Do You Agree with these Top (5) Invaluable Behaviors of Top Performers?

COL Mikel J. Burroughs — Thu, 13 Aug 2015 16:31:03 -0400

Do You Agree with these Top (5) Invaluable Behaviors of Top Performers?

RP Members let me hear some feedback on these (5) invaluable behaviors that are associated with Top Performers. Do you agree with them or not? Do you think ones should be eliminated and something else added?

HERE IS THE ENTIRE ARTICLE - THE LINK DOESN'T WORK

By Patrick Leddin, Ph.D., PMP
Professor, Vanderbilt University

Over the past twenty years, I have been surrounded by many top performers:

Courageous fellow paratroopers in the U.S. Army
Amazing colleagues at both a global consulting firm and my own professional services agency
Outstanding leaders throughout the U.S., Canada, Europe, and Asia
Brilliant students at one of the nation's top universities
As I consider what makes many of them outstanding, I have come to the realization that they exhibit 5 invaluable behaviors.

I invite you to take a minute to review each behavior and consider the questions I offer.

1. Deliver Results; Don't Just Pleasantly Accomplish Activities

Top performers may be funny, personable, kind, considerate, or a variety of other wonderful attributes. However, above all, they deliver results.

I'm not saying that the above mentioned attributes aren't helpful. They are. They make working with someone much more enjoyable. But, when times are tough and expectations are high, leaders don't need a friend, they need a top performer who delivers the goods.

Consider yourself...

Is your reputation one as a person who delivers results?
Do you confuse activities with results?
When was the last time that you and your team failed to deliver as expected? What did you team learn from the situation?
2. Solve Problems; Don't Just Point Them Out

Top performers aren't afraid to jump in with both feet to help fix a problem. They don’t merely stand on the sidelines or complain about the complexities of work.

They don't seek glory or work to fix blame; they seek to solve problems and put steps in place to avoid future pitfalls. They are proactive problem solvers.

Consider yourself...

What problems exist within your team or organization that are going unaddressed? (Odds are you aren't the only one who sees them.)
What might you do today to begin to proactively addressing problems in your midst?
3. Learn New Stuff; Don't Just Be Comfortable

Top performers actively develop new skills. They put themselves into new situations, wade into uncharted waters, and willingly place themselves in uncomfortable positions.

Why would they do this?

Well, they recognize that investing time in learning new things makes them more valuable to the organization, more helpful to their teammates, and more marketable in future situations.

Consider yourself...

Would people consider you and your team members active learners?
What book are you currently reading? What skills are you honing?
When was the last time you taught a customer or employee something new?
4. Experience the Customer's World; Don't Just Observe It

Top performers understand and practice the concept of being in their customer's world. They care about the customer winning as much as the customer cares. They demonstrate an unmatched level of customer understanding that eludes their peers and competitors.

Consider yourself...

Who are the most important customers that you and your team serve?
What matters most to them?
What can you and your team do today to better help your customers win?
5. Provide Value That Is Not Easily Replaced; Don't Just Do the Job

Top performers are not irreplaceable, but they are not easily replaced. You can't simply hire another person with the same skills, experience, and education as a top performer, get him up-to-speed on his role, and not feel the loss.

Why?

Because a top performer makes a distinctive contribution. They add value over and above their job description.

Consider yourself...

How easy would it be to replace you and your team?
What can your team do to be more valuable to your customers? What can you do?
Final thought...

Am I suggesting that these are the only behaviors necessary?

No.

I am simply suggesting that they are key.

I wish you all the best as you work to become a top performer in your chosen endeavors!

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https://www.linkedin.com/pulse/5-invaluable-behaviors-top-performers-do-you-exhibit-patrick?trk=pulse-det-nav_art

Response by 1stSgt Private RallyPoint Member made Aug 13 at 2015 4:34 PM

1stSgt Private RallyPoint Member — Thu, 13 Aug 2015 16:34:01 -0400

Plainy put: Be an impact player. That is what it is all about.

Response by SGM Private RallyPoint Member made Aug 13 at 2015 4:34 PM

SGM Private RallyPoint Member — Thu, 13 Aug 2015 16:34:26 -0400

I'd expect that of regular Joes!
Steps for Success
Dan Coberly
Condensed from “Positive Public Affairs” c 1999
“The Greatest Leader I Never Knew” American Traveller c 1991

• Honesty is non-negotiable. Character counts. If you don’t stand for something, you’ll fall for anything.

• Be culturally aware. Seek first to understand. Effective leaders learn why people think and act as they do. Become a member of the crew, not the baggage train.

• Be situationally aware. Don’t confuse true leadership with a generic leadership role or title. The toughest view is the one near to you, altered by people and events.

• Shape fate. Lead by taking and inculcating a culture of responsibility for actions and inactions. Inspire others to exceed minimum standards. Find out what needs to be done and do it. Mentor and grow experts via opportunities.

• Know thy people. know thyself. Offer everyone a place at your table. Represent your people well and they will well represent you. Know and use the resources of your team matching skills to mission. Look in the mirror. Pull others up, don’t push them down. Disagree without disrespect.

• Be an Innovator. People adapt best to what they know best. Find ways to work smarter, not harder. Caretaker majorities may rule; Innovators and Undertakers affect outcomes. Innovators are responsible for 99.9% of all positive change. Take risks without being a loose cannon

• Constantly communicate. Share information, not just vision. Close the loop, vertically & horizontally. An action isn’t complete until you coordinate with anyone remotely affected by the action...or inaction. The outcome affects your image.

• Be objective. People are tribal, it’s in our DNA. Help tribes to form a nation. Act on facts, not opinions. Beware of agendas. Pass on your own bias or it will lead you to be unfair. Be firm but fair. Ensure justice, rewards. Effective leaders do not lack will, nor must they often impose will. Focus your kick-to pat ratio on pats so your kicks can be effective.

• Become trusted by trusting others. Mutual trust is the backbone of all good relationships. Trust creates full partners. Your position is a trust, on loan from others. Know when to lead, when to follow.

• Shun the perks. Real leaders unselfishly serve others. They do not expect to be served. Promotions are not for what you have done, but for what you are expected to do.

• Team Spirit trumps corporate politics.

Response by LTC Stephen F. made Aug 13 at 2015 4:37 PM

LTC Stephen F. — Thu, 13 Aug 2015 16:37:36 -0400

COL Mikel J. Burroughs I am working through each of the recommendations.
1. Deliver Results; Don't Just Pleasantly Accomplish Activities [Lead a group of service members to accomplish the mission. I am not sure pleasant activities is a good descriptor of military missions and objectives - excepting perhaps good old police call, no brass no ammo off the firing range, etc.] :-)

2. Solve Problems; Don't Just Point Them Out [Works well with groups, Leaders should not expect to solve all the problems - developing of teams requires drawing on the strengths of the members as well as developing the skills of each member and the team as a whole.]

3. Learn New Stuff; Don't Just Be Comfortable - [Applies corporately to military organizations. Most of what we need to learn has already been learned by others and we do best when we draw on the combined wisdom, knowledge and skills of those we work with and supervise.]

4. Experience the Customer's World; Don't Just Observe It [This applies well to combat service support organizations and others like DLA which provide materiel support or services to military "client" organizations.]

5. Provide Value That Is Not Easily Replaced; Don't Just Do the Job [One of the the principle difficulties in the military is that leaders and led rotate to other organizations. I have seen COHORT organizations that stayed together for a full tour and then the organization had to built up from scratch once again. The normal rotation means that units tend to keep key leaders and many of the led together for a year or so. It is important to keep lessons learned alive within the organization so that the good and bad lessons of the past can be repeated or avoided respectively in the future after all of the original members have left the organization]

Response by 1SG Private RallyPoint Member made Aug 13 at 2015 4:43 PM

1SG Private RallyPoint Member — Thu, 13 Aug 2015 16:43:33 -0400

Mentor those around you. Left, Right, Above, and Below- top performers find ways to operate effectively while sharing knowledge and shaping the organization's future success. Mentoring a new hire, or fresh face to your platoon, helps integration, reduces friction, builds cohesion, and ultimately ensures continued organizational success.

Response by CPT Private RallyPoint Member made Aug 13 at 2015 7:27 PM

CPT Private RallyPoint Member — Thu, 13 Aug 2015 19:27:51 -0400

COL Mikel J. Burroughs I agree! 1, 2, and 5 are my favorites!

Response by SFC Nikhil Kumra made Aug 14 at 2015 9:18 AM

SFC Nikhil Kumra — Fri, 14 Aug 2015 09:18:19 -0400

All 5 are great... One thing I don't see in a lot of these types of articles revolves around personal management - how does a leader manage their day? how do they plan for themselves? How do they keep themselves healthy? What kind of routine do they have? How do they balance life (a personal struggle of mine!)?

Response by COL Mikel J. Burroughs made Feb 20 at 2016 11:16 AM

COL Mikel J. Burroughs — Sat, 20 Feb 2016 11:16:54 -0500

HERE IS THE LINK:

https://www.linkedin.com/pulse/5-invaluable-behaviors-top-performers-do-you-exhibit-patrick?trk=pulse-det-nav_art