Manage up. Manage down. Tap into passion. Find a purpose. The list went on, more than pieces of advice. So what is really going on? If Natalie worked smarter than I, what exactly did she and other top performers do? What secrets to their great performance do they harbor? I decided to find out. After years of study, what I found surprised me a great deal and shattered conventional wisdom.
I recruited a team of researchers with expertise in statistical analysis and began generating a framework—a set of hypotheses about which specific behaviors lead to high performance. I considered the scattered findings I had found in more than published academic studies, and I incorporated insights from my previous discussions with hundreds of managers and executives.
I also drew on in-depth interviews with professionals and undertook a person survey pilot. In the final step, we tested the emerging framework in a survey study of 5, managers and employees. We can think of work as consisting of job design characteristics what a person is supposed to do , skill development how a person improves , motivational factors why a person exerts effort , and relational dimensions with whom and how a person interacts.
Once I had settled on these broad categories, I examined factors within each, identifying those that previous research suggested were key. The research appendix contains details on our methodology.
With this initial list of factors in hand, my team and I designed a item survey instrument, piloting it with a sample of bosses and employees. We also tracked how many hours people worked each week, and we measured their performance relative to their peers. We spent months poring over statistical results from the pilot and our notes from in-depth interviews. We winnowed down the number of plausible factors until we arrived at eight main factors.
After some more analysis, we discovered that two were similar, so we combined them into one see the research appendix for further explanation. When you work smart, you select a tiny set of priorities and make huge efforts in those chosen areas what I call the work scope practice. You focus on creating value, not just reaching preset goals targeting. You eschew mindless repetition in favor of better skills practice quality learning.
You seek roles that match your passion with a strong sense of purpose inner motivation. You shrewdly deploy influence tactics to gain the support of others advocacy. You cut back on wasteful team meetings, and make sure that the ones you do attend spark vigorous debate rigorous teamwork. You carefully pick which cross-unit projects to get involved in, and say no to less productive ones disciplined collaboration.
This is a pretty comprehensive list. The first four relate to mastering your own work, while the remaining three concern mastering working with others. I had thought, for instance, that people who prioritized well would perform well, and they did, but the best performers in our study also did something else. Once they had focused on a few priorities, they obsessed over those tasks to produce quality work.
That extreme dedication to their priorities created extraordinary results. Top performers did less and more: less volume of activities, more concentrated effort. This insight overturns much conventional thinking about focusing that urges you to choose a few tasks to prioritize. Choice is only half of the equation—you also need to obsess. Find a role that taps into your passion, and you will be energized and do a better job.
Sure enough, we found that people who were highly passionate about their jobs performed better. Our top performers took a different approach: they strove to find roles that contributed value to the organization and society, and then matched passion with that sense of purpose.
The matching of passion and purpose, and not passion alone, produced the best results. There is no better feeling than getting into the creative flow, and by the end of this journey you will build better projects, ideas and artistic collaborations, and unearth creative solutions and innovations.
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Skip to content. The Creative Habit. The Creative Habit Book Review:. Keep It Moving. Keep It Moving Book Review:. The Collaborative Habit. The Collaborative Habit Book Review:. Daily Rituals. Daily Rituals Book Review:. Functional Awareness. Functional Awareness Book Review:. The Creative Mindset.
The Creative Mindset Book Review:. To Be An Artist. The Power of Habit. The Power of Habit Book Review:. Wellbeing at Work includes a unique code to take the CliftonStrengths assessment, which reveals your top five strengths.
Jim Harter, Ph. He has led more than 1, studies of workplace effectiveness, including the largest ongoing meta-analysis of human potential and business unit performance.
Tell us what you like and we'll recommend books you'll love. Sign up and get a free ebook! Published by Gallup Press. About The Book. About The Authors. Most importantly, learn how curiosity is the new vulnerability, and why, without it, self-discipline will never last. Do you struggle with finishing projects?
Need to lose weight? We all know we need more self-discipline, yet most of us are a bit foggy on what it actually is. Is it being on time to everything? Or early? Waking up at 5am? Doing everything everyone asks us to, on time, all the time? Or is it something more meaningful, more nourishing? This handbook will teach you how to take joy in cultivating self-discipline. Learn what it is, how to get it, why we need it, how to keep it, and why we want it.
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Essential: Get ready to protect your home, with the right emergency kit and first aid supplies. Be ready for earthquakes, floods, blizzards, and other natural disasters wherever you may be.
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