the heart of high performance

"The Priory Group, the psychiatric hospital chain best known for detoxing celebrities, is turning its attention to the City with an advertising campaign aimed at over-indulging professionals in financial services."

So began the article in the Financial Times on 5 April 2005.

The article went on to explain that the stress from having to operate consistently in peak performance mode is inducing such high levels of stress that these professionals are turning to alcohol and drugs for support.

As I see it, the use of alcohol and/or drugs is purely a symptom of stress, which in itself is also a symptom that reflects that the individual is either working in an environment that does not allow them to work with their natural strengths, or they are working within an environment that is based on blame or fear. Often, it is a combination of both.

We live in a society where, as we are growing up, we learn that we need to prove ourselves, and our worth. Over time, we become afraid of making mistakes. And when mistakes are made – after all, that is how we learn – we often suffer the repercussions. We fear for our jobs, and/or our reputation.

Yet, studies have shown, and continue to show, time after time, that when we are allowed to make mistakes and learn from them, when we operate in a culture free from blame, and when we work with our natural strengths, we feel freer and easier. And this, in turn, enables us to operate free of stress and to generate extraordinary results.

But we don’t need research to tell us that. We only have to observe how young children behave. They exhibit high levels of learning and performance when they are interested in what is before them, feel enthused and safe.

Conversely, if they are not interested in the subject, you just can’t keep their attention for long enough. And if they feel afraid, they can simply freeze.

This means that if, as a leader, you want to bring out the best from your people, and you want the best results your organisation could ever deliver, create an environment that enables people to feel passionate, good and safe about what they do.

Put simply, people want to know how much they count. They want to enjoy what they do. They want to know that they make a difference and to be allowed to do so; they want to be valued, to trust and be trusted. When people feel this way, they consistently exhibit positive emotions.

Positive emotions are at the very heart of high performance.

How do the people in your organisation feel on an average day? If they are tired from overly long hours at work, if they feel a lack of trust in their co-workers or management, if they are working against their grain, if they are not allowed to speak up and express themselves, if they are operating in a culture of blame, how likely are they to consistently feel positive emotion?

The best judge of that is you. If you genuinely feel a high level of enjoyment, trust and belief in yourself, your people and your each and every day, then it is likely that you are creating an environment conducive to high performance. And if you happen not to be, you might begin by firstly asking yourself and then your people for what is missing... and then be open – truly open - to listening at a deep level for the answers.

Action Points

Download the Emotions Checklist and gauge your average week at work. You may also want to try this with your teams as well.

Quote

"If your success is not on your own terms, if it looks good to the world but does not feel good in your heart, it is not success at all." - Anna Quindlen

"Brains, like hearts, go where they are appreciated." - Robert S. McNamara

"Outstanding leaders appeal to the hearts of their followers - not their minds." - Author Unknown

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