We use a simple, yet powerful model to underpin how we work. It’s called the ART of Performance and it’s based on watching and working with successful leaders in both sport and business.
The ART of of Performance develops your ability to:
Act: to remain focused on achieving real outcomes, able to turn decisions into action.
Relate: to support and challenge the people around you, communicate well and deal creatively with conflict.
Think: with clarity of thought and free of anxiety, able to move between the big picture and the detail.
Leadership Performance is enabled by artfully combining Action, Relating and Thinking. We've identified 7 effective patterns that drive performance, which under stress or when over-used, can become a problem. Which do you recognise in yourself and your teams?
As an Achiever your strengths lie in Action and Thinking, and you see yourself as being effective and task-focused. However your Relating skills are lower in comparison and so this is the area you need to develop to perform at your best. As well as the highly valued ability to get things done, do you recognise that in the headstrong rush to deliver, you can become a Bulldozer who is willing to roll over anyone who is too slow to move out of your way?
As a Harmoniser your ability to Relate well to others is your core performance strength which can help people in your team work well together, but your scores on Action and Thinking are lower by comparison. This means you could be compromising performance by prioritising team relationships ahead of customer needs or achieving results.
As an Architect you see Thinking as your strong point. The most effective leaders certainly have plenty of intellectual horsepower, and this is harnessed through an ability to relate well with other people and get things done. Relating and Action are less developed for you. This is a risk for smart people faced with a complex world in which there are few simple answers. Especially under stress, over-analysing a problem is emotionally much safer than taking action to solve it!
You have strong Relating skills, and you are confident in your ability to Act effectively. Your lowest scores are in the Thinking dimension. This combination is an asset if you’re responsible for predictable or repetitive tasks, in a stable environment. But stability is rare in today’s world, so you might be stuck in a rut, a loyal and reliable foot soldier who needs to stretch yourself more to innovate and find new solutions.
You are confident in your ability to Act decisively, and take advantage quickly of opportunities that arise. However, your Thinking and Relating skills are lower in comparison. While you can appear bold and decisive, this style is unsustainable and can damage people and businesses. Under stress do you act like a Lone Ranger who goes it alone and acts without considering the consequences?
You have strong Thinking and Relating skills and you’re likely to be a trusted advisor to those in command, but your ability to Act powerfully is lower by comparison. Colleagues may sometimes see you as a Back Seat Driver who spends too long searching for consensus or the perfect answer. This can be surprisingly hard to spot because your working environment can feel busy. But decisions can too often be delayed, and you may feel a sense of anxiety when faced with a choice, or when you need to be assertive.
When responses across all three dimensions of Act, Relate and Think are lower than we’d expect, it can indicate that you need to address your confidence, morale and capability generally, or that you might be feeling overwhelmed by a challenging short-term situation. So it may well be that you feel like you are ‘playing out of position’; this can happen when the transition to a new job is too big a step or is poorly supported, if a number of professional and personal challenges combine to create an overload of stress, or when you’ve not being paying attention and discover that the world has changed around you.
Balanced Performers are highly versatile as they have a good range of ways of working in their repertoire. Make the most of this by consciously considering which aspect of performance will he most useful in a given situation and actively drawing on this approach. For example if you see that a group is struggling to move from plan to implementation, move into your action oriented mode to make things happen. And under stress, consider when you may be prone to using a less helpful approach, given the demands of the situation.