Top performers see change as an opportunity to learn - Deepstash

Top performers see change as an opportunity to learn

Many employees interpret change as annoying, unfair, or threatening to their stability. Top performers interpret new targets and new rules as a need to recalibrate and refocus their efforts, as well as the business. 

The result is a culture of innovation, keeping the organization relevant and responsive.

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MORE IDEAS FROM How to Identify a Top Performer in Your Business

They don't wait to be asked; they get things started and involve others, even when they're not officially in charge. They lead or follow on-demand rather than by command. 

They don't assume that other people are in charge who will tell them when they are needed and what to do. In leadership circles, this is often called "leadership from behind."

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Top performers look beyond their assigned role

They look broadly to do the job that needs to be done. They build a reputation of being a flexible utility player, with the agility to adapt to changing needs.

One of the best ways to encourage this is to be a good communicator, both by letting people know what is happening, and really listening to other people.

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... rather than workers who measure their contribution by hours worked. Too many average workers operate on an avoidance mindset, taking responsible action, but when things get tough, they stall out or escalate issues up the management chain rather than taking ownership.

The best business leaders and business professionals are also ones who produce more results.

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The best players provide a lift, not by taking on other people's work but by being easy to work with.

They bring a sense of equanimity that reduces drama, politics, and stress, and promotes a positive and collaborative work environment for everyone. They offer to help, rather than seek help.

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RELATED IDEA

Emotional intelligence on the job

Emotional intelligence has become an important predictor of job success, surpassing technical ability. In 2011, a CareerBuilder survey of more than 2,600 U.S. hiring managers and human resources professionals revealed that 71 percent valued emotional intelligence in an employee over a high IQ.

To build your own superpower culture of emotional intelligence, you need to know what to shoot for when assessing the social skills of your current and future employees. 

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Establish the mindset that change is good

Because change often leads to a crisis, you and your team can easily see it as a negative, and approach it with fear. Yet if you think back to when your business started, you capitalized on change as your opportunity.

That's the model you need to project to your team daily, and remind yourself regularly.

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Building a team is a skill

The stages of team development:

  • Forming: This is when teams come together. They are excited and want to learn from each other.
  • Storming: The team starts to feel some friction, people are less polite and may experience disagreement as they consider how they'll function.
  • Norming: People settle down, and expectations align.
  • Performing: The team has adjusted. Goals, objectives, work styles and personalities are understood.

The ideal team is the right mix of talent, motivation, trust and alignment to achieve the objectives required. However, care should be taken to avoid some major derailers.

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