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            [post_content] => The IMI People Strategy Network kicked off a series of in-person events, due to take place throughout 2023. The series represents the return to in-person events, after a pivot to virtual during the pandemic.

This year’s first speaker was Ade McCormack, a former technologist, with a background in astrophysics and software engineering, who today advises leaders on transformational matters.

Ade started off by talking about disruption. It’s a buzzword that has certainly gained a lot of traction in recent years, but what does the word “disruption” actually mean? Firstly, it’s all about challenging the status quo.

Covid definitely shook things up, sometimes in a positive way. But while the majority of leaders most likely think they’ve responded well, that’s not the case at all. As soon as we got back to a relatively steady state, we could see leaders and organisations slip back into their old habits. This has even been evident in organisations that we look to as cutting edge, for example those which have begun to force staff back into the office. But the truth is that there is no “new normal”. From here on out, our lives will be characterised by large amounts of disruption.

In fact, humans are not particularly wired for this modern world. We’re wired to live in tribes, and in situations that cause short bursts of anxiety (like a life or death situation), not chronic anxiety like we tend to experience in the working world.

Ade moved on to talking a bit about how organisations haven’t really progressed from the factory model that worked well during the industrial revolution. The factory model is about rigid processes – something goes in at one end and comes out at another, after being processed in some way. Efficiency is very important here, but efficiency stifles innovation!

Humans are used as tech placeholders in the factory model – people are cogs in the machine, needed to perform a specific task. When it comes to technology, today is the fastest day we’ve ever experienced, and the slowest day we will ever experience. So, in a world full of disruption, it’s not enough to simply sprinkle your organisation with “tech pixie dust” and hope that technology will save you. The new definition of talent is doing something a robot or algorithm can’t, which is of value to the market. Our ability to be creative, bring diverse things together, and pick up on weak signals in small data sets is what set humans apart.

The industrial era was about creating synthetic certainty. While this may have been good for the factories and the government, but it wasn’t necessarily good for the citizens. Thanks to disruption, the world has shifted from the state of synthetic certainty to a new state of hyper uncertainty. Whereas in synthetic certainty, past successes were indicative of future successes, this is no longer the case.

How has industrial era shaped our lives, and how might that change with further disruption? The most obvious answer to this is that the Monday to Friday, 9am – 5pm model might erode fully. Already, younger generations are working more flexible hours, which don’t adhere to this. The next is the commute to work, and the need to be in a big city to get the job you want. Remote working can facilitate employees from a much wider geographic range, and cut out the commute all together.

The factory model is dystopian, and no longer effective. But Covid has shaken us up from our slumber, and we can now think about exactly what the role of humans in an organisation should be. Our strength lies in the fact that we have creativity and the ability to perform tasks that AI and other technology just can’t do.

In summary, we need to get to a model where leadership is contextual. Think of a football match – the captains don’t run next to each player, telling them what to do next. In the moment, the player closest to the ball acts as the captain. As we enter this new, post-strategic planning world, getting through each day is the primary job.

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IMI Corporate members can enjoy access to webinars, in-person events and other benefits. You can find out more about Corporate Membership here.

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            [post_content] => We’ve all heard the saying, “Do what you love, and you’ll never work a day in your life.” Yet a recent Gallup study shows that many people are, in fact, not loving their work and are miserable in their jobs, with only 21% of employees engaged at work and 33% thriving in their overall well-being globally. Individually and as a society, we seem to have lost our hope for the future. People want to succeed, but the path to achievement is murky. No one wakes up aiming to be average, but all the messages we receive, consciously and unconsciously, appear to push us to that undistinguishable level.

For nearly a decade, I’ve interviewed scores of high achievers, from astronauts to Olympic gold medalists to Nobel Prize winners, for my book The Success Factor. What was revealing is that irrespective of their industry, all high achievers had four things in common, and any of us can customize them to our own lifestyle, not by copying their habits but by emulating their mindsets.

1) Tap into your intrinsic motivation.

Why did you enter your chosen profession? Getting to the “why” behind your career choice is critical, as it will help you get in touch with your deepest motivations, block out distractions, and potentially adjust (or reengage) with your current path.

For instance, Dr. Anthony Fauci, the director of the NIH’s National Institute of Allergy and Infectious Diseases, is motivated by helping others. When I asked how he selects which problems to focus on, he told me that he picks problems that he feels are important, not just interesting. This sentiment was repeated by many of the people I spoke with — they focused on doing work that would make an impact beyond themselves. For the highest achievers, it’s not about the medals, rewards, bonuses, or promotions.

What you can do:

To tap into your intrinsic motivation, ask yourself: What fuels my curiosity? Is it aligned with what fuels my work? If you’re focused only on external factors (like rewards), you’re likely on the path to burnout.

I recommend creating a passion audit, which will help you differentiate between what you are good at versus what you are not, and what you enjoy doing versus where you procrastinate. Look for themes and see how you can embed some of your more passionate tasks into your career.

2) Get comfortable with failure.

Dr. Peggy Whitson is a biochemist who worked at NASA. She always dreamed of becoming an astronaut but was met with repeated hurdles. For a full decade, she applied to be an astronaut but was repeatedly rejected. She didn’t quit after the first, second, or even third rejection. Every time she faced a hurdle, she asked herself, “What strategy have I not thought of yet?” She leveraged what she learned working at NASA to be more competitive as an astronaut applicant, and even went on to become the first female commander of the international space station, and ultimately became NASA’s chief astronaut.

Some people fear failing, while others fear succeeding. High achievers fear “not trying” more than they fear failing. For them, it’s not a question of if they can overcome a challenge; the focus is always on how they can. They consider alternative strategies and work fiercely to control what they can control, and ignore distractions.

What you can do:

To achieve a similar focus, consider this two-step approach. Learn to leverage your cognitive hours, those when you are most able to concentrate, and spend that time on your deep focus work, not passive tasks such as responding to emails or scheduling Zoom meetings, which you can do when you are more sluggish.

Second, consider productivity sprints using the time management Pomodoro method, which has you working and taking scheduled breaks on a predictable cycle. If the work you’re engaged in during this time isn’t bringing you closer to your goal, or giving you the results you want, don’t stop trying or lose focus. Instead, us the time to brainstorm a different approach.

3) Reinforce your foundation.

The week the Nobel Prizes are announced, social media is in a frenzy showing the newly minted award winners going about their usual routine of teaching or writing grants in between press interviews. Despite all of their accolades, high achievers never rest on their laurels. Even if they’ve done a task or routine countless times, they still work on the basic skills foundational to their current — and future — success. It’s why NBA champion Kobe Bryant was famous for practicing the same warm-up routines you’d see in any junior high school gym.

In the military, people are told to “train hard, fight easy.” It’s also the strategy marathon runners use when they train in high altitudes so that running the race in normal conditions feels easier.

What you can do:

Consider the “must-have” skills of your profession and imagine how you can brush up on them or learn to build on them. Instead of letting them get rusty, think about what it would take for you to get to the point where they are so effortless that you can rely on muscle memory to lead you under stress. Do you need more practice? Do you need to practice under challenging conditions? Both strategies will sharpen your abilities.

4) Become a lifelong learner.

The high achievers I spoke with are continuously open to learning, although it is rarely in the classroom. Discussions with mentors, colleagues, peers, and mentees, coupled with reading, observing others, watching videos, and listening to podcasts, all inform their deep reservoir of knowledge.

Christopher Wadell, for instance, grew up as an able-bodied skier until an accident one day left him without use of his lower body. He wanted to return to the slopes and first learned this was possible years earlier when he watched a cancer survivor with one leg on a monoski. That memory was embedded in his mind, and it pushed him to learn to ski in this new way. Today, Christopher Wadell is a decorated Paralympian. He’s won 13 medals, five of them gold.

What you can do:

To increase your knowledge base, which can lead to making connections others don’t yet see, immerse yourself with interesting people and open your mind up to new ideas. Surround yourself with a team of mentors who can offer you challenges and scaffolding to try new things. Consume new ideas in a platform of your choosing — reading books and articles, watching webinars, taking LinkedIn Learning courses, or listening to engaging conversations and interviews.

 

People want to succeed, but there is a lack of understanding and discussion on how to achieve more, and more importantly, be motivated to do it. By learning the lessons from some of the most accomplished people of our generation, we can make average our beginning, not our end goal.

 

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IMI Members can sign up to attend our in-person event, The Success Factor: Developing the Mindset and Skill set for Peak Performance with Ruth Gotian,  taking place on 22nd February in Dublin and 23rd February in Cork.

Non-Members can purchase tickets here for Dublin and Cork. Places are limited.
            [post_title] => 4 Things High Achievers Do Differently: Dr Ruth Gotian
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James Hewitt

James Hewitt

23rd Feb 2023

Related Articles

Event Insights: Talent Management in an Increasingly Unpredictable World
4 Things High Achievers Do Differently: Dr Ruth Gotian

Knowledge Work is an Endurance Activity: James Hewitt

Have you ever thought about planning your effort, and the type and timing of your cognitive activities, to optimise your wellbeing and performance? As life expectancy increases, and retirement age is delayed, maintaining and even enhancing performance over the long-haul, is becoming increasingly important in knowledge work. We need to start considering our rhythms of work, rest, and peak performance, and develop a plan for cognitive endurance.

15 years ago, I returned to the UK, to study sports science and eventually set up my own coaching business, primarily working with amateur cyclists. Many of my clients had very demanding jobs in London, where my business was based. In the small amount of spare-time they had outside their work as solicitors, architects, management consultants and finance professionals, they trained for very challenging cycling events.

I diligently created their cycling training sessions, but soon realised that I knew very little about their work days, despite the fact that the stress and load they were accumulating during the 12+ hours in the office seemed to be having a significant impact on their cycling performance.
I became curious about what was going on in their work day, which was the genesis of my fascination with knowledge work.

We will live & work for longer than ever

Maintaining and even enhancing performance over the long-haul is becoming increasingly important in knowledge work, but we rarely consider variations and rhythms in the volume and intensity of cognitive effort.

Global life expectancy has doubled since 1900 and retirement age is increasingly delayed. As working life extends, employees need to find ways to maximise health-span; the functional and disease-free period of life, but the requirement to work for longer is not the only pressure. In most jobs, 30% of the work could already be automated.

Remaining human roles will put a greater emphasis on sophisticated and effective cognitive functioning. These shifts should encourage us to be more proactive about maintaining our health and enhancing our cognitive performance.

Preliminary analysis of data from a recent study, in which I gathered over 1000 observations of knowledge worker health behaviours and cognitive performance, suggests that wellbeing, including adequate sleep, managing stress and positive mood, are some of the most significant drivers of cognitive performance.

A plan for cognitive endurance

We need a framework to plan for cognitive endurance, in a similar way that we plan for physical endurance. On average, a full-time employee in the EU works 40.3 hours per week; that’s 2096 hours per year.

Most of us experience the day in three phases: a peak, a valley and a rebound. ‘Chronotype’ relates to our circadian rhythm and describes our ‘peak periods’ and tendency to sleep at a particular time during a 24-hour period. Individuals are often classified according to three chronotypes: ‘morning-type’, ‘neither-type’ or ‘evening-type’.

Our chronotype can determine the order that we experience these three phases, but each phase has distinct characteristics. The peak is generally the best time for focus on complex analytic and productive work, with minimal distractions or interruptions. The valley is the ideal opportunity for rest, recovery, and reflection. The rebound is a good time to get on with the menial tasks and switching work, such as e-mail and administrative tasks.

We can not always be ‘on’

If you wake up at 08:00am, and you’re still awake at 1:00am, the next day, your physical performance would likely be worse than if your blood alcohol concentration of 0.05%. To achieve this through drinking alcohol, a 73 kg male would need to drink two 355ml cans of beer. If you stayed awake until 5am, your performance would likely be equivalent to having a 0.1% blood alcohol concentration: over the legal driving limit in many countries. We need to stop worshipping the ‘grind’ and ‘the hustle’.

Cognitive gears: planning load in knowledge work

Inspired by the concept of ‘training zones’ in endurance sport, I created a framework called ‘cognitive gears’ to create a plan for cognitive endurance. Each cognitive gear represents a type of knowledge work activity. Low cognitive gear represents rest and recovery, high cognitive gear represents periods of intense focus, with just the right amount of time-pressure, and the middle cognitive gear represents time spent on menial-tasks and switching work.

High cognitive gear: when and where to focus effort

High Cognitive Gear is akin to Peak periods in an endurance athlete’s training programme. Create a precise goal for your time, the break your peak period into blocks of 25-minutes of uninterrupted work, followed by 5-minute breaks. This technique seems to be able to reduce procrastination, avoid distraction and help us to achieve states of flow and focus.

Low cognitive gear: resurrect the lunch break

Try to schedule Low Cognitive Gear time to coincide with the valley in your day. Various forms of evidence seem to suggest that the most effective breaks are active, social and natural: go for a walk with someone you like, look at the sky and the trees. Before its recent extinction, I think it was commonly known as a ‘lunch break’. Finally, perhaps most importantly, sleep 7-9 hours per night.

Middle cognitive gear: don’t start your day on someone else’s schedule

We could consider Middle Cognitive Gear as preparation time in our cognitive performance plan. Use this time to ‘clear the decks’ and complete the small tasks, that hang around, freeing you to focus, or rest. Begin by setting boundaries for middle cognitive gear activities, so that this work does not diffuse into all our conscious hours. During the rebound, our inhibitory control is often reduced, which makes it more likely that we will switch tasks anyway, so synchronise middle-gear work with the rebound in your day.

While it’s tempting to look for a hack or quick fix to improve cognitive performance, we need to take a longer-term view. This means thinking more carefully, and proactively, about periods of effort and recovery. The impact of a more human approach to performance could lead to us rediscovering real focus, reduced stress and enhanced recovery. We need a brain and body to go the distance. Knowledge work is a cognitive endurance activity.

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IMI Corporate Members can register for the upcoming IMI Future of Work 1: Discover your keys to sustainable high performance with James Hewitt webinar, taking place 21 March.