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Add You - Change Behaviors, Change Performance
So you’ve invented the next big thing (or at least something that may solve a problem for a select group of people)? Now what?Well, sorry to say, but there’s quite a bit you need to tackle. To give you just a taste, there’s patenting, licensing, marketing, and manufacturing. So goodness, where do you start?First of all, you need to figure out if you are going to be able to make a profit from your invention. Patenting and marketing your invention are not inexpensive, easy tasks. They are very costly and take time!Chances are you’d l
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer i
What should you expect from your employer if you want to be a first-class player and a winner?Foremost, you should expect to be provided with an environment of opportunity in which hard work and achievement are rewarded. This means you will be encouraged to grow as fast as you can, broadening your capabilities and building your experience every step of the way. You will be allowed to assume all the responsibilities you can handle.This environment of opportunity should allow you to take common sense risks with the assurance that y
Over the years there have been many solutions offered to the performance conundrum, from process improvement and process re-engineering to rightsizing and quality initiatives. All of which have had varying levels of success.
One area that is perhaps overlooked when organizations undertake productivity and process improvement programs and that is the behaviors of their employees. Often the only time behavior becomes a focus in an organization is when there is a problem employee that must be dealt with.
Studies have shown that there is a 5-fold difference in productivity between a top performer and a mid-tier performer. The top performer is 5 times as effective as his colleague who performs as the organization would expect.
This study has been undertaken by a number of organizations in varying ways and all with similar results. The skills and experience of the individuals are comparable and the processes and procedures are the same so what makes the difference? The main difference between the top performer and the capable performer are their behaviors both on and off the job.
A number of key behaviors have been identified as desirable and can be seen within those who are peak performers in any organization and are the attributes that organizations on the whole try to recruit. However organizations often forget that many behaviors are learnt and that existing employees, with the right encouragement, can adopt these behaviors as their own and in the process see their effectiveness rise.
The 5 key behaviors for peak performance are:
Pro-active - Looking for things to change and making change happen. Much is talked of pro-activity however often it is difficult for individuals to be truly proactive within an organization as change can be actively discouraged by management who believe 'they know best'.
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer in
The Think Tank we started a few years back got to the point that we needed to expand and go with the demand for new members or keep it small. Either way, we had to do some thing. After much thought we decided to try a little re-branding;Our new title is The Online Think Tank (unless we decide to re-Brand it later to serve a greater audience or spin-off one division for a separate endeavor). You see our members believe we must resurrect the Geological Society of Europe and set up networks of Online Think Tank Chapters using the Internet, social online
Studies have shown that there is a 5-fold difference in productivity between a top performer and a mid-tier performer. The top performer is 5 times as effective as his colleague who performs as the organization would expect.
This study has been undertaken by a number of organizations in varying ways and all with similar results. The skills and experience of the individuals are comparable and the processes and procedures are the same so what makes the difference? The main difference between the top performer and the capable performer are their behaviors both on and off the job.
A number of key behaviors have been identified as desirable and can be seen within those who are peak performers in any organization and are the attributes that organizations on the whole try to recruit. However organizations often forget that many behaviors are learnt and that existing employees, with the right encouragement, can adopt these behaviors as their own and in the process see their effectiveness rise.
The 5 key behaviors for peak performance are:
Pro-active - Looking for things to change and making change happen. Much is talked of pro-activity however often it is difficult for individuals to be truly proactive within an organization as change can be actively discouraged by management who believe 'they know best'.
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer i
A recent article in the Wall Street Journal raised the question: Who’s to blame for inept managers?The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead, fault lies with the systems used for evaluation and the
This study has been undertaken by a number of organizations in varying ways and all with similar results. The skills and experience of the individuals are comparable and the processes and procedures are the same so what makes the difference? The main difference between the top performer and the capable performer are their behaviors both on and off the job.
A number of key behaviors have been identified as desirable and can be seen within those who are peak performers in any organization and are the attributes that organizations on the whole try to recruit. However organizations often forget that many behaviors are learnt and that existing employees, with the right encouragement, can adopt these behaviors as their own and in the process see their effectiveness rise.
The 5 key behaviors for peak performance are:
Pro-active - Looking for things to change and making change happen. Much is talked of pro-activity however often it is difficult for individuals to be truly proactive within an organization as change can be actively discouraged by management who believe 'they know best'.
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer i
When Tom Fujiwara, Assistant Public Works Director for the City of Redlands, California, needs to study plans for street repairs or review a map of his city’s storm drain system, he locates and retrieves large documents more quickly and efficiently than ever before by using the department’s new vertical file storage system.“We chose vertical file storage systems because they work. It’s that simple. The cabinets don’t damage our documents and they are very, very easy to access,” he explained. Before adopting vertical file storage systems, the city’s
The 5 key behaviors for peak performance are:
Pro-active - Looking for things to change and making change happen. Much is talked of pro-activity however often it is difficult for individuals to be truly proactive within an organization as change can be actively discouraged by management who believe 'they know best'.
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer i
Project Failures and Project SuccessSome organizations and project managers tend to resort to simplistic view when it comes time to judge if the projects they are assigned to manage is a success. The tendency is more due to the most popular success criteria to measure the success from just the triple constraints of CTR or cost, time, and resource performance points of view.In my view, there are really a lot of other success criteria or parameters on top of the triple constraints to measure success of a project and it has to be viewed from diff
Goal oriented - Set themselves targets to aim for. The key here is that they set themselves goals, often for just about every part of their lives. The peak performer in business may well be a marathon runner outside, or be a keen learner setting themselves targets to accomplish within certain timescales.
Willing to fail - Are ready to take calculated risks. The top performers in life are willing to try something even if there is a chance of it failing; often they see failure as a learning experience. Organizations who wish to improve their performance need to adopt a calculated risk policy and follow the quote of Tom Watson 'If you want to increase your success rate, double your failure rate’.
Passion - Willing to stand up for what they believe in. The top performers will be passionate about the things in their lives, they may be passionate about sport, or their family or even about work. The important behavior is that they are willing to put everything else aside for their passion and have a total focus on what is important to their passion.
Emotionally Mature - Not swayed by the emotion of the moment and able to think beyond a reactive approach. Often organizations make the assumption that the most vocal individual is the one with the greatest ability; mainly this is due to the self promotion of the emotionally immature. This is recounted by the axiom 'promoted beyond their level of competence' where an individual is recognized not for capability but for self-promotion.
Many people have one or two of these behaviors and often they are context specific. The major difference between the average performer and the peak performer with regards to these attitudes is that the peak performer uses more of the behaviors in a work context.
The important thing to notice with all of these behaviors is that they can all be learned and therefore anyone can have them. And if anyone can have them then anyon
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