14 August High Performers Cultivate More Powerful Traits August 14, 2020By ICI Administrator Aspire 0 By Craig Johns – High Performance Leadership expert, speaker and host of the active CEO Podcast. www.craigjohns.com.au MORE WITH LESS High performers look to consolidate and improve the efficiency by focusing on the increasing the ‘outputs that matter’. They reduce products, services and other outputs that don’t matter and focus on making the main thing, the main thing. Being able to see four or five steps ahead, understanding what the needle-moving requirements are that will get them there, and determining what the distractions are that they need to avoid, allows a high performer to always be in control of their destiny. They are also effective at identifying the must-have skills needed to accomplish those steps, and then will work obsessively to develop them. PROACTIVE LISTENERS & OBSERVERS To perform at your best you need to be a proactive listener and observer. If done effectively you can extract up to three to five times more information than the normal person. Improving your listening and observation skills requires the discipline to reduce distractions and be proactive in focusing your attention. Most people aren’t aware or don’t understand how unobservant they are. Keep phones and other attention seeking distractions out of meetings, conversations and other communication tasks. Take notes during conferences and meetings, and keep a journal to record your activities and reflections. Make eye contact during interactions with others and practice active listening skills. BE COURAGEOUS During times of hardship, taking a large risk, facing fear, dealing with the unknown or coping with judgment, high performers speak up for themselves. They share their truth and also speak up for others more often. High performers honor the struggle, as they know that struggling is a natural part of the process when dealing with challenges. They can handle the struggle, because they expect it. They show up and appreciate the hard times and don’t complain during the process. Rather than focusing on changing the world, decide on whom you’re doing it for and then work hard for them. Be prepared to serve for someone who needs help and then develop the kind of character that will help them deserve the outcome they desire. FAIL FAST High Performers view themselves as imperfect, and allow for mistakes and subsequent learning. They embrace failing, tend to fail fast, and use failure as a learning opportunity. Under pressure they have the ability to assess their actions differently than the average person. They are able to let go quicker, whereas low-achievers tend to fall into a ‘broken record’ of embarrassment, guilt and excuses. RAISE NECESSITY Do you know what your purpose or what your underlying reason why is? Determine ‘why’ it is important to succeed every single day. Be bold, put yourself out there, and place your identity on the line. A deep sense of identity, while performing with excellence, is a necessity for high performers. They will bring their focus back through raising the necessity so they enter with a high level of intention, so they perform with excellence. They will ask themselves “who needs me to be on my A-Game right now?”, whether it is family, team, peers, customers or end users. How often do you prime your mental ability to perform an activity well? FULLY COMMIT & SEEK CLARITY Most people avoid expressing all their thoughts and feelings when dealing with situations of high pressure. This can lead to unnecessary miscommunication and tension as the recipient feels they have heard all that was meant to be said, and responds accordingly. A high performer seeks clarity more often as they want to understand why. The average person will jump to judgment based on only 5% of the available information, and therefore can easily mis-read the tone of an email or conversation. These judgments can truly harm us, especially in the digital age, where we can be quick to read and respond with emotion. It is valuable to grasp what the intention is, what is important and what matters? By using self-reflection, evaluation, and making changes more often, you can sift out distractions and refocus on what is important. DEVELOP INFLUENCE You learn more about yourself when you teach others. Through teaching people how to think and challenging them to grow, you change their lives. When you impact someone else’s thoughts, in a positive way, you have influence. Remember to tell them to be their best. The more comfortable someone is around you, the more likely you are to be able to influence them. Be relaxed and create rapport with the person you are trying to influence, as you are more likely to persuade them if they like and trust you. Listen to the people you are trying to influence, ask the right questions, be aware of their body language and be patient. GENERATE MORE ENERGY If you want to perform at your best you need to develop the ability to switch off, recharge and maximize your ‘transitions’. Transitions are the times in your day when you switch from one task to another, such as the time in between meetings, driving to and from work, grabbing a coffee and eating lunch. High performers will generate energy during the day, rather than losing it. Try giving your mind and body a break every 45-60 minutes. Where possible, plan and schedule chunks of time to recharge. Take a quick break, close your eyes, or meditate as the short psychological break can release tension and focus, so you are primed for the next activity. What leadership traits are you cultivating? Related Posts Achieving More Than Multitasking - The Single Focus Approach When life gets busy, we try and focus on various tasks at one time thinking we are being more productive, more effective and more efficient. This multitasking approach is actually hurting our performance (and our well-being) but thankfully there is another way. An Engaged Team is a High Performing Team Many studies show a strong link between employee engagement and performance. As a manager in the industry, how are you engaging your team to maximise their performance, their commitment to the project and their retention? A Culture of Efficiency The type of life you lead is absolutely, one hundred percent, a direct result of the choices you make. There is nothing more annoying than someone continuously telling me they are ‘so busy’, ‘life is so crazy’, I can’t believe people keep ‘asking for more’, my staff are ‘on edge’ right now, it’s not if ‘they will break’ but when. Four Tips to Increase Your Energy Your own health and wellbeing often an overlooked element of being a high performing leader or employee. Today we start your journey by focusing on 4 key steps to put you in the optimum state in order to give your team the best version of you every day. Skill Building Companies are making a significant shift toward skill building. Skill building is more prevalent than it was prior to the pandemic, with organisations doing more skill building now than they did before the COVID-19 crisis. Make better delegated decisions Who doesn't want to make better, faster decisions? Easier said than done, of course. Empowered employees make good decisions and resolve problems. As business becomes ever more complex and dynamic, managers and leaders have to make more decisions, under time pressure, and often with too little or the wrong kind of data. Comment (0) Comments are closed.