Organic Performance

Everything about Performaning

When you let the work carry you forward

Negative feedback is valuable. Especially for systems to remain in balance. To reduce fluctuations in the output. A negative feedback is a self-regulatory system. But you need to add energy to keep the process going. In positive feedback systems, triggered process continues by itself and even releases energy.

The dynamics of work are similar. Sometimes, our work is draining our energy and we can only move forward if we put more and more energy into it. But sometimes it is the opposite. Once we get into the flow-of-work, it is as if the work itself gains momentum, pulling us along and energising us. Isn’t this kind of work is what we all look for?

A good flow-of-work can turn into a virtuous circle. Positive experience motivating us to take the next task with ease. Helps us get better at our work. Adds fluency and brings mastery over time. But if you feel stuck-in-the-work, demotivation occupies the mind-space. More likely you tend to procrastinate. Leading you to lose more and look for interventions. More burden on the system.

Attempts to trick with pay-backs, rewards and reinforcements are short-term-fixes. Nothing like a positive-feedback-loop. When work itself becomes rewarding, the dynamics of motivation and reward become self-sustainable. This propels the whole process forward. Feels like you are on auto-pilot.

If you want to help yourself or someone around you with positive-feedback, praise the work. Quality of the impact and the magic it creates. Not the person. Then you are letting the work to carry you forward. Helps people develop a true-growth-mindset. Else, the person might get stuck with the self-image. They might do everything to protect that image and develop a fixed-mindset. Instead of producing more good work and becoming better at it.

Using feedback as a growth tool is as essential as using it for balance.

What’s your way of using the feedback-tool?

1

What do you fear the most in your line of work?

Every work has its own risks and rewards. Risks outweigh the rewards in tough times. The ones that are pivotal. That’s when fear takes centre stage. What you fear the most decides how well you perform in tough situations. This defines the areas of work that you defend the most. You tend to believe that you should prepare a lot more better for this situation. This is where you insure the most or break fast. Do you know what you fear the most in your line of work?

Some of this is job-related. Common for most people in that line of work. Job-related-training and worker policies tend to take care of these in the best-way-possible. Like that for a cop, a soldier, a doctor, a lawyer. But most hurting ones are personal. They tend to be contextual. Something very pertinent to the company culture and your own view-of-the-self.

Fear of failure, Embarrassment, Underperformance, Rejection, Transfers, Confrontation, Loss-of-position and Isolation. These make it to the list of top fears for most of the tech-workers. Each one adopt their own defence mechanisms. Perception of consequences lead people to either hide-behind-something or perform-better-than-expected.

When you know what is your biggest fear, face it. Dancing-with-fear is more fun than hiding or running-away from it. Former leads to strength and better performance over time. Those who get this right, top the list of achievers. Watch and learn from those in your set-up. You will know what works and how to make it work in that context.

Companies face this with what-if-scenarios, plan-A-B-C structures, succession-plans and other insurance mechanisms. At an individual level, you have to device your own method. Coaches and courses help. Portfolio of skills and experiences are useful. Start with small experiments, with focus forward. But, practice well with the best.

Find what you fear the most in your line of work and prepare to dance-with-it. That’s the better-way-out than jumping-ship and living with its ghost.

How to build walls in place of bridges?

Walls serve the purpose of a border, a structure for bearing the weight of what may come later. Walls create tribes, silos and gated communities. Opportunity for something precious to breed in secret.

Bridges try bringing tribes together. Help preserve the purpose of sharing and caring beyond boundaries. Opportunity to collaborate, optimise effort and maximise benefits.

Every meeting is an opportunity. Either to build a wall to safe-guard or a bridge to expand. If you feel threatened, you raise the wall. If you are in a mood to expand, you add a few more tiles to the bridge. If you have nothing to offer, there’s little you can earn through meetings. Every dull meeting is a wasted opportunity.

You are busy every hour of the day. When meetings occupy your day, you tend to delegate. First step towards building a wall in place of a bridge. Person attending on your-behalf is there to safe-guard. That’s what they believe. People on the other-side think the same. Purpose served. The wall gets its height. More job for the organiser to get them up-to-speed and later to manage the damage. When you step-in for what you are, walls get broken and bridges emerge. Less job of breaking. More for the making. Good for all.

When you delegate, make sure you delegate decision-making not attendance. Choose those who know the art of building bridges to represent you, your company and the purpose. Not those who can take notes and pass-it-on.

If you are the one organising, you know what to do. Get those who’s required. Say no to their virtual twins. If you are representing someone else, make sure you know why you are there. Prepare well and contribute to building bridges. You move-up and become remarkable.

Every meeting is an opportunity. Build a wall or a bridge. Not one in place of the other!