Unveiling High Performance: Beyond the Stereotypes

INTRODUCTION:

High performance, a term often tossed around in professional spheres, remains shrouded in misconceptions and oversimplifications. At ILC, we are committed to delving deeper into this concept, understanding its intricacies, and empowering both individuals and organizations to truly excel. In this article, we embark on a journey to 1/ demystify high performance, 2/ debunk common myths, and 3/ explore this phenomenon's multifaceted nature, finishing with recommendations.

CLARIFYING AND DEBUNKING MYTHS

As part of our in-depth research on the topic and firsthand experience of working with such individuals, we must call out the simplicity in which the concept of high performers is approached in mainstream publications and how they are ultimately portrayed.

According to thousands of online sources, 'high performers' are individuals who are “positive”, “productive”, and “with great communication skills in and outside the organization”. They are also “leaders” and “remain calm under pressure, no matter what” among other things.

This is all well and good, but the reality is much more nuanced, and high performers are above all people with complex reasons to be who they are. They defy simple categorization and checklist-based descriptions. Their journey professionally and beyond, is tough and messy.

In fact, many of the traits described in simplistic articles such as “high performers are communicating well with their co-workers and clients” are not even confirmed by research.

• For example, Endres and Rhoad’s study on Team Performance Management (2016) shows that individual ability is negatively related to knowledge sharing in certain team settings. How about that for “great communication” and “cooperation”, huh?
• In scientific terms, overachievers and high performers are not the same, although we often use the words interchangeably. Overachievers are focused on attaining success but are never satisfied no matter how much they achieve (Guidry et al., 2021). High performers hold a more balanced view and tend not to share the perfectionist outlook.
• High performers are people who make a disproportionate contribution to an organization in comparison to their peers, which puts them in a threatening light and hinders their opportunities for collaboration. Campbell and his colleagues (2017) refer to this phenomenon as “social cost” and talk about the “social consequences” that go with being a high performer.
• On top of that, there is low validity in performance-based promotion to leadership positions in the first place. A study, conducted by Schleu and her colleagues (2024) shows that high performance on the job is not linked to leadership capability later and the authors caution against this common practice!
• Finally, there is also evidence that in some fields high performers can hurt the morale of an organization (Wiliams et al, 2013)

We can go on with various facts that don’t confirm the mainstream narrative of what is and isn’t high-performing behavior and traits, but what we want to point out is that 1/ the area is misunderstood, and 2/ high performers are not some unicorns that tick all boxes in all situations, feeling positive, productive, and engaged at all times. They are nevertheless special and valuable.

FROM OUR EXPERIENCE, the real world of high performers is not defined or paved by simply exceptional work, recognition, and ladder growth. It isn’t defined by their “results-oriented mindset” and exceptional skills across everything at work. Being a high performer can rather be compared to swimming against a current. It is a way of living that spills into working as well, leading to a disproportion between the benefits and the amount of effort and costs involved. We view it as a system with certain rules and a code behind it. It makes people tick in a certain way - slightly different from others.

ARE YOU A HIGH PERFORMER?

If you're drawn to this article, chances are you're already on the high-performance spectrum. Reflect on the following indicators to ascertain your standing:

1. Personality Orientation:

If you possess a sensing and judging personality as indicated by profiles such as ESTJ, ISTJ, ESFJ, and ISFJ from the 16-personality test, suggests that you are more likely to be a high-performer (Lather, A. S., & Jain, S. (2015)

2. Autonomous Motivation:

If you are autonomously motivated or, in simpler words, if you are not heavily attached to external factors such as rewards, recognition, status, etc. to feel engaged in your work. This ability to regulate your motivation stems from values and beliefs about what is important in life and work.

3. Intrinsic Pressure:

If you feel an internal pressure to deliver even in situations when there is no external “watchdog” and no explicit expectations and/or placed upon you.

4. Dissatisfaction Factors:

If one of your major dissatisfactions at work is either 1/ the poor relationship with your leader(s) or 2/ the unfair, burdensome workload expectations.

5. Self-Directed Learning:

If you show a strong tendency to direct your own learning. According to an HBR study “2/3 of high performers reported that their bosses did not deliver on supporting them for formal training programs” (pg.3, HBR, 2014). High performers seek development continuously.

6. Sprinter vs Marathon Runner:

If you tend to be “a sprinter” at work. This means that you are generally willing to and even more enthused when taking on a big and/or ambitious project and immerse yourself fully in it for a period until it’s delivered. Slower-paced, more prolonged gigs might not be as appealing to your nature. ?

7. Feedback:

If you have regularly received praise and positive feedback for your performance regardless of setting, position, or organization.

SHIFTING THE PERSPECTIVE: FROM THE EMPLOYERS TO THE HIGH PERFORMERS

While employers prioritize retaining high performers for organizational success, it's crucial to consider the perspective of the individuals themselves.

Here's how high performers can nurture their mindset and behavior:

1. Self-Acknowledgement:

Acknowledge that you are in fact a high performer. This would be beneficial as it allows for a more objective view of the “system” that you are and a more knowledgeable management of the parts and rules that govern it. ?There is always room for improvement and the effort put into continuous development as a person and as a professional is noble and never-ending.

2.??Seek The Right Support:

Work with professional coaches and mentors not only to develop yourself but to satisfy your own need to be seen and understood. Many high performers struggle with a sense of isolation. People surround them and they have friendships and other meaningful relationships, yet most people do not share their mental map of the world and what they aspire to. This is why it’s good to find more like-minded fellow high performers.

?3.??Embrace Abstract Thinking:

Find solace in ideas that are higher than the material world and yourself. When life hits you with unexpected events, your plans don’t turn into reality or you are simply tired of looking for ways to shift something, nourish your abstract thinking by using ideas, theories, fictional characters, religion, or anything else that will provide a sense of perspective. Allow yourself to reconsider, change course and even go back to the drawing board if needed.

?4.????? Prioritize Physical Wellbeing:

Take care of your body. As a high performer, you already know that exercise and good food are fundamental for the way you live and deliver. Keep this as a priority no matter what.

?CONCLUSION

High performance transcends mere productivity or accolades – it's a complex interplay of traits, motivations, and challenges. By dispelling myths, recognizing individual strengths, and prioritizing holistic well-being, we can truly unlock the potential of high performers and usher in a new era of organizational excellence.

Lots of respect and love,

The Immersive Leadership Catalyst (ILC) Team

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