I seek a legacy of elite performance, in an environment of volatility, uncertainty, complexity and ambiguity (VUCA).
I have learnt that the counter to VUCA is Vision, Understanding, Clarity and Agility.
I know that the root human causes of all our challenges are fear, habits and ignorance.
I know that their remedies are courage, better practice and continuous learning.
My truth about elite performance is:
My Mindset
- I know that my elite performance is more dependent upon my attitude than my skills.
- When I choose elite performance it means I have absolute clarity about my goal, and that my goal is vital.
- I have absolute belief that upon its choosing, my goal has already been achieved.
- I make decisions, take actions and create structures that can only lead to goal achievement, from the outset, not as an outcome.
- I am agile in changing course to overcome obstacles.
- I never give up.
- I cannot do it alone and harness respectfully those who can assist.
- I choose them on their capability and willingness to join me in elite performance.
- I do not let my emotions run the show, but alert me to what I need to pay attention to, about how I’m thinking.
My Responsibility
- I choose to perform at an elite level.
- I practise long and hard at the skills required, and they combine operational skill and people skill.
- I forgo some desirable aspects of my life that interfere with that performance.
- I forgo my ego.
- I choose to be elite in specific areas, rather than be merely high performing.
- Sustaining continuous elite performance is not realistic.
- Nothing deters me from delivering elite performance when either required, desired or otherwise chosen by me, and most often in partnership with others.
- Despite the above I can always improve in my field of endeavour.
- I am solely responsible for my part in the outcome.
Realities I’ve Experienced
- Elite performance is not possible if the shared agreed values aren’t being lived.
- My organisation’s vision and goals must be an expression of our shared values.
- If I desire the organisation to be high performing, then I and my leadership team need to be elite performers when strategically and tactically important.
- That means I must know what elite performance means, when and how to deliver it, when to be merely high performing and when to be merely compliant.
- We, the leadership team, need to be high performers as the norm.
- We, as a leadership team and an organisation must train adequately to sustain these standards.
- Most leaders and organisations fail to train adequately, and I will never be a party to that.
What do you think about this?
