Pressure and Our Performance

What is the effect of pressure on our performance?

When we are working to a deadline, or to cost limits, or to revenue accretion, or to an unfamiliar standard, we become motivated to produce our best.? It will depend on the ratio of the significance of the task to resource availability.

For instance, if I am crafting a premium jarrah dining table and I have the skills, the tools, the appropriate materials, a reasonable amount of time, a clear idea of the quality expected and have identified the end-user, the chances are that I will be motivated to perform well.? I’m in my comfort zone.

And if any one or more of these parameters is tightened, I may become even more motivated.? For instance, the customer to receive the dining table is departing earlier than first expected and they want to take delivery sooner, putting me under a tighter schedule.? More pressure.? I’m being stretched.

I really want to deliver, and to please this end-user, I will find time (postponing or cancelling other activities) to complete the table.

As I work, now with more urgency, I become a little anxious about my performance, while I’ve ?adjusted the schedule, I’m less confident that I can deliver to the required standard and on time.? Even more pressure.? I’m under stress.

We then learn that with still 30 more hours of work ahead of me, the end-user is demanding delivery by close of business today.? What do I do?? I surrender, I stop work? Or I work with the time available and produce an incomplete or poor-quality dining table? ?Either way, my required performance has declined.?

Too much pressure.? This is a crisis.? I am no longer motivated to perform, in fact, I am frustrated that the goal posts have been moved and disappointed that I am no longer able to deliver.? It seems that the exciting project is no more.

Like most things, the right amount of pressure does the trick--and we will have a tolerable range.? Our optimal performance may be achieved through comfort, stretch and even stress.? But when pressure becomes overload our performance declines, resulting in a crisis--perhaps to the point of collapse.?

While not too many of us are producing a premium dining table, we are producing some thing or some service, often within tight parameters. The leading criterion may be quality of finish, or it may be speed to market or of course, price.? This is all our lives.? And we thrive on it.

In 1908, American psychologists Robert Yerkes and John Dodson produced the Pressure Performance model.? As you might imagine, they devised an elegant bell curve, although the progression through these stages may be in reality not so smooth.? At the left end of the curve is boredom, at the right, crisis.

They also found that brain-dominant tasks required a small amount of pressure to create high performance, and tasks requiring stamina or persistence may be best performed with higher pressure.? The model still serves us today.?

The challenge for each of us is to balance the various inputs so that we remain within the range of optimal performance--ideally, into the deepest form of engagement known as flow, which is a single-minded immersion or an optimal state of concentration on a significant task.?

The challenge for each of us as leaders is to devise systems that place our people within the range of optimal performance as much and for as long as possible.? A deep knowledge of people, the business and systems are required.

True, there will be matters that appear to be outside our control.? Impulsive customer behaviour, for instance.?

But wait, I decide that I will finish the table--even though the intended customer is gone.? I work in my comfort zone, with an eye on the time, taking particular care with the quality of finish.? I will advertise my premium dining table with a margin that anticipates a delayed sale.?

Sitting on display, it may create additional orders.? Nothing is lost and I have maintained my product standards.

I’ve changed my plan of attack. And I’ve delayed gratification.

Now, what enhances pressure and our performance?

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Next week: ?Igniting our Growth Mindset

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About the Author

Jeff Bell?is Principal of executive consultancy ResultsWise in Perth, WA.?To boost your leadership, ask Jeff about Band of Leaders Australia (BOLA) jeff@bandofleadersaustralia.com.au and his consulting, coaching and strategy facilitation, or his Advanced Leadership Course jeff@resultswise.com.au Mobile 0439 988 662.