Lots of column inches earlier in the week were on the subject of Formula One, and in particular the this season’s all conquering Mercedes team and their two drivers, world champion Lewis Hamilton and his team mate (phrase used deliberately) Nico Rosberg.
One headline that caught our eye in The Times was by the excellent Matthew Syed (@matthewsyed) which stated that F1 is a “Culture where ‘standing still is tantamount to extinction’”. This neatly sums up an attitude we frequently see in consistently top performers. Irrespective of how successful they already are they are looking for new ways to go further, faster, higher. If they are already number one they’re thinking about what they need to change or do more of to stay there, and if they’re not already performing as well as they would like they’re considering what they need to do differently to improve. Read More
Some of you may be aware of Movember, the men’s health charity that encourages people (men, we think) to grow moustaches through November and be sponsored for doing so.
We wondered what it would be like if Movember was also all about motivation at work – not in a party way, with cakes and superficial initiatives – but in a way where everyone seeks to understand motivation (their own and others in their team) and there’s a collective effort to work on it and keep it high.
This article based on an interview with Irish rugby legend Brian O’Driscoll sees him addressing “some of the game’s fundamental truths”. There are a number of “myths” (nine of them) that O’Driscoll busts, which we recognise translate directly to business. In particular myths two, three and seven can be applied simply and easily to performance at work. We think the others can too but would invite you to see how you could take the learning from one incredibly consistent elite level team performer and consider what they might mean to you in your world. We think two, three and seven are obvious (see what you think) and would be interested in your thoughts on number nine! If you want to take this further see what other performance myths you’re believing and perpetuating which are getting in your way…
We work as human performance experts helping businesses to think prepare and perform like elite athletes. We help people to focus their desire to improve on things they could do differently – sometimes parts of their performance that they have never considered – and often helping them to do some of the obvious things that they’ve never done because they’re too busy chasing results.
What we do then, is help people to embrace the changes that they want and need to make to get better.
There is an obvious and massive connection between on the one hand performance improvement and learning and on other hand, change. They are two sides of the same coin.
A slightly different blog from us this week. Take a look at this video of Oliver Wilson after his victory at golf’s Alfred Dunhill Links Championship last weekend. How much can you see in there that tells you why and how Oliver Wilson is an elite performer.
We think there’s a lot. As a starter, we think:
- the recognition that performance is a journey
- a desire to improve and learn
- recognition that sometimes talent isn’t enough (see rule 5)
- sometimes you need to “man up” (see rule 21)
- maintaining belief
- working on confidence
What else do you see and hear?
Given that high performance thinking, preparation and performance are often similar from one context to another, what do you see and hear that could be applied to your world?
Often the biggest insights are the simplest ones right in front of your face.
The typical approach we see to talent development in the business world makes our hearts sink just a little. We know it’s all done with the best of intent but in terms of talent development, creating and nurturing a high performance culture and crucially, fulfilling the talent that has been so expensive to identify and acquire, it’s just a bit rubbish.
Let’s get some fundamentals established first. As ever in these position papers, we’re looking at the world through a high performance lens and so the standards are high. If you’re looking for your talent development to be just OK or not bad, you probably won’t get much out of this paper. If you want your talent development programme to reflect how serious you are about human performance, then read on.
We worked with a team recently in a very large business where there was quite a lot of unhelpful noise about performance reviews being linked to pay rises. In this team, of about 15 people, the view of the leader and of the team members was that everyone was performing very well and we saw evidence to back that up. However the leader had been told that under their system, this was not possible and only a certain number of people in the team could be performing excellently (and get a higher pay rise) and that a certain number had to be underperforming (in order to get a lower pay rise).
“There are so many other men that could be sitting in this seat, but he’s sitting here (as Olympic champion). The reason that he’s sitting here is because of the choices that he’s made and that’s something that’s valuable to each and every one of us”
Mike Singletary, American Football Coach (talking to camera when meeting Mark Hunter, Olympic gold medallist)
The latest series of the Great British Bake-Off has been filling our TV screens and the column inches of our national newspapers over the last week or so. Now in series 5, it’s strangely compelling mixture of comedy, drama, cooking and competition, and has consistently captured the public’s imagination as essential TV viewing since it’s first series. We’ve been watching ‘Bake-Off’ avidly (well, some of us have), and inevitably we’ve been viewing it through a performance lens (which might seem odd but then again we’re a pretty strange bunch of people). Here are our top 3 insights on what Bake Off reinforces about performance:
We’re proud to work with some of the UK’s largest energy providers. One of the things we’ve observed is how hard these “traditional” businesses work to embrace the opportunities and challenges of the latest technology.
For example, over the last few years smart meters have been installed into approximately 1 million British homes. These gadgets engage customers with cause and effect on their energy usage using a simple and user-friendly gadget. This means about 1 million households in Britain can conduct ongoing research into how to better manage their energy consumption. Yes, much of the stuff you find out from these things is common sense, but the meters help engage people with doing the things they need to do to get the results they want – a more efficient home and lower energy bill. In effect, they help engage people with turning commonsense into common practice.