What Is The Difference Between The Average And The High Performer?
A recent project revealed some interesting perspectives which we share with you below. We looked to profile a wide range of executives, both managers and senior specialists, across the whole performance spectrum and looked at six approaches they use to inform their work style.
The Average Mind-Set |
The High Performing Mind-Set |
|
Approach to data |
Spends little time analysing data |
Obsesses about the data that reveals cause and effect relationships |
Approach to learning |
Reactive, complacent |
Self directed, curious |
Approach to risk |
Takes little risk |
Takes risks, moves outside their comfort zone |
Approach to work |
Transactional, means to end |
Vocational, takes pleasure in the moment |
Approach to business relationships |
Driven by circumstance. |
Strategically informed. |
Approach to job security |
Connects their value to the job they hold |
Connects their value to their future employability |
As you can see the differences are quite marked. The High Performer (HP) has a very different perspective compared to the Average Performer (AP). Our summary came down to three major conclusions:
- The HP puts themselves at the centre of things. They are prepared to own their circumstances and then seek to influence them. The AP seems to be more controlled by their circumstances.
- The HP has an agenda, not simply to survive in the role but to achieve something more. We found this a more complex issue than simply calling it career ambition. Many HPs don’t seem to be overtly interested in that definition. It seemed to be more about wanting to transcend their environment in some way, to make it better, more productive, more enjoyable, more something; but never to just accept it. Changing not maintaining their environment was a key driver.
- The HP was more self confident about their ignorance and lack of understanding. The AP either tried to disguise it or to hold up their lack of knowing something as a badge of honour.
What is interesting, is when these differences are articulated, indentifying people by these approaches can become a predictor of performance as much as reflection.
If you would like to find our more about Structured Training’s work on developing high performers please contact:
Claudine McClean
T: 01789 734300
E: claudinem@structuredtraining.com
