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THOUGHTS

IT TAKES ENERGY TO CREATE ENERGY

Scott Peltin

Sometimes I wake up and think, where is my energy today? I get off an airplane after flying to my destination and crawl up the jetway wondering, who sucked out my energy in flight? Sometimes I get on the tennis court and my feet don’t want to move, my mind is tired, and I can’t seem to find the energy to play very well. Then something changes - that something is me. I put some energy into the task and suddenly it is not only self-sustaining, it is giving me energy back. How can this be?

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OBSERVATIONS ON SIMPLICITY

Scott Peltin

One of the great privileges of traveling so much is that we get to work with a lot of amazing people and to see for ourselves what high performers do and don’t do. In fact, one of our passions is to learn as much from our clients as they learn from us. Over the past 10 years it would be an understatement to say we have learned a ton. 

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HOW DID YOU GET HERE?

Scott Peltin

As I work with high performing leaders I am always trying to study what makes them unique, how did they become special, and how did they separate themselves from others on the performance spectrum? One conclusion I have made is that they often have a checkered past. Not a checkered past like being a criminal but a checkered past that it is full of interesting experiences from a broad background.

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THE NEW POWER

Jogi Rippel

Power is an interesting concept. On one hand it is often spoken about as something that comes with position, from having an unfair influence like with politics, or even as something that can be so inebriating that it destroys even the most morally strong. On the other hand power can be seen as the application of effort and force to drive results. It is the absolute thing that athletes train for so they can get results. 

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4 KEY QUESTIONS TO CREATE SUCCESS FOR Q4

Jogi Rippel

For many teams and companies, Q4 means the final stretch to deliver the needed results for 2014. Failure is never an option. How can you make sure you and your team are ready for it? How can you get the best from your team and yourself so you can drive the success you want? In our experience, it isn’t by pushing harder. It will require some better thinking and some Sustainable High Performance strategies. 

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DEVELOPING A LISTENING MINDSET

Scott Peltin

When we work with clients and help them define the qualities they want in a high performance mindset, they often include things like openness, calmness, creativity, focus, and emotional intelligence. The list goes on but these elements I purposefully point out because one way they are deeply developed is through the art of listening. On TED, Julian Treasure presents a masterful presentation on the lost art of listening and the skills to actually become a better listener http://on.ted.com/f0PZX. Interestingly enough, with almost every leader I have ever coached, we have worked on their ability to ask better questions and to listen better for the answers within the answers.

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LESSONS FROM THE PITCH

Scott Peltin

This year has been a sport fan’s dream as the Winter Olympics went off without a hitch in Sochi; the World Cup demonstrated amazing feats of fitness and finesse as Germany won its 4th world cup; tennis fans saw Rafael Nadal grit out a record 9th French Open title and Novak Djokovic won a thrilling 5-setter beating Roger Federer at Wimbledon; and in golf Martin Kaymer led the US Open from start to finish and Rory McIlroy did the same at the British Open, both demonstrating nerves of steel. From a Tignum perspective, every single one of these examples provides us with some great learnings that we can apply to our business and professional lives. 

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DON'T LEAVE YOUR PIT STOP TO CHANCE

Scott Peltin

It's that time of year again and most of us are going to take our vacation. Of course, chances are that many of us won't take a long enough one but the chances are even greater that when you return back to work, within as little as 2 days you will already feel exhausted, overwhelmed, and unrecovered. How could this happen? 

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Don’t fall into the Impostor Syndrome Trap

Scott Peltin

I remember how weird it felt when I first became a fire captain, after almost 12 years of being a front line firefighter. I didn’t completely understand the root of these feelings but I quickly learned that as a captain the funny sarcastic remark I would make to another firefighter as their peer was now taken in a much different way. Although I didn’t feel I had changed, in the minds of my crew I was indeed different - I was their leader. When I became a battalion chief, I noticed that these feelings returned but this time at a much deeper level. As I explored these feelings, I recognized that what I was feeling was a lack of confidence, a feeling of being an actor (a firefighter dressed in a chief’s cloak), a feeling of inadequacy. 

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SIMPLE IS BETTER

Scott Peltin

In today’s complex and often overwhelming world, one thing we have found at Tignum is that the simplest solutions are almost always the best. What makes them the best is that they are useable, memorable, actionable, and clever.

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PURPOSEFUL FOCUS

Scott Peltin

One of the key Mindset concepts that always comes up when we work with clients is how they can develop more focus. This is a great question because it implicitly implies it can be learned (which is very true). From our experience working with thousands of top executives and high performers from other walks of life, it is also like a muscle that gets stronger with practice. 

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EASTER EGG OF SUSTAINABLE HIGH PERFORMANCE

Scott Peltin

Clearly one of a leader’s key roles is to energize her/his teams. Finding ways to introduce, reinforce, and support Sustainable High Performance strategies can be a challenge. This week, at an offsite in Lisbon, Portugal, I saw a very innovative way to have some fun, give the gift of Sustainable High Performance, reinforce some key strategies/learning, and get some movement in from Novartis Vaccines, VP Global Head of Quality, Susanne Martz.

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ARE YOU A QUITTER?

Jogi Rippel

One lesson we have learned from working with our clients is that the path to developing high performance habits (or any change for that matter) is never linear. There will definitely be setbacks. At first glance, these setbacks can appear to be moments of failure. They can appear to be proof to yourself that you don't have the discipline or the commitment to really change, but nothing could be further from the truth.

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THE SUSTAINABLE HIGH PERFORMANCE REVOLUTION

Scott Peltin

Sometimes it seems the only way to really overcome inertia and lead to real change is to declare a revolution. Over the past ten years we have been working with some great leaders who have not only forecasted the need for Sustainable High Performing teams but also the need to align their culture to support these teams. Of course, as is often the case when you bring new thinking and challenge the status quo, these big thinkers have the scars to show for trying to lead a new way of thinking. 

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THE LEARNING MINDSET

Scott Peltin

In every project we do, when we discuss the elements of a High Performance Mindset one element consistently comes up - being a learner. It seems most high performers know that the drive to constantly expand what they know is critical even if they don’t have or create the time to actually do it. Instinctively we all know that the more we know about our environment, ourselves, others, and our field, the better equipped we are to not just survive but to actually maximize our impact on our world. From an evolutionary perspective this makes perfect sense.

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ONE MINUTE THAT MAKES A DIFFERENCE

Jogi Rippel

One of the great privileges we get with Tignum is that we get to work with high performing executives and business professionals. These people are highly passionate and committed to their jobs, their families, and often to many other high impact things in their life. When we start our work, we usually have some type of conversation where almost every client describes their “Extreme Job”. 

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PREPARING FOR UNPLANNED EVENTS

Scott Peltin

One of the key Tignum concepts is helping our clients use their Mindset, Nutrition, Movement, and Recovery strategies to prepare to optimize their day and win their peak performances. When we do this, the first place to start this preparation is looking at their calendar and helping them prepare for the events of the day and the week. Of course this will only help with a portion of their challenges because, typically, a big part an executive's job is dealing with unplanned events. For some, this will include unplanned meetings, for others this will include an unexpected shift in priorities from the top, and yet for some others it will include dealing with a crisis that has popped up (a tainted product, an injury/death in a factory, a PR debacle, etc.). 

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THE SOUPY SIDE OF GROWTH

Scott Peltin

As the new year begins, it is often customary to make new year resolutions. In many ways this makes sense, as the new year symbolizes new beginnings and the holiday time provides time to reflect and to possibly make a new start. As I reflected during this holiday, I couldn't help but think that maybe this isn’t always right. This approach assumes that I am missing something, that in order to grow more I must acquire some other skill or some other thing to be better. This can be put into a personal context but also a business context where a leader assumes they need a new strategy, a new team, or even a new approach to grow their business. 

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ACCEPT YOUR BAD SHOTS

Scott Peltin

Recently I was given the fantastic gift of a golf camp put on by Golf Made Simple. I was immediately attracted to the name alone as the idea of making anything in life simpler is right down my alley. In a previous blog we talked about John Maeda’s, The Laws of Simplicity and how whether in design or in application the simpler we can make things for the brain the easier it is to accept, to implement, and to make a part of our life.

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PEAK PERFORMANCE BY DESIGN

Dr. Mario B. Stephan

It is not every day that we need to deliver our best performance. Our jobs probably require us to constantly perform at above average but it is rare that we need to deliver the absolute best we can or that our futures success substantially depends on it. I had one of these rare occasions a month ago when defending my doctoral thesis in front of the university’s faculty and visitors in an open, public event. Seven years of research, nearly 1000 sources, more than 500 pages of analysis and conclusions, was finally culminating in a presentation for my PhD.

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