about 4 years ago by Jenny Woods

3 Critical Behaviours of Top Performers

Gold Medal Winner 381749 1920

The road to success always stems from maximising performance and getting the most out of your work and life.

If you look around you right now, you should be able to identify who is a top performer in your office. These people don’t always necessarily have to be the biggest billers; the most senior or the one’s who are working with the most ‘high-level’ clients. Top performers are those who embrace their role and are masters of organisation, managing expectations and having the vision to grow within that role.

Here in my opinion, are the top 3 critical and essential behaviours of top performers:

Without purpose, people perish: To truly excel at anything, I believe you have to be truly passionate about something. With passion you’ll be able to reach into previously untapped sources of imagination, drive and resilience than you would if you were in another job. The enjoyment of work will become so much more when you’re passionate about what you do. You should then combine this by devising your own purpose on what drives you in life; why are you here? You might really buy into your companies’ mission statement; regardless combining passion and purpose will give you the ultimate drive to succeed.

Manage emotion: In high-pressure environments, you’ll frequently come across situations where mental strength is the key to maintaining efficiency.

‘Emotional intelligence’ is a term used to describe the ability of an individual to recognise their own and other people’s emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behaviour. Emotional intelligence is another critical quality of a high performer, the ability to control emotion and not let it control actions, especially when under stress. ‘Bounce back ability’ is a great term to use here as strong willed people will be able to pick themselves up and keep going- only learning from their failures.

Leadership: This doesn’t necessarily mean you’re the CEO and leading the company. This, for top performers, means taking ownership of your own role and finding solutions to problems yourself. If you have a successful track record of success, people will begin to look to you as you’ve demonstrated results.