How do you describe peak performance? Most people describe peak performance as being challenged, engaged, optimistic, confident, focused, and calm. Why then do we let negative emotions such as anger, fear, resentment, frustration and sadness drain our energy? Over time these feelings are toxic, impact our productivity, affect our emotional state, and can lead to a downward spiral of negativity. Not a pretty picture, is it? 

How then, in an ever changing environment, full of stress, pressure, and chaos, can leaders (corporate athletes) seek to sustain high levels of performance? Research has shown that maintaining a sustained level of high achievement requires emotional, spiritual, and physical strength, together with well developed intellectual capabilities.

What are the macro-environment trends that affect an organization's ability to attract and retain top performers?

In researching this topic for my Oct. 1st Conference Board of Canada HR Summit West 2012 presentation on "Retaining and Engaging Top Performers," I identified the following trends: technology growth, demographic changes, multiple generations in the workforce, workforce mobility, global talent, diversity, and increased focus on social responsibility.

Let's start with exponential technology growth. Instant communication with the use of texting, social networks, cell phones, and email create the expectation of instant response. When we used to get frustrated when people didn't respond to us within a few days, now we're frustrated when we don't get a response within a few minutes. In addition, Cloud systems are replacing traditional IT systems and infrastructure which makes it easy to access data and information, 24/7, from any location. No need to work...

 

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What do you get when you have a mother, father, son, son-in-law, daughter, the ex-mother-in-law, and a first cousin all working together and spending the majority of their days interacting with each other? It's called a family in business or a family business.

 If you think that a successful two person relationship is complex and requires work, then try..

 

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At a recent breakfast, CEOs were asked the question: "Why do CEOs succeed or fail?" The answers validated many of the things that are typically identified as critical to success but are still noteworthy. Themes centered on having a vision, strategy, 3 to 5 year plan, creating buy-in to  those strategies and plans, and a relentless focus on execution.

The company's vision needs to be clearly articulated in terms that resonate first with the Board, then the company's employees and its shareholders. The CEO requires a mandate to achieve the vision,
supported by strategies and plans to support vision achievement...

 

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