Success
Achieving Peak Performance By Eric Vermeulen
When it comes to peak performance , be it in the workplace or your sport , here are a few things to strive for or build into your planning and strategy .
Focus on the Right Things
Results don ’ t come from focusing on results . As counterintuitive as this may seem , you don ’ t achieve great results by obsessing over results themselves . The key to breakthrough performance lies in cultivating the right habits and behaviours that naturally lead to those outcomes .
Too often , leaders fixate on lagging indicators – sales figures , market share , profitability . But these are merely the end products of countless small actions and decisions made day after day . To drive real change , we must shift our attention upstream to the inputs that shape those outputs .
Consider the case of Alcoa under Paul O ’ Neill ’ s leadership in the late 1980s . When O ’ Neill took over as CEO , he didn ’ t set ambitious financial targets . Instead , he zeroed in on one critical behaviour : Workplace safety . By relentlessly focusing on reducing workplace accidents , O ’ Neill catalysed a cultural transformation that ultimately quintupled the company ’ s income .
This principle applies equally to personal development . In a landmark study at University College London , researchers found that it takes an average of 66 days to form a new habit . Participants who consistently performed small daily actions eventually automated those behaviours , leading to sustainable long-term changes .
The lesson ? Stop fixating on the scoreboard and start optimising your practice . Identify the key habits and behaviours that drive success in your domain , then design systems and environments that make those behaviours inevitable . And remember , excellence is not an act , but a habit .
Champion vs Victim Mindset
In the high-stakes arenas of both business and sport , the difference between success and failure often comes down to one crucial factor : Mindset . Those who consistently achieve peak performance embody what I call the “ champion mentality ,” while underperformers often fall into the trap of a “ victim mentality .”
Champions stay positive in the face of adversity , while victims complain about their circumstances . When challenges arise , champions take responsibility for their actions and outcomes . Victims , on the other hand , are quick to blame others for their shortcomings . The true mark of a champion is their ability to find solutions . They view obstacles as opportunities for growth and innovation . Victims , however , make excuses and see barriers as insurmountable .
Perhaps most importantly , champions have the humility to admit their faults . They recognise that acknowledging weaknesses is the first step toward improvement . Those with a victim mentality never think it ’ s their fault , stunting their growth and potential . Lastly , champions actively seek feedback , understanding that constructive criticism is a valuable tool for refining their skills and strategies . Victims shy away from feedback , fearing judgment and missing out on crucial insights .
Whether you ’ re an athlete preparing for competition or a business leader navigating market challenges , cultivating a champion mentality is key to achieving and maintaining peak performance . So , ask yourself : Which mentality do you embody ? Are you embracing the mindset of a champion or falling into the trap of victimhood ? The choice is yours . Choose wisely , for it may well determine your success .
Collaboration over IQ
As a behavioural strategist and culture expert , I ’ ve observed that great teams don ’ t necessarily have the highest individual IQs . Their success stems from how they work together , and recent behavioural research supports this observation , and highlights the secret of high-performing teams .
A groundbreaking study by Woolley et al ( 2010 ) introduced the concept of “ collective intelligence ” – a team ’ s ability to perform well across various tasks – and surprisingly , this wasn ’ t correlated with the average or maximum individual intelligence of team members , but was instead linked to several other factors :
• Social sensitivity : Team members ’ ability to read non-verbal cues and emotions .
• Equal participation : No single member dominating conversations .
• Diversity : Particularly gender diversity , which correlated with higher social sensitivity .
Furthermore , Google ’ s Project Aristotle ( 2012-2015 ) found that psychological safety – the belief that one can speak up without fear of retribution – was the most critical factor in team effectiveness . These findings suggest that great teams succeed not because they ’ re smarter , but because they collaborate more effectively . They create environments where :
• All voices are heard and valued .
• Members feel safe to take risks and be vulnerable .
• Diverse perspectives are actively sought and integrated .
As leaders , our focus should shift from assembling the ‘ smartest ’ individuals , to fostering these collaborative behaviours . By doing so , we can unlock our teams ’ true potential and achieve collective intelligence that surpasses individual brilliance .
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ISSUE 174 | www . modernathlete . co . za |
Erik Vermeulen is a behavioural strategist focusing on employee engagement strategies , combining employee and customer engagement with his endurance endeavours in running , cycling , adventure sports , expedition races and mountaineering . This unique blend of knowledge and experience makes him a sought after coach and motivational speaker . More at https :// ridgelineza . com . |
Images : iStockPhoto & Pexels |