Why Do I Think a Thinking Performer is a Super Performer?

I’ve recently written about the notion of a Thinking Performer in another piece on Medium that looked at different types of organisational roles and I asked the bald , but simple question — ‘Which ones actually added any real value?’.

A Thinking Performer to my mind is pure and simple, a Super Performer.

In the work place they add value through continuous challenge and self-imposed improvement goals & typically they will be someone who:

– Consciously seeks to contribute to underlying organisational purposes; so they have an understanding of these strategic purposes

– Reinforces the Compliance role, both legally and ethically, when necessary; but they fully appreciate that this is not an end in itself

– Challenges the way in which things are done; but also works to find solutions which are better, less costly, faster; & is a

– Natural Networker; staying in touch and being connected to better understand so they can contribute to innovation.

In the Behavioural Model where a Thinking or Super Performer sits, the 3 other corresponding types identified are the:

– Wish-List Dreamer: A ‘Thinking Non-Performer’, characterised by having ideas but keeping them a closely guarded secret: They will often think they know a better way to do things, but will not share it with anyone!

– Lifetime Liability: The Employee who neither Thinks, nor Performs: They never deliver tasks, results, or improvements and devote a good deal of time and energy to coming up with reasons why things can’t be done! &, the

– Automated Bureaucrat: The ‘Non-Thinking Performer’ who does what they’re told & no more, blindly carrying out instructions without necessarily knowing (or caring) why: As far as they are concerned things are the way they are and that’s good enough for them!

I hope you recognise much of the Super Performer in Yourself, whilst you are no doubt surrounded & impeded in the workplace by all 3 of the other types above?

For me the Super Performer is a compelling and organisationally important individual and their behaviour needs to be both nurtured and supported.

I also believe that organisations and businesses need both superb management and superb leadership, although the 2 are not one in the same thing.

Management is about doing things right, whilst leadership is more about doing the right thing at the right time.

Leadership though isn’t just a series of attributes, it’s about behaviours and it’s typically characterised by providing a vision, by the ability to empower, tell compelling stories & by getting the buy-in of followers — &, this buy-in should neither be underestimated, or taken for granted.

In recent research on the subject (in both the UK & the US) only 5% of employees in a typical organisation actually knew what their employer’s strategy was or what it was trying to achieve.

The Systems Thinker and occupational psychologist John Seddon argues that at work people need to think, “Why do I do this or how could we do this different or better?”.

People, he says, need to be unreasonable; they need to question the assumptions that govern ‘custom and practice’ and ‘the way we do things here’ thinking — It is not just the Leaders job to think unreasonably and to question and challenge.

Super Performers provide the life-blood of superb management & if encouraged, supported, enabled & empowered, they can be an Organisations ‘Unfreezers’ and it’s ‘Real Change Leaders‘ & provide the underpinning for superb Leadership.

Paul Mudd is the author of ‘Uncovering Mindfulness: In Search Of A Life More Meaningful’ available on Amazon and www.bookboon.com; the ‘Coffee & A Cup of Mindfulness’ and the ‘Mindful Hacks For Mindful Living & Mindful Working’ series. He is also a Contributing Author to The Huffington Post and a Contributing Writer to Thrive Global. Through The Mudd Partnership he works with business leaders, organisations and individuals in support of change and transformation, leadership excellence, business growth, organistional and individual wellbeing and well doing, and introducing Mindfulness in the workplace and in every place. He can be contacted at paul@themuddpartnership.co.uk and you can follow the continuing journey uncovering Mindfulness on Twitter @TheMindfulBook and at @Paul_Mudd