Just imagine what you could accomplish if you created a corporate culture based on superior performance and sustained by an embedded continuous improvement mentality. A culture where everyone involved would congruently strive for superior performance on a personal level, a managerial level, a team level and an organization-wide level. Where the “status quo” is a bench mark to be left behind and only utilized as a starting point from which future performance will be measured. It can be done.
Without true desire significant performance just does not happen. For me, true desire represents what an individual specifically wants, to a great enough degree, that they will be motivated to take appropriate action in order to obtain it. Going way beyond hope, wishful thinking, dreams, expectation, and entitlement, true desire helps us to overcome our natural tendency to maintain and justify the status quo. True desire facilitates enhanced performance, it enables openness to positive change, it provides people with the motivation and confidence to change, and it is what separates above-average performers from the hopeful majority. The absence of true desire allows mediocre performance to enter
The participants in the recent CAES Cross-Cultural Survey were offered a ‘bonus’ questionnaire that provided them with feedback regarding where they were positioned on a growth versus fixed mindset scale. The cumulative results, listed below, were quite interesting.
Problem solving is so much more than coping with mathematical equations. ‘Visionary’ is a commonly used term to describe the incredible Mr. Steve Jobs of Apple. But what do we actually mean when we describe someone as having vision? Obviously, there is the implication of seeing something, but there must be more to it. Why was Mr. Jobs’ particular vision so effective in differentiating him from so many other people? Where did this vision come from, and where can the rest of us get some of it?
First imagine an organizational chart, and then within this chart envision any number of hierarchical layers (between two and eight). Dispersed throughout these layers, will be different managerial and non-managerial positions that will require the ability to work with problems of varying complexities and for which effective solutions may span anywhere from one day to several years. As we move from the bottom to the top of this chart, the positional requirements will generally become more complex (and managerial) with each higher level, and the time horizons (cognitive scope) required to solve the increasingly complex issues will lengthen. Obviously, the organizational CEO (at the top) has to contend with more complex issues, and plan further into the future, than does the machine operator on the factory floor (at the bottom).