Excellent article from Harvard Business Review on what coaches can do for you and your business.
Professional development takes three main forms:
Learning, Connecting, and Creating.
Depending on the phase of your career and your other goals for the year, you may want to prioritize one more than the others.
LEARN MORE IN THIS HARVARD BUSINESS REVIEW ARTICLE…
HBR Plan Your Professional Development for the Year 010716 (1)
Fascinating video about the power of the victory pose.
It’s a new brand world.
That cross-trainer you’re wearing — one look at the distinctive swoosh on the side tells everyone who’s got you branded. That coffee travel mug you’re carrying — ah, you’re a Starbucks woman! Your T-shirt with the distinctive Champion “C” on the sleeve, the blue jeans with the prominent Levi’s rivets, the watch with the hey-this-certifies-I-made-it icon on the face, your fountain pen with the maker’s symbol crafted into the end …
You’re branded, branded, branded, branded.
It’s time for me — and you — to take a lesson from the big brands, a lesson that’s true for anyone who’s interested in what it takes to stand out and prosper in the new world of work.
Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.
It’s that simple — and that hard. And that inescapable.
Behemoth companies may take turns buying each other or acquiring every hot startup that catches their eye — mergers in 1996 set records. Hollywood may be interested in only blockbusters and book publishers may want to put out only guaranteed best-sellers. But don’t be fooled by all the frenzy at the humongous end of the size spectrum.
The real action is at the other end: the main chance is becoming a free agent in an economy of free agents, looking to have the best season you can imagine in your field, looking to do your best work and chalk up a remarkable track record, and looking to establish your own micro equivalent of the Nike swoosh. Because if you do, you’ll not only reach out toward every opportunity within arm’s (or laptop’s) length, you’ll not only make a noteworthy contribution to your team’s success — you’ll also put yourself in a great bargaining position for next season’s free-agency market.
The good news — and it is largely good news — is that everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark.
Who understands this fundamental principle? The big companies do. They’ve come a long way in a short time: it was just over four years ago, April 2, 1993 to be precise, when Philip Morris cut the price of Marlboro cigarettes by 40 cents a pack. That was on a Friday. On Monday, the stock market value of packaged goods companies fell by $25 billion. Everybody agreed: brands were doomed.
Today brands are everything, and all kinds of products and services — from accounting firms to sneaker makers to restaurants — are figuring out how to transcend the narrow boundaries of their categories and become a brand surrounded by a Tommy Hilfiger-like buzz.
Who else understands it? Every single Web site sponsor. In fact, the Web makes the case for branding more directly than any packaged good or consumer product ever could. Here’s what the Web says: Anyone can have a Web site. And today, because anyone can … anyone does! So how do you know which sites are worth visiting, which sites to bookmark, which sites are worth going to more than once? The answer: branding. The sites you go back to are the sites you trust. They’re the sites where the brand name tells you that the visit will be worth your time — again and again. The brand is a promise of the value you’ll receive.
The same holds true for that other killer app of the Net — email. When everybody has email and anybody can send you email, how do you decide whose messages you’re going to read and respond to first — and whose you’re going to send to the trash unread? The answer: personal branding. The name of the email sender is every bit as important a brand — is a brand — as the name of the Web site you visit. It’s a promise of the value you’ll receive for the time you spend reading the message.
Nobody understands branding better than professional services firms. Look at McKinsey or Arthur Andersen for a model of the new rules of branding at the company and personal level. Almost every professional services firm works with the same business model. They have almost no hard assets — my guess is that most probably go so far as to rent or lease every tangible item they possibly can to keep from having to own anything. They have lots of soft assets — more conventionally known as people, preferably smart, motivated, talented people. And they have huge revenues — and astounding profits.
They also have a very clear culture of work and life. You’re hired, you report to work, you join a team — and you immediately start figuring out how to deliver value to the customer. Along the way, you learn stuff, develop your skills, hone your abilities, move from project to project. And if you’re really smart, you figure out how to distinguish yourself from all the other very smart people walking around with $1,500 suits, high-powered laptops, and well-polished resumes. Along the way, if you’re really smart, you figure out what it takes to create a distinctive role for yourself — you create a message and a strategy to promote the brand called You.
WHAT MAKES YOU DIFFERENT?
Start right now: as of this moment you’re going to think of yourself differently! You’re not an “employee” of General Motors, you’re not a “staffer” at General Mills, you’re not a “worker” at General Electric or a “human resource” at General Dynamics (ooops, it’s gone!). Forget the Generals! You don’t “belong to” any company for life, and your chief affiliation isn’t to any particular “function.” You’re not defined by your job title and you’re not confined by your job description.
Starting today you are a brand.
You’re every bit as much a brand as Nike, Coke, Pepsi, or the Body Shop. To start thinking like your own favorite brand manager, ask yourself the same question the brand managers at Nike, Coke, Pepsi, or the Body Shop ask themselves: What is it that my product or service does that makes it different? Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.
If your answer wouldn’t light up the eyes of a prospective client or command a vote of confidence from a satisfied past client, or — worst of all — if it doesn’t grab you, then you’ve got a big problem. It’s time to give some serious thought and even more serious effort to imagining and developing yourself as a brand.
Start by identifying the qualities or characteristics that make you distinctive from your competitors — or your colleagues. What have you done lately — this week — to make yourself stand out? What would your colleagues or your customers say is your greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?
Go back to the comparison between brand You and brand X — the approach the corporate biggies take to creating a brand. The standard model they use is feature-benefit: every feature they offer in their product or service yields an identifiable and distinguishable benefit for their customer or client. A dominant feature of Nordstrom department stores is the personalized service it lavishes on each and every customer. The customer benefit: a feeling of being accorded individualized attention — along with all of the choice of a large department store.
So what is the “feature-benefit model” that the brand called You offers? Do you deliver your work on time, every time? Your internal or external customer gets dependable, reliable service that meets its strategic needs. Do you anticipate and solve problems before they become crises? Your client saves money and headaches just by having you on the team. Do you always complete your projects within the allotted budget? I can’t name a single client of a professional services firm who doesn’t go ballistic at cost overruns.
Your next step is to cast aside all the usual descriptors that employees and workers depend on to locate themselves in the company structure. Forget your job title. Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value? Forget your job description. Ask yourself: What do I do that I am most proud of? Most of all, forget about the standard rungs of progression you’ve climbed in your career up to now. Burn that damnable “ladder” and ask yourself: What have I accomplished that I can unabashedly brag about? If you’re going to be a brand, you’ve got to become relentlessly focused on what you do that adds value, that you’re proud of, and most important, that you can shamelessly take credit for.
When you’ve done that, sit down and ask yourself one more question to define your brand: What do I want to be famous for? That’s right — famous for!
WHAT’S THE PITCH FOR YOU?
So it’s a cliché: don’t sell the steak, sell the sizzle. it’s also a principle that every corporate brand understands implicitly, from Omaha Steaks’s through-the-mail sales program to Wendy’s “we’re just regular folks” ad campaign. No matter how beefy your set of skills, no matter how tasty you’ve made that feature-benefit proposition, you still have to market the bejesus out of your brand — to customers, colleagues, and your virtual network of associates.
For most branding campaigns, the first step is visibility. If you’re General Motors, Ford, or Chrysler, that usually means a full flight of TV and print ads designed to get billions of “impressions” of your brand in front of the consuming public. If you’re brand You, you’ve got the same need for visibility — but no budget to buy it.
So how do you market brand You?
There’s literally no limit to the ways you can go about enhancing your profile. Try moonlighting! Sign up for an extra project inside your organization, just to introduce yourself to new colleagues and showcase your skills — or work on new ones. Or, if you can carve out the time, take on a freelance project that gets you in touch with a totally novel group of people. If you can get them singing your praises, they’ll help spread the word about what a remarkable contributor you are.
If those ideas don’t appeal, try teaching a class at a community college, in an adult education program, or in your own company. You get credit for being an expert, you increase your standing as a professional, and you increase the likelihood that people will come back to you with more requests and more opportunities to stand out from the crowd.
If you’re a better writer than you are a teacher, try contributing a column or an opinion piece to your local newspaper. And when I say local, I mean local. You don’t have to make the op-ed page of the New York Times to make the grade. Community newspapers, professional newsletters, even inhouse company publications have white space they need to fill. Once you get started, you’ve got a track record — and clips that you can use to snatch more chances.
And if you’re a better talker than you are teacher or writer, try to get yourself on a panel discussion at a conference or sign up to make a presentation at a workshop. Visibility has a funny way of multiplying; the hardest part is getting started. But a couple of good panel presentations can earn you a chance to give a “little” solo speech — and from there it’s just a few jumps to a major address at your industry’s annual convention.
The second important thing to remember about your personal visibility campaign is: it all matters. When you’re promoting brand You, everything you do — and everything you choose not to do — communicates the value and character of the brand. Everything from the way you handle phone conversations to the email messages you send to the way you conduct business in a meeting is part of the larger message you’re sending about your brand.
Partly it’s a matter of substance: what you have to say and how well you get it said. But it’s also a matter of style. On the Net, do your communications demonstrate a command of the technology? In meetings, do you keep your contributions short and to the point? It even gets down to the level of your brand You business card: Have you designed a cool-looking logo for your own card? Are you demonstrating an appreciation for design that shows you understand that packaging counts — a lot — in a crowded world?
The key to any personal branding campaign is “word-of-mouth marketing.” Your network of friends, colleagues, clients, and customers is the most important marketing vehicle you’ve got; what they say about you and your contributions is what the market will ultimately gauge as the value of your brand. So the big trick to building your brand is to find ways to nurture your network of colleagues — consciously.
WHAT’S THE REAL POWER OF YOU?
If you want to grow your brand, you’ve got to come to terms with power — your own. The key lesson: power is not a dirty word!
In fact, power for the most part is a badly misunderstood term and a badly misused capability. I’m talking about a different kind of power than we usually refer to. It’s not ladder power, as in who’s best at climbing over the adjacent bods. It’s not who’s-got-the-biggest-office-by-six-square-inches power or who’s-got-the-fanciest-title power.
It’s influence power.
It’s being known for making the most significant contribution in your particular area. It’s reputational power. If you were a scholar, you’d measure it by the number of times your publications get cited by other people. If you were a consultant, you’d measure it by the number of CEOs who’ve got your business card in their Rolodexes. (And better yet, the number who know your beeper number by heart.)
Getting and using power — intelligently, responsibly, and yes, powerfully — are essential skills for growing your brand. One of the things that attracts us to certain brands is the power they project. As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.
It’s the same in the workplace. There are power trips that are worth taking — and that you can take without appearing to be a self-absorbed, self-aggrandizing megalomaniacal jerk. You can do it in small, slow, and subtle ways. Is your team having a hard time organizing productive meetings? Volunteer to write the agenda for the next meeting. You’re contributing to the team, and you get to decide what’s on and off the agenda. When it’s time to write a post-project report, does everyone on your team head for the door? Beg for the chance to write the report — because the hand that holds the pen (or taps the keyboard) gets to write or at least shape the organization’s history.
Most important, remember that power is largely a matter of perception. If you want people to see you as a powerful brand, act like a credible leader. When you’re thinking like brand You, you don’t need org-chart authority to be a leader. The fact is you are a leader. You’re leading You!
One key to growing your power is to recognize the simple fact that we now live in a project world. Almost all work today is organized into bite-sized packets called projects. A project-based world is ideal for growing your brand: projects exist around deliverables, they create measurables, and they leave you with braggables. If you’re not spending at least 70% of your time working on projects, creating projects, or organizing your (apparently mundane) tasks into projects, you are sadly living in the past. Today you have to think, breathe, act, and work in projects.
Project World makes it easier for you to assess — and advertise — the strength of brand You. Once again, think like the giants do. Imagine yourself a brand manager at Procter & Gamble: When you look at your brand’s assets, what can you add to boost your power and felt presence? Would you be better off with a simple line extension — taking on a project that adds incrementally to your existing base of skills and accomplishments? Or would you be better off with a whole new product line? Is it time to move overseas for a couple of years, venturing outside your comfort zone (even taking a lateral move — damn the ladders), tackling something new and completely different?
Whatever you decide, you should look at your brand’s power as an exercise in new-look résumé; management — an exercise that you start by doing away once and for all with the word “résumé.” You don’t have an old-fashioned résumé anymore! You’ve got a marketing brochure for brand You. Instead of a static list of titles held and positions occupied, your marketing brochure brings to life the skills you’ve mastered, the projects you’ve delivered, the braggables you can take credit for. And like any good marketing brochure, yours needs constant updating to reflect the growth — breadth and depth — of brand You.
WHAT’S LOYALTY TO YOU?
Everyone is saying that loyalty is gone; loyalty is dead; loyalty is over. I think that’s a bunch of crap.
I think loyalty is much more important than it ever was in the past. A 40-year career with the same company once may have been called loyalty; from here it looks a lot like a work life with very few options, very few opportunities, and very little individual power. That’s what we used to call indentured servitude.
Today loyalty is the only thing that matters. But it isn’t blind loyalty to the company. It’s loyalty to your colleagues, loyalty to your team, loyalty to your project, loyalty to your customers, and loyalty to yourself. I see it as a much deeper sense of loyalty than mindless loyalty to the Company Z logo.
I know this may sound like selfishness. But being CEO of Me Inc. requires you to act selfishly — to grow yourself, to promote yourself, to get the market to reward yourself. Of course, the other side of the selfish coin is that any company you work for ought to applaud every single one of the efforts you make to develop yourself. After all, everything you do to grow Me Inc. is gravy for them: the projects you lead, the networks you develop, the customers you delight, the braggables you create generate credit for the firm. As long as you’re learning, growing, building relationships, and delivering great results, it’s good for you and it’s great for the company.
That win-win logic holds for as long as you happen to be at that particular company. Which is precisely where the age of free agency comes into play. If you’re treating your résumé as if it’s a marketing brochure, you’ve learned the first lesson of free agency. The second lesson is one that today’s professional athletes have all learned: you’ve got to check with the market on a regular basis to have a reliable read on your brand’s value. You don’t have to be looking for a job to go on a job interview. For that matter, you don’t even have to go on an actual job interview to get useful, important feedback.
The real question is: How is brand You doing? Put together your own “user’s group” — the personal brand You equivalent of a software review group. Ask for — insist on — honest, helpful feedback on your performance, your growth, your value. It’s the only way to know what you would be worth on the open market. It’s the only way to make sure that, when you declare your free agency, you’ll be in a strong bargaining position. It’s not disloyalty to “them”; it’s responsible brand management for brand You — which also generates credit for them.
WHAT’S THE FUTURE OF YOU?
It’s over. No more vertical. No more ladder. That’s not the way careers work anymore. Linearity is out. A career is now a checkerboard. Or even a maze. It’s full of moves that go sideways, forward, slide on the diagonal, even go backward when that makes sense. (It often does.) A career is a portfolio of projects that teach you new skills, gain you new expertise, develop new capabilities, grow your colleague set, and constantly reinvent you as a brand.
As you scope out the path your “career” will take, remember: the last thing you want to do is become a manager. Like “résumé,” “manager” is an obsolete term. It’s practically synonymous with “dead end job.” What you want is a steady diet of more interesting, more challenging, more provocative projects. When you look at the progression of a career constructed out of projects, directionality is not only hard to track — Which way is up? — but it’s also totally irrelevant.
Instead of making yourself a slave to the concept of a career ladder, reinvent yourself on a semiregular basis. Start by writing your own mission statement, to guide you as CEO of Me Inc. What turns you on? Learning something new? Gaining recognition for your skills as a technical wizard? Shepherding new ideas from concept to market? What’s your personal definition of success? Money? Power? Fame? Or doing what you love? However you answer these questions, search relentlessly for job or project opportunities that fit your mission statement. And review that mission statement every six months to make sure you still believe what you wrote.
No matter what you’re doing today, there are four things you’ve got to measure yourself against. First, you’ve got to be a great teammate and a supportive colleague. Second, you’ve got to be an exceptional expert at something that has real value. Third, you’ve got to be a broad-gauged visionary — a leader, a teacher, a farsighted “imagineer.” Fourth, you’ve got to be a businessperson — you’ve got to be obsessed with pragmatic outcomes.
It’s this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: Start today. Or else.
“Nothing is more motivating than progress. A consistent amount of minor successes produces more happiness than occasionally bagging an elephant.”
Did you know that a simple smile has a measurable effect on your overall well-being? Click the link to watch the inspiring Ted 2011 video by Ron Gutman. http://on.ted.com/Gutman
Two issues seem to be severely afflicting corporations today: how to survive gracefully in this uncongenial business environment and how to sustain leadership amidst growing competition, not to mention disenchanted customers.
Together, both problems account for CEOs’ truncated tenures, firings, and frequent successions.
CEOs need support for these issues from their core executive team, but today’s team is at best geared to deal with what’s happening today or in the near future, not what will happen in the distant future.
Here are three roles that every CEO should introduce to get the support they need:
Also known as the “Crystal Ball Gazer,” the CRO’s primary job is to reimagine issues, internal as well as external, and translate the abstracts into concrete actionables.
Your CRO should focus on identifying the organizational slack that needs picking up, reimagine how and where opportunities will manifest, how customer insights need to be captured, how business planning needs to change, how employees need to be engaged differently, and how risks need to be mitigated.
Through this endless list, the corporate way of thinking, doing, and learning needs to be reimagined.
The key responsibilities of CRO should be:
- Sensing behaviors and attitudes that are getting stale
- Observing patterns that are becoming outdated
- Identifying inefficiencies building in the system
- Picking up mindsets that are limiting and not expanding
- Capturing aura which is creating negativity
In essence, the CRO’s job is to craft strategic change agendas and draw the CEO and board’s attention to galvanizing powerful movements.
Prepare before you perish: Kodak, Research in Motion, and Nokia all ignored this powerful message and paid the price, either partially or completely.
These companies saw the writing on the wall, but they did not act proactively. Why? They could not embrace the paradigms on the horizon.
Identifying, tracking, and embracing new paradigms is a full-time job now, and the CEO or anyone else on his core team cannot do it single-handedly.
We need a Chief Paradigm Officer, whose primary job is to identify the emerging paradigms that can sweep organizations off their feet if ignored. He is essentially the CEO’s scout and must spot change, capture its essence, and alert the CEO to the potential dangers of overlooking them.
The key responsibilities of CPO should be:
- Intuiting the unexpressed or unimagined aspirations of customers, stakeholders, and employees
- Conjecturing the future extrapolations of emerging technologies, amidst vast array of industries and contexts
- Integrative thinking to capture the tacit interplay between the latent aspirations and emerging technologies
- Broad scanning of opportunities, challenges, and enablers that will bridge the gaps
- Influencing and building conviction on emerging paradigms through analytical as well as anecdotal thought process, a critical aspect as they will have to deal with the left brainers as well as right brainers in building convictions
The CPOs will envision the potential synergies, cross-pollinations of practices, and technologies across industries to create new business propositions.
Think of the conflict that the CEOs will have to face when the CROs are vying for their attention on how the organization needs to think, behave, and shape up. And on the other side the CPOs are trying to shift the CEO’s focus on the future for engendering response to the new paradigms.
This is breeding ground for paradoxes that consume significant bandwidth of top leadership. Most organizations will generally avoid such situations and will rather align with one over the other. But companies don’t really have the choice to land in a situation or avoid it. We are invariably led by market forces and changing contexts.
It is here that the CPXO comes in: it is her responsibility to balance the focus between reimagination and response to paradigms. Her job is to identify the exact paradox and articulate it in such a manner that the top leadership sees viable opportunities for growth rather than the distractions.
CPXOs can perfectly blend the perspectives of emerging paradigms and convert the paradoxes into opportunities for innovation. They need to create structures that can naturally apportion time, energy, and sponsorship of top leadership.
The key responsibilities of CPXOs should be:
- Identifying paradoxes and managing the battles of attention, resources and sponsorship
- Seeing a whole new range of possibilities that are relevant for current as well as future
- Surfacing potentially dormant conflicts, which can later become deep-rooted
- Unraveling contradictions and proactively ironing them out
These new roles are absolutely imperative to enable CEOs and boards to fight the war of competition and sustainability.
Such a federation can build a collective breath and holistic mindshare to embrace the paradigms and effectively deal with the paradoxes.
—Himanshu Saxena is Vice President and Head of Strategy Alignment, Balanced Scorecard and Business Coach at Tata Consultancy Services.
I received this article in the Center for Creative Leadership newsletter and find it a very practical perspective towards work/life balance.
Balance is a Faulty Metaphor
If Work/Life is a hot topic (or pressure point) for employees in your organization, resolve to change the conversation in 2015.
“Stop talking about balance,” says CCL’s Marian Ruderman. “Balance is a faulty metaphor, using a trade-off mentality to describe work and non-work time.”
“Our research suggests that boundaries are more important than balance — and give us a more dynamic, realistic and personalized image to work with,” Ruderman continues.
Many of us don’t feel balanced, and the idea of balance just isn’t helpful. We stress and struggle to live up to an image of doing it all and in just the right amounts. If we think about boundaries instead, more options open up — for individuals and for organizations.
People have different styles in how they manage the boundaries between work and non-work. CCL, in collaboration with Ellen Ernst Kossek, Ph.D., of Perdue University has developed a model of boundaries that combines behavioral preferences, with identity and a sense of control. This research has identified five work/life types, or behavioral preferences. Out of 4,418 people who completed CCL’s WorkLife Indicator, here’s what we’ve found about the way people prefer to behave in terms of boundaries.
- 42% are Separators, preferring to keep work and personal tasks and commitments separated with a clear boundary between the two. They tend to work during “business hours” and from a work location. Work stuff stays at work and home stuff stays at home. This is the more traditional style of working that has become challenged by a global business environment and technology that goes everywhere. An example of this style is the person who rarely, if ever, takes work with them on weekends or vacations. This person would also never schedule a family activity during work time.
- 24% are Integrators, blending work with personal tasks and commitments throughout the day. Their work life interrupts home life and vice versa. They move from business calls to running personal errands to taking care of someone; managing tasks anytime from anywhere. An example of this style is someone who takes a long lunch break to exercise, but then offsets it by working from home that night.
- 24% are Cyclers, switching back and forth between periods of integrating family and work followed by periods of intentionally separating them. An example of this style is a person who travels often or who has seasonal or project-driven work. Others may cycle around school schedules, custody agreements or other personal circumstances.
- 7% are Work Firsters, putting their work schedule first and protecting work time. They let work activities interrupt family time, but do not let family matters interrupt work. An example of this style is a parent who answers emails and makes work calls at sports events, family dinners and vacations — but rarely makes personal calls at work.
- 3% are Family Firsters, putting their family schedule first. They allow work to be interrupted by family needs, but protect their family time from work interruptions. An example of this style is a parent who rearranges work to care for a sick child or elderly relative — but rarely gives up family time for work.
Ideally, jobs and life circumstances match a person’s preferred way to set boundaries. The work/life juggle may still be hectic, but it will be more satisfying and productive. That’s because the more control a person has over where, how and when they work and how they manage other responsibilities, the easier it is for them to fit the different pieces of life together. Boundary control is another factor we measure with the WorkLife Indicator, and our database of 4,418 shows:
- 52% have High Boundary Control. They decide when to focus on work, when to focus on family, or when to blend the two. For example; they may decide to stay late at the office to finish a large project. Or, they might decide to attend a school event on a weekday morning and arrive at the office mid-day. Individuals with high boundary control feel they have the authority and ability to make these decisions and to manage any resulting trade-offs.
- 12% have Mid-level Boundary Control. They sometimes decide when to focus on work, when to focus on family or when to blend the two, but there are times when they feel they have no choice. For example, they can sometimes focus their attention and time on family matters during work hours, but there are times they would like to use another approach but cannot. They may want to separate or integrate more than they are able to. As a result, they often try to limit the amount of times they “cash in this chip.”
- 36% have Low Boundary Control. They do not decide when they focus on work, when they focus on family or when they blend the two. In most cases, these limitations are established by the type of job they have, their personal circumstances or both.
High achievers are ambitious, goal-focused, self-disciplined individuals, who are driven by a strong personal desire to accomplish meaningful, important goals.
According to David McClelland’s Human Motivation Theory , there are three main motivators that determine who we are: the needs for achievement, affiliation and power. With high achievers, the dominant driver is the need for achievement.
There are several ways to spot the high achievers on your team:
- They take charge easily and display natural leadership qualities – often helping fellow team members achieve their goals.
- They have strong long-term focus and self-discipline . High achievers like to set a goal, and then work persistently towards it until it has been completed.
- High achievers frequently have an internal locus of control . They believe that they, and they alone, are responsible for where they’ll end up in life.
- They like to be the “go to” person in their team, company or industry, and are willing to put in the effort needed to develop their expertise – often pursuing professional development on their own.
- High achievers typically have a positive mind-set. They see challenging projects as opportunities, not threats. Their positive outlook helps them overcome setbacks and stick with a task until it’s complete.
In short, they’re great! However, managing this type of person can sometimes be challenging.
For example, high achievers can be perfectionists . In some cases, their desire to complete a task to perfection can actually limit productivity. They may also find it difficult to ask for assistance when they need it, and they are often reluctant todelegate tasks (believing that no one can do them as well as they can).
Some high achievers worry that others will feel intimidated by their success, or will have unrealistic expectations of what they can achieve. Other high achievers can worry that they can’t live up to their reputation forever, and can start to avoid projects whose success is uncertain. As a result, these people can come to favor the routine and familiar over challenge and personal growth, which can result in their career growth reaching a plateau.
Other high achievers may be intensely competitive – some competitive spirit can drive a team to greater heights, but too much competition can cause stress and harm group morale.
(To read the full article about High-Achievers, visit MindTools here )