High-Performance Habits: What differentiates extraordinary performers

?“Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.” – Aristotle

Many years ago, I worked on the design of a Development Program for High Performers in one of my organisations. It was curated after deliberate consideration and process using various psychometric tools, cross-functional leadership interviews, assessment centres and so on. It had a robust selection process for the top 5% of outstanding performers and focused on identifying subjects/topics to help them improve their performance.

Now, as I look into what makes some people extraordinary, why some excel, and others fail, and many never even try,?there is one thing that stands out. Not to say that they become superhuman and everyone need to be a high performer. We all have our flaws, and it is good to embrace where we are. However, if?there is anything organizations are missing to sustain that extraordinary performers are a lack of consistency of excellence.?

It is not just about the areas of improvement but also about the reliable set of practices, systems and alignment that unleash the abilities of high performers.

B.Burchard in his book "High-Performance habits...", says?

"Systems separate the pro from the novice, and science from armchair philosophy. Without systems, you cannot test hypotheses, track progress, or repeatedly deliver exceptional results."

In personal and professional development, these systems and procedures are, ultimately, habits, and it is vital to see which one works.

He looks into three fundamental questions:

?#1: Why do some teams and individuals succeed more quickly than others and sustain that success over the long term??

#2: Of those that pull it off, why are some miserable and others happy on their journey??

#3: What motivates people to reach for higher levels of success in the first place, and what kind of habits, training, and support help them improve faster??

The big missing pieces in organizations are:

One size fits all - Not all habits are created equal. Space that enables high performers to identify what habits support and work for consistent performance is crucial.

Alignment - For high performers, the achievement is often not a problem. The problem is when there seems to be a misalignment of success with their values. Organization practices that support high performers to know their deeper values and purpose and how it aligns with their success can sustain extraordinary performance.

Certainty - Many look for certainty amidst the chaos of the world. Certainty is the enemy of growth and high performance. It ultimately blinds, sets false or fixed limits and creates automatic habits that become predictable openings for competitors to surpass. It is more likely to be blindsided and overtaken by innovators.?

Data show high performance is not about getting ahead at all costs. It is about forming habits that help excel and enrich the full spectrum of life. Beyond natural, these habits/practices sustain success while being happy in high-performing roles.

Six things that high-performers do differently-

1. They seek consistent clarity - People are often afraid to make sudden changes because the reality is that things are good. To improve a bad thing is easy, but messing with what is going good is terrifying. So, they often choose to keep at it until they understand if they do not seek next-level clarity, things start to unravel.?Research shows that high performers seek next-level clarity, envisioning the future for Self, Social, Skills and Service.
2. They generate energy - The world belongs to the energetic.” -Ralph Waldo Emerson. CEOs and senior executives often have the energy equivalent of pro athletes. High performers release tension and set intentions. They bring joy; prime the emotions they want to experience, anticipate positive outcomes, insert appreciation, surprise, wonder and challenge into their day, optimize health, and reflect regularly.?
3. They raise necessity - Devotion to a higher purpose demands the whole of a person. Performance necessity is the emotional driver that makes great performance a must instead of a preference. Internal forces of standards of excellence and passion for a subject and external forces of duty, love and purpose add to the accountability. When others know you are responsible for helping them—necessity becomes stronger.

4. They increase productivity- High performers are more productive and yet also happier, less stressed, and more rewarded. They have a balance EI, and aligned, clear and challenging goals. They focus on work-life harmony, instead, work-life balance, sharpen their skills, increase the outputs that matter, take breaks and chart their power moves.

5. They develop influence - High performers can shape others' behaviour and beliefs. They have a giving mindset, demonstrate sincere appreciation for others, and make people believe in an idea they are willing to take action.?They direct positively framed challenges to encourage higher-level performance.

6. They demonstrate courage- High performers are courageous to take action towards real change in an unpredictable world. They honour the struggles, share their truth and ambition, find someone or a cause for fighting for, and walk courageously through complexity.?They avoid the trap of superiority, dissatisfaction and neglect.

Organizations that are able to identify and create systems and practices to support high performers, enable a culture of leading by example and encourage high performance at all levels across the organization.