Editor's note: This is Part 2 of the article, "Strategies for career survival and advancement: Peak performer psychology (Part 1)," that was published in Thursday's edition.
The following are some traits of peak performers, in addition to those listed in yesterday’s Midland Daily News:
Peak performers are adept at selling their ideas and championing the ideas of others. Great ideas are of little consequence if you cannot sell them to others. Equally important is the need to be supportive of the initiatives and efforts of others. The more supportive you are of others, the greater the likelihood they will be supportive of you.
Peak performers are goal-oriented. They have weekly goals and longer-term goals. To them, goals are dreams with deadlines.
In 1973, a number of the recent graduates of Yale University were asked if they had goals and if they had written goals. Eighty-four percent said they did not have goals but felt that their future was bright. Thirteen percent said they had goals but had not written them down. Only 3% said that they had written goals. Twenty years later, in 1993, those same graduates who had participated in the original study were again interviewed. Those who said they had goals but had not written them down were doing twice as well financially as those who said they did not have goals. But the 3% who said that they had written goals were doing 10 times as well financially as those who said they did not have goals. Peak performers know that written goals are a powerful tool.
Peak performers dream. Their dreams keep them awake, while their counterparts hide in sleep. Peak performers focus on what can be and not on what is, could have been, or should have been. They focus on improving themselves and how good they can become rather than on how unfortunate they are in their present situation.
Peak performers challenge themselves by going outside their comfort zone. Complacency is a disease, and peak performers attempt to overcome the self-doubt we all have from time-to-time by taking action. If you aren’t doing something that somewhat scares you and makes you a little “jelly-legged,” you may not be doing all you should to advance and grow.
An added plus is that great leaders and peak performers often have a sense of humility. However, humility is a quality that is not usually included in literature about peak performers. The Rev. Rick Warren emphasizes that “humility is not thinking less of yourself — it is thinking more of others.”
In a serious debate about peak performance and whether or not humility is a key characteristic, the conclusion would probably be that it isn’t essential. Clearly, there are a number of peak performers who did not or do not have a sense of humility. Steve Jobs, founder of Apple, and General Douglas MacArthur are examples of peak performers who were not known for their humility. Nonetheless, there should be little doubt that humility is often a positive trait of great executives.
In the book Good to Great, Jim Collins and his team studied 1,435 companies and judged them against a rigid set of criteria. Only 11 companies made the cut and were considered great. When they looked at the CEOs of those 11 companies, they were surprised to learn that all 11 had the same two traits that made them and their companies great: a strong will and great humility.
One final piece of advice toward transforming yourself into a peak performer comes as a reminder that the “goodies” in life do not come to those who simply labor. They come to those who labor and make things happen — good things for yourself, for your family, and for your organization.
Terence Moore, former president of MidMichigan Health and author of "Lessons in Leadership and Career Survival," authored this column as part of a monthly series focusing on career survival and advancement for the Midland Daily News. He may be contacted at tfm43@speednetllec.com.
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