Here’s a question how do you define high performance in today’s rapidly changing environment? Now more than ever. Uncertainty rules a day and constant adaptation is mission critical to success. But change is hard, and there’s temptation for all of us to blame failure on factors outside our control.
I don’t have the information I need to do my job. We weren’t treated fairly. I have too many priorities and not enough time. We’re understaffed. It was an impossible task to begin with. But feeling comfortable or dodging criticism should not be our measure of success.
There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission. My name is David Silverman. I’m a former Navy SEAL coauthor of Team of Teams and founder of CrossLead.
At CrossLead we partner with teams and individuals to help them achieve and sustain optimum performance from small start ups to high growth unicorns, from elite hedge funds to global five thousand companies crossly offers a leading framework for scaling agile practices across the enterprise.
From my experience, there’s no quick fix or silver bullet to achieving sustaining performance. The fundamentals are easy to understand the hard to do continuously, like staying in shape. It requires a level of commitment and discipline that most unwilling to make.
People need to have purpose in what they’re doing. It’s not just a job. It’s not just working on technology. It’s just writing code or creating a design. You’re doing it for an end goal. Having an inspirational end goal is a important so that everyone’s excited about what they’re doing and B. having a common mission.
And a common understanding allows you to make better decisions down in the trenches and within the teams.
To the extent I have a superpower, it’s that I’m extremely disciplined. I eat the same thing every day. I’m very structured in what I do to be super successful in anything. You have to trick yourself that that’s possible.
What I remember from rowing and I think was very much from a leadership perspective in business, it’s just almost saying like, guys, yeah, we’re going to do this. You know, we’re going to train, we’re going to think about strategy, we’re going to be about strategy as it related to tactics, just having underlying level like belief that you can do that. And enthusiasm and optimism for that is very helpful.
There’s perhaps a common denominator under a lot of very, very successful organizations, and that is that they have a culture of excellence, their organizations comprised of people who have very high standards, high expectations of themselves. And that translates into a group of people who can perform in a relatively selfless way and produce extraordinary results over a long period of time.
An organization must be constantly led or, if necessary, pushed uphill to what it must be stopped pushing, and it doesn’t continue or even rest in place and it rolls backwards. This podcast is for people that are on the same journey of constant, never ending improvement.
In each episode, I meet with leaders from special operations, business and academia who share their personal experiences on leading in both good times and bad. We’re going to explore the entire set of capabilities that makes teams elite, building trust and aligning a team to a common purpose. How to build shared consciousness to rapidly increase the rate of learning. And finally, how to empower your talent to solve problems and maximize opportunities at speed. The CrossLead podcast is coming soon. So subscribe on Apple, Spotify or your favorite podcast app.
