And all of this is risky stuff, infused with fear. What if, after we change, we no longer fit in? Or what if our change is so disturbing to our colleagues that they try to subvert it? We may fear rejection—can we struggle through it or will we give up and revert to what is comfortable? Sometimes we realize that what we really want, our deep desires, means a change in the direction of our career. This can be terrifying.
It is indeed challenging to move from ordinary to extraordinary. It takes guts. It may take a life event, such as being passed over a second time for a desirable promotion, to make the risk worth tackling. It often takes skilled mentoring and coaching. The good news— there is something extraordinary in everyone, waiting to be unleashed!
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