The Power of Proximity & High Performance

About ten years ago, I worked with a dedicated leader who had recently joined an organization, eager to make an impact and uphold high-performance standards. Each day, she came into the office energized and committed to delivering her best work. However, as she settled into her role, she noticed a troubling reality: mediocre performance was not only tolerated but rewarded.

At first, she tried to maintain her high-performance standards in this environment, but over time, I witnessed her enthusiasm wane. One day, during a candid conversation, she expressed her frustration: “Why should I put in the extra effort when everyone around me is being recognized for less? It feels pointless.”?

Over the months, I watched as she adjusted her performance expectations to align with the performance standards of those around her. In that moment, I realized the powerful influence that our surroundings have on our motivation and performance.?A year later, she left the organization.

We’ve all heard at one point or another that we become who we surround ourselves with, but how true is this sentiment??

A study by Kellogg found that employees who sit within 25 feet of a high-performing coworker experience a 15% increase in productivity, which they refer to as “positive spillover.”?High achievers typically demonstrate qualities like determination, focus, and effective work practices. Being near these individuals often leads to a subconscious inclination to emulate their behaviors. This phenomenon is referred to as “social facilitation," where individuals generally perform better when surrounded by those who excel in their activities.

On the other end, having a low-performing coworker within the same proximity can result in up to a 30% decrease in productivity, referred to respectively as “negative spillover.”? These are vital statistics that provide insight into how the people around us influence our environment or, more importantly, the way that our attitudes might affect others in our vicinity.?

In a previous article of mine called "Catching Emotions," I shared some research that shows how humans are naturally prone to a phenomenon initially studied by American psychologist Elaine Hatfield called “emotional contagion,” in which emotions and behaviors transfer from one person to another or within a group. This applies not just to what we say, but our body language, such as our facial expressions, posture, and movements. Hatfield described this tendency as primitive, automatic, and usually unconscious. Whether we realize it or not, our presence has an impact on those around us, and those around us have an impact on us.?

This is especially important for leaders to keep in mind, as a study by Gallup found that managers account for a whopping 70% of the variance in team engagement. Your “spillover,” as a leader of people, can have an impact on your team, your peers, and ultimately the organization.?

Overall, a great self-reflection question to ask yourself each morning is...“What kind of spillover do I want to create today???

I will summarize with research from a recently published article from HBR called “High Performers Need Feedback, Too.”?The article cites a research paper, "The Value of Stress-Free Productivity by Crucial Learning," that says, “high performers are the heroes of the team, often generating more than 60% of the output.?These superstars can deliver 400% more productivity than their peers.”?

When individuals feel valued and empowered, their contributions become amplified, creating a ripple effect that drives innovation and success. The key is providing the right resources and support to ensure all employees have the opportunity to perform optimally. It’s a team effort to?foster an environment where every employee’s potential is unlocked and celebrated.