How To Use All Of Your Ability To Enhance Your Performance

                            

    

#Business

Today, I am going to look at how people can channel their abilities best possibly to enhance their performance, irrespective of a kind of job or work they are doing. My post will focus attention on those basic factors found to be seemingly common to the high- level performer.Are you ready? Let’s go.

Only a few people are sensitive to the fact that achieving success calls for much more than just doing a good job.

Most men find that they fall far short of being where they want to be at any particular time. Then too, they find that they aren’t making full of their capabilities. Literally surrounded by unused abilities, they watch others moving ahead faster. Faced with this frustrating situation, they ask themselves, “why?”

For the most part, the problem lies in the fact that men are trained to perform specializes functions but are not trained to make effective use of their talents. The man will only

take time to develop the best way of doing his job.

Based on what has worked best in the past, often fails to apply the same analytical approach to get him where he wants to go. Moreover, most men don’t know where they want to go until someone gets there first.

A few develop sensitivity to the basic factors of high-level performance and reshape their attack on the future. Some of them search out the source of success tapped by those who have moved forward most rapidly and formulate guidelines for others to follow.

The ten basic factors considering being high-level performer are as follows:

1.     Learning from the experience.High-level performers make good use of experience of the past. As one man would put it. “I don’t have time to discover what’s already known.” Why repeat the mistake others have made when you can follow the foot steps of men who have proved that the way they do things has the best track record for successful achievement?

Men who can’t learn from experience waste a lot of time in every activity they undertake.

2.     Action-oriented thinking. A second characteristic of the high-level performer is a determination to do things rather than to talk to them.

He’s a man who says, “i want to be where the action is. I like to be with people who do things. My greatest fear is that I’ll miss out on some opportunities.” The high-level performer has already done the job others are still talking.

The action-oriented man is characteristically searching at an opportunities for action all the time; afraid of acting too late; looking for ways to circumvent failure; activity exploring alternative courses of action; willing to take risks; determined to see jobs through; repeating patterns of action that have proven productive for himself and others in the past.

3.     Detecting opportunities early.The man who says “I ‘m waiting for someone to tip me off to something good,” will probably wait for a long time. The odds are poor. While he is waiting for someone to tell him about a great thing, the man spending his time searching out opportunities will move in and capitalize on the good opportunities.

The important thing isn’t to wait until opportunities knocks; it’s to know the sound when it’s a mere tap.

The things that turn out to be good opportunities are like diamonds in the rough. Most people pass opportunities by because they aren’t cut to size and don’t sparkle like diamonds.

4.     Sensitivity to lack of opportunity. One executive, in commenting on some decisions he had made in the course of his career, said, “A large part of my effectiveness has been due as much to things I didn’t do as to things I did do.

Most men lack a sixth sense that serves to warm them when they are wasting their time doing something that isn’t worthwhile.

It’s just as important to spot a lack of opportunity early as it is to opportunities. Time is not constant. Men must change with the times.

It doesn’t take any more effort to do worthwhile things than it does to perform routine jobs but the long –run paying off is greater when one spend time doing worthwhile thing.

Top performers are just as sensitive to situations offering little or no opportunity as they are they are to situations offering good opportunity. Above everything else, top performers avoid jobs having no future.

5.     Evaluation of potentials. It’s one thing to identify opportunities; it’s another to be able to tie price tags to them so the most worthwhile opportunity can be selected. In evaluating potentials, one must know one’s own scale of value as well as scale of other value – balancing personal value against marker value. A compromise may be necessary between a lower return when doing what one wants to do and a higher return when doing what others want.

6.     Building plans around capabilities.Top performers concentrate their efforts on things they do well. Most of them don’t know which of their skills give them the best competitive advantage. As a result, they are often engaged in activities where they are wasting energy dog-paddling while competitors are conserving energy with a championship crawl stroke.

When a man knows his capabilities, he is the best position to develop them effectively. One who is outstanding in one or two specialties is in a much stronger position than a man who maintains a position of mediocrity in many areas of specialization.

7.     Aiming at objectives. Objectives distinguish effective action from aimless action. A man can’t know what he’s aiming at or how good his aim is without setting up target. Well-defined targets tell a man what not to shoot at too. Poor performers often earth their reputation by doing things that weren’t needed or wanted. When poor performer is the result of poorly defined objectives; remedial steps can turn poor performers into productive men.

8.     Concentrating on effective effort. There’s a lot of difference between busyness, hard work, and effective effort. Top performers rarely seem to be busy or exhausted from work. Low-level performers are among the busiest of men.

As one executive put it “I like men who know when to go home because the job is done. These are men who know when to stay because the job isn’t done.” Too many men seen to think they are hire to work from eight to five. They miss the whole point of their value to the organization. Premiums are placed on the effectiveness not on effort.

9.      Moving in and out of situation. “I want men who are looking for better opportunities and who want to make a move to places where the opportunities are bigger and better. They’re the best performers. These men want to show that they can do. I don’t want men who are ‘holing in’in safe spots who are not afraid to take risk.”

Mobility must be basic ingredient in any kind of effective action. High-level performers move into situations where they feel they can make a contribution and move out when they sense that they can no longer do anything worthwhile.

Top-level performers are aggressive. When the working climate isn’t conducive to productive output, they initiate moves themselves. Low-level producers, on the other hand, act defensively. It’s when somebody else decides that productivity must stepped up that when the see the handwriting on the wall and decide that they had better move before it’s too late.

10.Planning and controlling programmes. “I don’t of anyone who is more interested in a man future than the man himself. I look for men who have set goals for their career and have worked out plan to get them where they want to go.”

Top performers want to be in the driver’s seat when it comes to controlling their destiny. They seek the counsel of men of experience on any matters, they plan their action, using guidelines based on experiences; but they control their personal programmes recognizing that no one else has as great a stake in their future.

Having read this post, I strongly believe that this will fire you up to the point of using all your ability in those, your laudable goals and aspirations in which you have set for yourself, to be a top-level performer.

See you then. Bye!