"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.
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.
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.
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.
