Breakthrough
|
"Productive insight; clear (often sudden)
understanding of a complex situation." Free Dictionary
Pop the bubble of conditioned
thinking and emerge into the creative realm of "no absolutes," continuous
change, uncertainty and unlimited possibilities.
Then, there can be innovation,
adaptation and optimal performance.
|
Performance & Open-minded Mindfulness:
|
Open-minded: questioning everything,
accepting diversity and uncertainty.
Mindful: consciously aware; concentrated.
Foundation for blending process, project,
engagement and knowledge management into a cohesive approach to optimize
performance.
|
This Newsletter
|
Our aim is to stimulate the kind of thinking, dialogue and understanding that leads to optimal performance.
Let us know what you
think. Email Breakthrough
|
|
Post Inauguration - Sustained
Optimal Performance By George Pitagorsky
Once the inauguration is over the focus of attention is on the hard work of achieving the goals and values set when we received the OK
to proceed. We aspire to optimal performance.
Performance aims to accomplish goals; to deliver the
results that motivated inauguration or initiation. Optimal performance seeks to do it as well as possible. As we perform, there may be a tendency to lose
focus and energy. Inertia has its
effect. The initially exciting work becomes
a chore. The honeymoon among the people
on the team ends; forming turns into storming and "norming" may turn into
boredom. People may sub-optimize their
part of the overall program as they lose track of the big picture; little
things get done really well but they don't fit together or satisfy
expectations.
Sustained optimal performance requires that we regularly reaffirm
the inauguration; changing goals, strategies and plans as the environment
changes and as we get feedback from our performance. We make sure
everyone is on the same page regarding goals, values and objectives. We pay attention to "energy". We need a
jolt every once in a while to overcome inertia.
In addition we need mini-initiations.
One for each task we begin. We
make sure each task gets off to the right start, that performers are "pumped
up" about doing it and that it is the right thing to do in the context of the
big picture. We can act as if we are
always at the beginning. Everything is
new, exciting, and meaningful.
"Energy" is a critical aspect of performance. Some may view this kind of energy as too
ethereal or subjective to address in a business context, but it is hard to ignore. Have you experienced
work situations that sap performers' energy? Have you experienced the let down that comes
when there is a transition from the initiation of a new effort or relationship into the
steady state of ongoing performance?
We
want full engagement. Tony Schwartz and
Jim Loehr, in "The Power of Full Engagement: Managing Energy, Not
Time, Is the Key to High Performance and Personal Renewal", say that
"to be fully engaged, we must be physically energized, emotionally
connected, mentally focused, and spiritually aligned with a purpose beyond our
self interest."
I interpret 'spiritually aligned' as
meaning consciously and compassionately aligned with a purpose beyond self
interest.
Of course, we need more than energy. We need an effective process
supported by appropriate tools and performed by people with the right
capabilities. We need the
transparency that enables critical analysis of the work and its results. We need to invest the time and effort
required to not only review our performance but to do something about it when
we find room for improvement.
We shift our perspective and
work with the real situation while working towards optimal performance.
In the end to get the results we
want, we need to go beyond the focus on process steps and deliverables to
address intrapersonal dynamics, interpersonal relationships and the subtle
"energy" that drives performance.
© 2009 Pitagorsky Consulting
|
|
Self Assessment Questions
Are you Performing Optimally?
Is Optimal Performance Achievable?
Is it Worth the Effort?
What does it Mean to Perform Optimally?
Look for answers in subsequent issues, or email your comments to info@pitagorskyconsulting.com
© 2009 Pitagorsky Consulting
|
Trust and Its Role in Performance By George Pitagorsky
Who and what can we trust in? Even our own eyes and ears can't be trusted
fully because what we see and hear is filtered through our perceptions,
conditioned by thinking style, mental models, prejudices, up-bringing, culture
and more. "We don't see things as they are. We see things as we are." Anais Nin.
Certainly, our trust in institutions and their leadership
has been tested. Just about everyone
from 1930's depression survivors to Gen-X and Y'ers are appalled by the lack of
effective leadership in government and business. With rare exception, leadership has lost its
ability to be trusted.
What does this loss of trust do to performance? How does it increase the risk of losing
knowledge and skill as valuable people leave or lose their enthusiasm? What can we do as individuals - whether leaders
or followers - to gain and keep the trust in our relationships?
Generally, trust is based on past performance or wishful
thinking. We can trust most people to do what they think is in their best
interest and the best interest of their family and close friends; their tribe.
Can we trust that
people will do what is best for wider communities, regions, countries, the world? History shows that
there are some big questions about that.
As individuals we can begin to trust ourselves. We can ascribe
to ethical principles and commit to doing no harm.
We can self-reflect and change the way we behave to more likely
accomplish our highest goals. We can realistically assess our situation and
make decisions and actions that serve our own needs and the needs of those
around us. We can become increasingly mindful of our thoughts,
feelings, physical sensations. As the Buddha said:
"The thought manifests as the word;
The word manifests as the deed;
The deed develops into habit;
And habit hardens into character.
So watch the thought and its ways with care, And let it
spring from love Born out of concern for all beings."
If we begin at the
individual level we can then build trust at the team or family level. From that
level we can influence the institution. When leaders and those they lead share
the basic principles and take long and short term views they will implement
effective processes, policies and procedures and these will drive performance
that engenders trust.
© 2009 Pitagorsky Consulting
|
|
|
|
|