Anticipation vs. Expectation

Posted on by Scott

psychics-1026092_640It was mid-October when I received the call. On the other end of the line was a manager whose tone told me he was not happy. “Something is wrong with my scorecard,” he said. “You need to get it fixed right away.”

Like many organizations, our company utilized a monthly performance scorecard to track a variety of sales and service metrics at a variety of levels. My team assisted managers with developing strategies for growing their business. We provided training, created job aids, and reported on the progress made toward goals. The scorecard document was our baby.

I opened the file in question and listened as the irate manager pointed out the cause of his frustration. All year long, his scorecard had reflected stellar performance. Sure, they were down a little month over month, but still well above goal. Things had been going so well that he’d stopped worrying about even looking at the report. Why waste the time when you’re ahead? But that morning, a member of his staff had taken a look at the document and noticed that the team’s performance had suddenly dropped. In fact, they were suddenly below goal and in danger of missing out on year-end performance bonuses. Since every month up to this point had been above goal, something had to be wrong with the report.

As you can see from this sample graph, the team in question had indeed been above goal for each month through August. What they didn’t account for, however, was the downward trend in performance. Focused exclusively on the current month’s production, they’d failed to anticipate the disaster looming in the fall. This was no reporting error, it was an error in judgment.

Top performers aren’t content with being ahead of goal. They are fueled by a need to stay there. This drives them to look ahead. They scan the horizon for future opportunities and potential setbacks. They definitely celebrate specific achievements, but they know they can’t assume today’s win guarantees tomorrow’s victory. Had this manager been paying attention, he would have noticed the slow decline in sales volume and been able to anticipate the eventual drop below goal. More importantly, he would have been able to do something about it.

Anticipating setbacks isn’t the same as expecting them. Victors anticipate bums in the road and create a plan to overcome them. Victims expect obstacles and adopt them as excuses. The difference is a simple matter of perspective and mindset.[Tweet “Anticipating setbacks isn’t the same as expecting them.”]

Once this manager understood what was happening with his scorecard, we turned our energy toward developing a plan to overcome the setback. We identified some underlying causes for the decline in sales and wrote up a strategy for his team to implement over the remaining two and a half months. Armed with the right information, and a game plan, he was ready to execute.

So, how does your performance look at this point in the year? We’re half-way through 2016 – are you on track, or do you need to play catch-up?

Don’t let the dog days of summer find you napping. Even if last month’s numbers were stellar, take a look ahead. See if there’s something lying just around the corner that maybe you haven’t been anticipating. Take advantage of this opportunity to shore up your plans for the next six months, and commit to finishing strong. Anticipate the worst, expect the best.

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3 Ways to Hold Yourself More Accountable

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achievement-1238472_640During a recent webinar series, I likened managers who avoid accountability to the leader in Hans Christian Anderson’s tale “The Emperor’s New Clothes.” In this story, two charlatans tell the emperor that they are master clothiers. They offer to make him a beautiful suit like none he has ever seen. Furthermore, they say, the cloth they use is so light and soft that it actually appears invisible to anyone not smart enough to appreciate its uniqueness. The emperor, unable to see the non-existent fabric himself, parades through the streets naked; attempting to ignore the murmuring of the crowd and trying to convince himself that everything is ok.

Accountability is a huge problem for many people, especially those in positions of authority. Many are uncomfortable with holding their teams accountable, so they avoid dealing with issues in the hope that they will resolve themselves on their own. Of course, they rarely do. Meanwhile, employees grow more and more frustrated with leaders who ignore the obvious, convinced they are doing the right thing.

For the past few weeks, I’ve been exploring various aspects of accountability. I’ve presented the concept of conducting a team health check to get a feel for how the members of your team feel about the state of accountability. Remember, top performers thrive in an environment of accountability. [Tweet “Top performers thrive in an environment of accountability.”]

Then I presented the concept of the “former performer.” These are people who once set the standard for performance, but some reason have turned into speedbumps for the organization. Rather than take control of their own performance, they have become victims of circumstance, always offering an excuse for their lack of forward progress.

Last week, I wrote about the methods teams use to hold themselves accountable. Winning teams never rely on a single star to pull them through. It takes everyone committing to the vision and expecting the best from themselves and those around them to win championships.

Today, I wrap up this series on accountability by offering three ways individuals can introduce more personal accountability. We all want to do our best work. We all want to achieve our fullest potential. But too many times, we fall short due to a lack of personal accountability. We may find it easy to push ourselves appropriately in a group setting, but left to our devices, it’s all too easy to let things slide.

I personally fall into this category. Despite my best intentions, I often find myself procrastinating. I put off important projects and wind up struggling to produce at the last minute. Sometimes this works to my advantage (I tend to have my best ideas under a time crunch), but it is always stressful and I never feel like the work I produce is my best. I need to be held accountable. So for those projects where I don’t have another person whose job it is to provide external accountability, I use these methods to create it.

  1. Find a partner. During my sophomore year of college, I enrolled in a weight lifting class. I felt that this would be a great way to get in shape and develop an exercise routine. Unfortunately, the only class available was at 7:00 am – and I am not a morning person. I soon skipped enough classes to earn a warning form the coach. Another classmate received the same warning and we decided to become workout partners. We agreed to hold each other accountable for making it to class and making up those we’d missed. By working together, we managed to pass the course. Finding someone who shares the same goals, and even the same struggles, is a great way to create partnerships that help you both succeed.
  2. Create a competition. I like to win. I’ve found that a little friendly competition is great way to push myself into completing tasks I otherwise wouldn’t. My kids and I used to do this all the time when it came to housework. None of us enjoy cleaning house, but staging a race to see who could get their dirty clothes to the laundry room fastest makes the job fun. During camping trips with our Boy Scout troop, I’ll offer a reward for the person who picks up the most trash around camp. We always leave the place cleaner than we found it. Try creating a mini-rivalry with someone else and use the spirit of competition to boost your accountability.
  3. Go public. One method that has worked for me many times is to announce my intentions publicly. When I set a personal goal to reach 10,000 daily steps for the first three months of this year, I told a lot of people I was setting that goal. I gave them permission to check on my progress at any time. I knew that keeping that goal to myself was an easy way to let myself off the hook should an obstacle come along. Because I knew others would be asking to see my results, I did what it took to reach the goal. There were nights when I could be found walking in circles around my yard or a hotel room in order to get the last few steps in before going to bed. Without that accountability, I know I would have given myself permission to fall short. Thanks to that accountability, my streak continues well past the initial three month goal.

Like so many aspects of leadership, accountability is a skill. Some may have a natural inclination for it, but we can all develop it. Those who choose to ignore this critical aspect of personal and team leadership, never fail to suffer. Like the emperor parading around in non-existent clothes they become the object of contempt and derision. But those who commit to accountability, both for themselves and their teams, enjoy the benefits that only come from top performers consistently giving their best.

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Are You a Former Performer?

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sad-597089_640Just about every workplace has one; that guy or gal who never delivers, but always has an excuse. It’s never their fault. There’s always some external reason that explains why the project wasn’t completed on time or the sales goal wasn’t met or customer satisfaction is down. Despite their best efforts, someone or something got in the way. And it’s too bad, really, because they would’ve hit a home run if not for the obstacle in their path.

But press these people on the details and you’ll find out there really never was a plan for success; just another string of excuses. You quickly start to deduce that they never really intended to perform at all. While others are working hard all around them, their goal is to expend as little effort as possible. They just show up every day doing the bare minimum necessary to collect a paycheck.

It’s always a tragedy when a top performer quits and leaves. It’s worse when they quit and stay. I call these people former performers. At one time, they represented the organization’s best and brightest. They were full of potential and full of passion. Others looked up to them, went to them for advice, and trusted them to show the way. [Tweet “It’s always a tragedy when a top performer quits and leaves. It’s worse when they quit and stay.”]

But something changed. Something caused them to lose their passion. The fire inside died and they’ve grown cold. Without that internal spark, there’s nothing to push them on, nothing driving them to succeed or challenging them to create something new. Now they’ve quit. They don’t perform, they just get in the way and slow things down – like a speedbump. And everybody hates speedbumps.

Some lose the spark following a big letdown. A major project didn’t go their way. They no longer occupy a key position. Someone else has risen up and stolen their limelight. They feel like they’ve fallen from the summit (or been pushed off) and the grapes are sour.

Others just get used to being told “no.” Their ideas have turned down so many times, it feels like death by a thousand cuts. Eventually, they start coming up with obstacles themselves. I guess it’s less painful to recognize a perceived barrier and abandon your idea than it is to have someone else squash it for you.

Perhaps for some, it’s a more natural degradation of passion. Their interests no longer align with that of the organization or the team. Industry changes have sucked some of the fun out of the job. Changes to their life situation has shifted personal priorities. Maybe burn out has set in.

Regardless of the cause, former performers hurt the team. Their passive aggressive approach sucks the energy from a room and steals the momentum from the team. The impact is even more profound when you consider that these individuals typically occupy leadership positions. That’s right, former performers are usually found in management – the perfect place to kill productivity while avoiding accountability.

Former performers talk a good game – in fact, they are often very good at fooling the executive suite – but they absolutely fail the test when it comes to personal accountability. They don’t perform. They don’t take responsibility. They don’t care. And because they don’t leave, others are forced to pick up the slack.

Here’s how you avoid becoming a former performer:

  1. Commit to always doing your best. Don’t give up or give in just because there are obstacles in the way. Remind yourself that the easy road isn’t always the right one and that the tough victories are always the sweetest. Keep in mind that giving yourself permission to stop caring, even for a brief period, is a dangerous step. Don’t go there. Just don’t.
  2. Align yourself with other top performers. Misery loves company, but so does success. If you’re not regularly working alongside people who seek excellence at every turn, then you’re likely hanging out with losers. Stick around too long, and you’ll become one yourself. Find the best and become part of that group.
  3. Work toward a vision. If you don’t have a vision of some better future state, then you are doomed to wander aimlessly. What do you want your job, the team, and the organization to look like a year from now? If you can’t articulate this, then what is it that’s driving you forward? Work with the other “A” players around you to create a vision of what could be and then push each other, and yourselves, to make it a reality.

Are you a top performer, or a former performer? Can you make an honest assessment? If you look in the mirror and see a former performer, it’s not too late for you. It’s not too late to reignite the spark and regain the passion that once fueled your best work. It’s there if you want it. So are the top performers around you. They’re waiting to add your passion and creativity to theirs. All you have to do is decide to join them.

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How Healthy Is Your Team?

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doctor-563428_640Like most people, I dread going to the doctor. I put it off for as long as I can before finally breaking down and scheduling an appointment. I usually blame this reluctance on my busy schedule. It can be hard to find the time. Sitting in waiting rooms and going through exams can feel like such a waste of time.

If I’m honest though, it’s not the interruption to my schedule that keeps me from going in sooner. It’s fear; fear that the doctor will find something wrong. Even if I have symptoms that suggest medical intervention is needed, I’ll resist addressing them. I try to convince myself that nothing is wrong; what I’m sensing is temporary or even imaginary. If I just pretend everything is ok, then somehow things will work out.

Ignoring problems rarely makes them go away. In fact, by not tackling an issue while its small, I may actually cause it to escalate. Small annoyances, left unaddressed, become big problems. What begins as a slight irritation can spread, impacting adjacent areas and threatening the entire system. Suddenly, I find myself battling something overwhelming, spending more time, money, and effort to correct an issue that could have been corrected easily had I caught it soon enough. Like I always say, you receive an abundance of what you praise or tolerate. [Tweet “You receive an abundance of what you praise or tolerate.”]

Teams and organizations, just like individual bodies, are living entities. They require a certain amount of care to remain healthy. They, too, are susceptible to injury and illness. If caught early enough, steps can be taken to correct problems before they become systemic and threaten the health of the group. Attentive leaders perform periodic check-ups to ascertain the health of the team and identify issues that need to be addressed before they escalate. I believe there are five areas that need to be evaluate during a periodic team health-check.

  1. Check the team’s vision. Is everyone clear on the mission? Does everyone know what it takes to achieve success? Do the individual members of the team possess a clear understanding of their specific role and how it relates to the overall strategy?
  2. Check the team’s circulation. Does information flow easily in all directions? Do team members have the knowledge they need to perform at their best? Are the right individuals involved in discussions of critical issues?
  3. Check the team’s appetite. How engaged are members of the team at any given moment? Are people eager to get involved in new projects? Do individuals actively seek out ways to improve the organization?
  4. Check the team’s mobility. How quickly do members of the team respond to challenges? How well do individuals work together to achieve goals? How smoothly and efficiently are projects completed so that new ones can be initiated?
  5. Check the team’s flexibility. Do members of the team (including the leader) respond positively to change? How readily do people accept different roles they may be asked to adopt? Are individuals able to assume the roles of leader and follower with equal enthusiasm?

Obviously, I could take the analogy even further, but hopefully you get my point. Healthy organisms don’t stay that way without paying close attention to the early warning signs that signal something is wrong. Consider elite athletes. The best of the best are so in-tune with their bodies that the slightest hint of a problem is enough to send them to the locker room. They know that a little bit of attention now can correct potentially career-threatening problems.

They say “an ounce of prevention is worth a pound of cure.” What do you say leader? Is it time to schedule a team check-up?

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Feet to the Fire: Keys to Personal Accountability

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andrew-mirror-e1452990922179By now, close to a third of all New Year’s resolutions have been abandoned. Think about that. Millions of people announced an intention to make some kind of significant change in 2016; and less than three weeks later have walked away from that commitment. Is it any wonder that more and more people have decided to stop making resolutions altogether?

I guess some figure it’s just too hard to keep their resolutions. Losing weight sounds like a great idea, but when you really think about it, losing weight is not easy. It requires changing the way you think. It requires changing the way you act. It requires developing new habits. And change is very, very difficult.

But isn’t that the point? Aren’t resolutions supposed to be hard? Shouldn’t meaningful change come at a cost? After all, if it was really that easy to make significant changes to your daily life, you’d have already done it, right? There’d be no need to set some kind of goal for improvement.

We make resolutions in good faith. We set goals for ourselves with the most sincere of intentions. So many attempts at change fail though because we just don’t hold ourselves accountable. Starting a new routine tomorrow sounds great, but when tomorrow comes – with all of its unexpected twists and turns – the road isn’t as easy as we thought it would be and we give ourselves permission to back off. How can we hold our feet to the fire so that the meaningful change we desire takes root?

Renew your commitment to yourself.

  • Remind yourself why you set the goal in the first place. There’s a reason you identified this goal. Something happened that caused you to decide things had to be different. Hold on to that thought. Hold on to the emotions that welled up inside you and led you to declare that, going forward, your life would be different. Let those feelings propel you through the toughest parts of your transformation.
  • Give yourself permission to let other things take a back seat. One of the most common reasons for abandoning new routines in our life is lack of time. Guess what? That’s an excuse – nothing more, nothing less. We all have the same amount of time every day. We just choose to allocate it differently. Someone once said “I don’t have time” is another way of saying “That’s not important.” If you want something bad enough, you won’t have to find time for it. You’ll make time. Learn to let lesser things slide in pursuit of your identified priorities.
  • Write it down. Post it. Look at it. Commit to your goal in writing. Tape it to the bathroom mirror, the refrigerator, or the television. Make sure you can’t go a single day without being reminded of the commitment you made to yourself.

Create systems to hold yourself accountable.

  • Schedule it. Remember the SMART Goal filter? Conducted properly, that exercise will provide you with specific action steps to accomplish your goal. Now take those steps and identify exactly when and where you are going to take them. Write them on your desk calendar. Enter them into your smartphone. What gets scheduled gets done.
  • Create reminders. Now go back and set reminders to yourself so appointments don’t sneak up on you and catch you off guard. Set an alarm each night to remind you to pack the gym bag. Put a post-it note on the door to remind you to grab your lunch. Use texts and emails to stay on top off your new commitments.
  • Partner with others. One of the best ways to hold yourself accountable is to hold someone else accountable at the same time. Find someone who shares the same goal and work together. They say misery loves company. I say success is better when shared, and a little competition is good for the soul. Anyone want a Fitbit buddy?

Ask for accountability.

  • Tell others what you are doing. This time next year, people are going to expect Mark Zuckerberg to have delivered on his personal challenge to build an artificial intelligence system for his home. He publicly announced his intentions, essentially asking others to hold him accountable. A goal kept secret is easy to walk away from, but a public declaration invites accountability.
  • Give others permission to ask for updates. Having announced your goal to others, ask them to challenge you. Beg them to do it now, while your resolve is firmest. Share with them why this is important to you and request that they periodically check on your progress.
  • Welcome consequences. I define accountability as the application of both truth and consequences. Define some milestones and associate rewards (positive consequences) with reaching them. Identify some negative consequences with failure. We are naturally drawn to things we want and move away from things we don’t want. Use this basic instinct to your advantage and ask friends to help keep you honest.

Personal accountability is easy when the task is easy. Persevering in the face of obstacles requires discipline. Ultimately, you have to decide how you want to perceive yourself. Are you a champion, or an also-ran? Champions hold themselves accountable. They do what has to be done. If you want to be a champion, then be one. Don’t think about it. Don’t hope for it. Don’t wait for it to happen to you. Just be a champion. Do the things champions do – every day.

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Knowing When Not To Quit

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running

Earlier this year, social media lit up for a few days after a University of Oregon runner, Tonguy Pepiot, narrowly lost the men’s steeplechase event at the Pepsi Team Invitational. It was back in April and Pepiot, well ahead as he approached the finish line, slowed down and raised his arms in celebration of his apparent victory. But while Pepiot slowed down, another runner, Meron Simon from the University of Washington, stepped on the gas. Simon closed the gap and thrust his chest through the tape, winning the event and leaving Pepiot both confused and defeated.

“Run through the finish.” It’s something coaches around the world repeat time and time again.I heard a version of it many time (and shouted it some too) during my son’s time on his school swimming team. It’s a message you’d think would eventually get through – especially to those competing at the elite level. And with video of Pepiot’s faux pas preserved on YouTube, surely nothing like this would happen for a long time, right?

Wrong.

Just ask Ben Payne. He slowed down at the finish of the 10,000 meter Peachtree Road Race in Atlanta, Georgia on July 4th. As Payne lifted his finger in victory, Scott Overall of Great Britain caught up and stole first place by 9/100ths of a second.

Or ask Olympic hopeful Molly Huddle. At the IAAF World Championships held in in Beijing in August, she had the bronze medal of the 10,000 meter race nailed down. She slowed down to celebrate and teammate Emily Infield blew by her to grab the last spot on the podium.

For some reason, there’s a temptation to coast as you near the end of the race. For those in front, perhaps there’s a desire to conserve energy for the next big event. Maybe those in back have a hard time believing the distance can’t be made up. Maybe everyone just gets tired.

Of course the same holds true for those of us competing in business. . Especially at this time of year, people tend to take their foot off the gas. The holiday season always seems to signal it’s time to coast.

But just like an athlete, there’s benefit to running through the finish. Who’s to say stopping now guarantees a win? Who’s to say it guarantees a loss? The only way to know for sure is to run all the way. Postpone the celebration or mourning until the final results are posted.

Here are a few tips for finishing the year strong:

  • Develop micro-goals. Take the ground you have yet to cover and break it into smaller, more manageable chunks. Need to sell 100 widgets between now and the end of the year? Turn that into a weekly or daily goal and put your energy into achieving that.
  • Focus on behaviors. Identify the specific actions you need to take in order to close the gap and work to execute those. Keep your mind on performing consistently and let the results speak for themselves.
  • Ramp up the motivation. It’s easy to stay energized an excited during the opening laps of a long race; but it’s down the stretch – when you’re tired and ready to give up – that motivation is critical. Give yourself and your team a needed boost of encouragement to keep the pace until the very end.

Last minute finishes are very exciting – as long as you cross the line first. Make sure to find yourself on the top of the podium by finishing strong. Run through the finish. If you need some help finding your second wind, don’t hesitate to call. I would love to help you celebrate a victory.

What Makes a Top Performer?

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image

Last week, I had a conversation with a couple of people about identifying their top customers. It’s been my experience that when asked to name their best customers – that is, those who contribute the most to the business – the majority of people get it wrong. A look into actual sales data and performance of actual accounts over time always reveals others who contributed more. In fact, those that were considered “top” customers often prove to be hurting the business. Their demands for refunds and special treatment make them a burden rather than an asset.

The same can be said of employees I think. A manager’s perception of their team’s top performers is very often skewed. Someone who knows the right things to say or manages to be in the right place at the right time is not necessarily a key contributor. Digging into some actual performance data reveals that the actual work was conducted by others, people who may not be in a position of influence. The one you think is a top performer may in fact be riding on the coattails of the organization’s true heroes.

How do you identify a top performer? How do you know you are one them?

Top Performers Will: Top Performers Won’t:
  • Volunteer for new challenges.
  • Wait for someone to tell them what needs to be done.
  • Give credit where credit is due.
  • Allow you to believe they contributed more than they did.
  • Have a track record of steady contribution.
  • Have a hard time explaining their individual contribution to the team.
  • Identify ways to improve the organization.
  • Bad-mouth the organization.
  • Look for opportunities to assist others.
  • Shrug their shoulders when others encounter difficulty.
  • Work to build a history of performance.
  • Rely on friendships or past successes.
  • Have the support of those who work closest to them.
  • Be resented for failing to act as part of the team.

As a manager, do you know who your top performers really are? Are you relying on hearsay, assumptions, or friendships to guide your perception of team performance? If you were to dig a little deeper into actual performance, who would stand out?

As an employee, are you contributing in a way that identifies you as a top performer? Are you producing actual work or claiming success that really isn’t yours? Would those who see what you do on a daily basis refer to you as a top performer?

We all want to be seen as a marquee player. And everyone wants to have superstars on their team. The good news is top performers, like top customers, are easy to spot. You just have to know what to look for. What attributes tell you someone is a top performer?

The Power of Small Moves

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shoes

Last week I bought a pair of running shoes.

It’s a small thing really. Many of you may shrug it off as insignificant. But for me it’s huge. I’ve never thought of myself as an athlete, much less a runner. I still don’t. My pursuits generally lean in a more leisurely direction. Running was something I did when one of my children cried out in pain. I’m not a total couch potato. My involvement with the Boy Scouts of America occasionally found me camping, hiking, or canoeing. Other than that though, I was pretty sedentary. And it showed.

I’m one of the millions of Americans who would moan about the unhealthy state of my body, suck in to button my pants, and then reach for a second helping of some greasy, fattening junk food. I regularly promised myself that this would be the week I did something about my health. This would be the week I finally got serious about exercising and eating better. But like so many others, I never did it.

Then a couple of months ago I participated in a Color Run. I walked the event, huffing and puffing the entire way. With each step, I grew more and more frustrated with myself and my lack of discipline. I was surrounded by hundreds of people at least as unhealthy as me, but all I saw were the strong, toned bodies running seemingly effortlessly ahead of me. I thoroughly enjoyed the event, but it made an impression on me. Something clicked and spurred me to action. I decided to stop wishing and start doing.

I began by searching for beginner workout plans. I came across one called “90 Days of Action” that looked fairly easy. It features two or three exercises a day using only your body weight. The total time investment is maybe ten minutes. Surely, I thought, I can commit to ten minutes a day. I’m motivated by seeing clear progress, so I made a chart and started marking off the days.

As promised, the workouts were short and not so difficult that I couldn’t manage them. After a week or so of crossing off the days, I read about the American Heart Association’s recommendation to take 10,000 steps per day. I downloaded an app to my phone and started walking. That led to discussions with a couple of people about the Fitbit bands they were wearing. I ordered one. A recommended companion app got me to tracking my calorie intake. Almost subconsciously, I started adjusting – ever so slightly – what and how much I ate. Then one day last week, in the midst of walking around the park, the thought came to me …

“I think I could run for a little bit.”

 

It’s often said that people are afraid of change. That’s not true. If people feared change we would never buy new clothes, trade in our cars, or rearrange the furniture in our house. No, people don’t fear change. What we fear is transition; the work it takes to move from one state to another. We want the change to take place – we just balk at the act of changing.

I think most transitions fail because we try to take on too much at once. There’s a reason gym membership goes up right after New Year’s Day and falls off less than three months later. There’s a reason most attempts at dieting don’t stick. It’s because those moves are too big. They involve too much change at once. The finish line is too far off and the mountain just seems too high. All it takes is one small slip and we feel like we’ve failed. Game over.

The secret to successful change, I believe, lies in small moves. It requires taking a long-term view as opposed to our typical “I want it now” expectations of instant gratification. It means taking things slow and focusing our energy on the first small step – the first small chunk. That allows us to more easily get back up if we stumble. It also allows us to achieve victory, however small, a lot sooner. And each small victory provides the boost you need to tackle the next step.

Chinese philosopher Laozi once said “A journey of a thousand miles begins with a single step.” That makes more and more sense to me. Taking the first step is always the hardest, so why not make it a small one – a downhill step if you will. That makes step two easier. Step three becomes easier still. Pretty soon you look back and gaze in wonder at how far you’ve traveled.

I didn’t set out to become a runner. All I did was take the first step. And then last week… I bought a pair of running shoes.

The Keys to Peak Performance

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basketball

The man on top of the mountain didn’t fall there. -Vince Lombardi

If you’ve never been a professional basketball fan, now is a good time to tune in. The Cleveland Cavaliers are locked in a tough battle with the Golden State Warriors for the NBA championship. The first two games went into overtime, a first for a finals series, and both teams are bringing their best in a bid for the title.

On display are two of the game’s elite players. The marquee player for the Warriors is Stephen Curry, the regular season MVP. The Cavaliers are led by Lebron James – arguably the best player on the planet. These two men bring their best game after game and, as a result, raise the level of play from their teammates.

Whether you’re talking about athletes, craftsmen, salespeople, or service providers; there are certain traits that set the best apart. I’m not talking about natural ability or physical characteristics. What puts top performers on the top is the way they approach the game.

Top performers constantly look to improve. The best of the best are never satisfied with their performance. They know there’s always something more they can do to get better. There’s always something else they can do to elevate their game. And knowing there’s something they can do to improve, they can’t sit still. They feel compelled to pursue the next level.

Top performers seek out feedback. There’s only so far you can improve on your own. Those who seek excellence understand that assistance is necessary for them to move on. So they reach out to the best resources they can find – their coach, other experts, more experienced players – and ask them for help. You don’t achieve elite status without inviting others to evaluate your performance. Assessment isn’t viewed as an inconvenience; it’s considered a necessity.

Top performers respond to constructive criticism. Superstars welcome criticism more than accolades. It’s not that they don’t appreciate praise and validation; but “atta-boys” alone don’t help you improve. To achieve greatness, you have to understand what’s keeping you from it. You need someone who will point out your weaknesses and then help you tackle them. The elite need to hear the bad news; but they need to hear it from someone who cares about their success. In the end, they stand on top; but they don’t stand alone.

As of this writing the Warriors have the advantage, having gone up three games to two in the best-of-seven series. Regardless of which team winds up on top, I’m enjoying the show. Seeing top performers do what they do best is always a treat.

Runnin’ With the Devil (In the Details)

Posted on by Scott

van halen 1984

In just a few weeks rock legends Van Halen kick off their North American tour. This is their first round of shows in several years and features original lead singer David Lee Roth. As you can imagine, fans of the original lineup are exited (even though bassist Michael Anthony has been replaced with Eddie Van Halen’s son Wolfgang). Tickets are selling fast and the band has already had to add additional dates to the tour.

As a child of the seventies and a fan of rock & roll, I grew up with Van Halen playing on the radio. It’s with only a small amount of embarrassment that I admit I was part of the band’s official fan club back in the day (I think I may actually still have my membership card somewhere). So I was pretty well versed in all things Van Halen.

Like many music celebrities, the band was known for their extravagant shows and eccentric behaviors. Stories abounded about the odd demands found within their appearance contracts. One of the more notorious involved their choice of snacks. Hidden within the detailed instructions regarding stage setup and light rigging was often a requirement that a bowl of M&Ms be placed in the dressing room – with all of the brown M&Ms removed. If a single brown piece of candy was found in the bowl, the band would demand a step by step review of every aspect of the show’s set and equipment. Rumor has it that Roth once trashed a dressing room, causing thousands of dollars in damage, after brown M&Ms were discovered.

It sounds like just another example of diva-like behavior from self-absorbed musicians, right? Or was it?

As Roth explains in his autobiography, this specific contract rider served an important purpose. Van Halen put on a complex show that involved lots of heavy equipment with very specific setup parameters. Sloppy work by venues at some early shows had led to several accidents, some of them nearly fatal. The M&M request became the band’s way of verifying crews had followed the necessary specifications. If the bowl of M&Ms was missing, or included brown candies, then something more critical was likely to have been overlooked as well.

How you handle the little things determines how you handle the big things. Indeed, the little things often are the big things. But unless you have some way of measuring attention to these details, problems may not surface until it’s too late. Attention to detail only makes sense if the details are taken care of. So you have to inspect what you expect.

What are the small things your team needs to execute well? What are the seemingly insignificant details that make a big difference in providing superior experience or achieving growth goals? And most importantly, how will you inspect what you expect?