The New Rules For High Performance
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The New Rules For High Performance
The old rules for productivity, performance, and success don’t work anymore. The world is changing too fast, jobs and careers aren’t safe, and established businesses are being disrupted by nimble start-ups. Accept our fast-paced, chaotic world, and learn to work with it rather than against it.
This short quiz will help you assess whether your team is a high-performance team that’s ready for the future.
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We’re clear about the real problems we solve for customers
For example, a fast-food restaurant might be providing a quick take-away meal to satisfy hunger, but a fine dining restaurant is providing an entertainment experience as well as food and drink.
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We do important work in short, clearly-defined projects
For example, when the South Australian government approached seniors for their input into government-assisted housing, to prevent the process being mired in bureaucracy,they designed it as a fixed, 90-day project.
Rarely/Never
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We launch projects fast, even without a perfect plan
For example, many technology companies launch ’beta’ versions of their software fast – fully expecting to be flooded with customer requests for changes, fixes, and enhancements.
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We start projects by looking for “quick wins” that build momentum
For example, when looking through a list of customer requests, you might find a few that many customers ask for and are relatively easy to address. Even if these aren’t the most important, doing them first is a quick win.
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We have a compelling vision, so it’s easier to deal with difficult times
When everybody is pulling in the same direction because they want to make a difference in the world, it’s easier for them to deal with obstacles, challenges, mis-steps, and mistakes. When you don’t have that vision, even small obstacles can derail you.
Rarely/Never
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We don’t over-resource our projects
Parkinson’s Law says work expands to fill the time allotted for its completion. The same applies to other resources (like money and headcount). Having a lot of resources sounds good, but it often gets in the way of actually getting things done.
Rarely/Never
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We are good at managing email, meetings, interruptions, and distractions
For example, as a result of COVID-19 lockdowns, many organisations now operate hybrid teams. Some have learned how to use these to increase productivity, while others are less productive because people interrupt their “remote” colleagues even more.
Rarely/Never
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Leaders and managers clear the path for their team members to achieve outcomes
Good leaders and managers work with their team members on tasks and projects. Some things MUST be done by the manager (at least this time) because the team member doesn’t have the authority or time to do them.
Rarely/Never
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We build habits that create automatic actions towards our goals
For example, if you want “innovative thinking” to be a habit, you could start every team meeting asking team members for some interesting things they have seen recently.
Rarely/Never
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We have flexible/hybrid teams and offer flexible working conditions
Many employees who experienced flexible work (working from home) for the first time due to COVID-19 now want it to continue forever. Importantly, they also want workplaces that don’t penalise team members who choose not to work full-time in the office.
Rarely/Never
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We make decisions based on evidence, not personality or positional authority
Many leaders and managers use their power to dominate meetings, and many team members abdicate their responsibility. Jeffrey Puritt, President and CEO of TELUS International, calls this the ‘Jeff Said’ game, where employees would justify decisions because ‘Jeff said so’, not because they were appropriate.
Rarely/Never
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We act fast on feedback, and “fail” a project if necessary
For example, at Google’s parent company Alphabet, the ‘moonshot factory’ called X launches audacious and ambitious projects to change the world. To encourage employees to aim big, X allows, embraces, and even rewards failure.
Rarely/Never
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We respect and encourage diverse and contrary opinions and voices
For example, the Emerging Leaders in Governance program trains diverse groups of people – such as young people, LGBTQI+ people, and women – to take on board positions.
Rarely/Never
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We’re good at pushing through obstacles
For example, one study of US high-school students found that students of Asian backgrounds weren’t “smarter” than others; they were simply taught to “just keep trying harder” to succeed.
Rarely/Never
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We realistically assess how our world could change, and create contingency plans to deal with it
For example, as the world was coming out of the worst of the COVID-19 pandemic, many events were planned to be run in person, but with the option to shift to hybid or fully online events if necessary.
Rarely/Never
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Everybody engages in ongoing learning (in their own way)
For example, some people prefer online courses, others like in-person workshops, others prefer to “shadow” somebody in their role, and so on.
Rarely/Never
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Leaders and managers actively seek ways to help team members build good judgement
For example, as much as you want to shield your people from things outside their regular work, it can be useful to expose them to things “above their pay grade” so they gain higher-level insights.
Rarely/Never
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We encourage people to make judgement calls, and support them when they do
For example, David Marquet, commander of the US Navy’s nuclear submarine “Santa Fe”, was horrified to discover his crew would blindly follow his orders, even if it was obviously wrong. He spent a year working on the team culture so they could feel confident making good judgement calls.
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We identify emerging leaders and fast-track their leadership
For example, early in the COVID-19 pandemic, many “ordinary people” stepped up as leaders. But you don’t have to wait for a pandemic!
Rarely/Never
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When I see something new, I “lean in” to learn more rather than “switch off”
For example, instead of asking more junior people to switch off their distracting technology so they can focus, lean in and learn from them.
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Your Results
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The total score is out of 40, broken down into these four areas (each has a score out of 10).
1. FOCUS
From all the external noise and internal chaos, choose what matters most for taking action first.
2. FLOW
We can’t shut the door on the world, so learn to operate in flow despite uncertainty and chaos.
3. FLEX
Move confidently in your chosen direction, but be flexible enough to change course when circumstances change.
4. FLY
High performance isn’t static. Invest in continuous improvement, growth, and proactive leadership to continue to thrive.
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