High performers do not rely on motivation. They build systems and follow rituals to reach their goals.
There are a few individuals in every organisation who perform way above the rest. There are a few entrepreneurs also who outperform everyone else and lead their fields. They are high performers who consistently perform better and produce great results. Everyone in the organisation wants to be like them but does not really know how to match their level of performance. So, what really makes someone a high performer?
Many people attribute high performance to factors like luck, natural talent, education, motivation, or genetics. But after training and coaching more several people in the last 16 years, I have come across some distinct patterns and tools that high performers use to produce stunning results.
Life works on the classic principle of cause and effect. Every outcome you desire is the result of doing certain things in a certain ways. Most people look at the results but do not really look deep enough to understand what led those. If we understand those methods, we can also replicate the results. High performance is not luck or natural talent but is the result of conscious planning and execution of certain key tools and actions.
High- performing entrepreneurs and corporate executives design and develop high-performance systems that propel their performance. These systems consist of rituals and tools that they keep sharpening to stay at the top of the game.
- Success rituals
Each one of us goes through cycles of motivation and demotivation. At the peak of motivation, people start new actions with the hope of creating breakthrough results. But after some time, they are still at the same place. What people do not realise is that motivation is temporary and willpower is overrated. Motivation is excellent but it is like food; you need it thrice a day. Motivation can get you started but only consistent actions produce desired results.
Esta historia es de la edición July 2019 de Indian Management.
Comience su prueba gratuita de Magzter GOLD de 7 días para acceder a miles de historias premium seleccionadas y a más de 9,000 revistas y periódicos.
Ya eres suscriptor ? Conectar
Esta historia es de la edición July 2019 de Indian Management.
Comience su prueba gratuita de Magzter GOLD de 7 días para acceder a miles de historias premium seleccionadas y a más de 9,000 revistas y periódicos.
Ya eres suscriptor? Conectar
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.