Hey David, loved it, while reading triggered a number of thoughts. You are mentioning the external factors and behaviors that contribute to a high-performance mindset, such as punctuality and seeking feedback etc. 1/ How significant do you think intrinsic motivation is in driving high performance? Is there a point where external factors diminish in importance compared to internal passion and drive? Furthermore you touched on feedback, I am a firm believer that in both settings, feedback mechanisms are crucial. In individual settings, external feedback (from coaches, mentors, or peers) can offer critical insights and objective assessments. In team settings, feedback is a two-way street, not only from leaders but also among team members, fostering a culture of continuous improvement and mutual growth.
I think your points on feedback are spot on. In the highest performing environments there is constant dialogue and feedback on what is happening, how it is working and what needs to change. They are the most adaptable and quickest to learn.
With respects to intrinsic motivation in high performance, like most things it's a spectrum. But what I would say is that generally those who are not particularly intrinsically motivated but find themselves in the high performance environment will be so uncomfortable they'll often not survive. The other extreme may unfortunately be true also, that even the most intrinsically motivated individuals can suffer in an environment that isn't 'high performance'. The reality is most people sit somewhere in the middle and thus there's a reciprocal interaction between individuals and the environment. This is why you hear about environmental/cultural architects being so crucial in developing environments for the leaders of those environments.
Reflecting on my varied experiences across the military, individual and team sports, and the corporate sector, I do agree with your view on the dynamics of high performance. In each of these domains, despite their inherent differences, a common thread appears to be the crucial role of a supportive and challenging environment in nurturing high performance. It is a fascinating topic.
My experiences likely reinforce the notion that while intrinsic motivation is a key driver, the surrounding environment plays an equally pivotal role in sustaining and elevating high performance. The adaptability of these environments to cater to different levels of intrinsic motivation, their ability to foster a culture of continuous learning and improvement, and the presence of leaders who act as cultural architects, are fundamental to the development of a high-performance mindset.
Hey David, loved it, while reading triggered a number of thoughts. You are mentioning the external factors and behaviors that contribute to a high-performance mindset, such as punctuality and seeking feedback etc. 1/ How significant do you think intrinsic motivation is in driving high performance? Is there a point where external factors diminish in importance compared to internal passion and drive? Furthermore you touched on feedback, I am a firm believer that in both settings, feedback mechanisms are crucial. In individual settings, external feedback (from coaches, mentors, or peers) can offer critical insights and objective assessments. In team settings, feedback is a two-way street, not only from leaders but also among team members, fostering a culture of continuous improvement and mutual growth.
Hi Marius,
Thank you - I am glad to hear you enjoyed it!
I think your points on feedback are spot on. In the highest performing environments there is constant dialogue and feedback on what is happening, how it is working and what needs to change. They are the most adaptable and quickest to learn.
With respects to intrinsic motivation in high performance, like most things it's a spectrum. But what I would say is that generally those who are not particularly intrinsically motivated but find themselves in the high performance environment will be so uncomfortable they'll often not survive. The other extreme may unfortunately be true also, that even the most intrinsically motivated individuals can suffer in an environment that isn't 'high performance'. The reality is most people sit somewhere in the middle and thus there's a reciprocal interaction between individuals and the environment. This is why you hear about environmental/cultural architects being so crucial in developing environments for the leaders of those environments.
Reflecting on my varied experiences across the military, individual and team sports, and the corporate sector, I do agree with your view on the dynamics of high performance. In each of these domains, despite their inherent differences, a common thread appears to be the crucial role of a supportive and challenging environment in nurturing high performance. It is a fascinating topic.
My experiences likely reinforce the notion that while intrinsic motivation is a key driver, the surrounding environment plays an equally pivotal role in sustaining and elevating high performance. The adaptability of these environments to cater to different levels of intrinsic motivation, their ability to foster a culture of continuous learning and improvement, and the presence of leaders who act as cultural architects, are fundamental to the development of a high-performance mindset.