Listen to Les McKeown read this blog post:
In our last couple of posts we've seen how there are important differences between 'achieving' and 'performing', and that crucially, so-called 'overachievers' often under-perform.
Like so many behavioral tics, it's often much easier to spot this crucial distinction in others than it is to see it in ourselves - so today I'm sharing the three most common 'tells' that a leader is actually an over-achiever, rather than an over-performer.
They're each in themselves simple, and intuitive - but most damagingly they can so easily melt into the background, silently crippling an otherwise great leader's chances of truly excelling.
Take a look, and if you feel a lingering sense that this might just be you, but you're not entirely sure, ask a colleague or someone who know you well. They'll know 🙂
1. Benign Neglect
Sometimes the best solution to a problem comes only after letting the problem ripen on the vine awhile.
Performance-based leaders can (and do) do this regularly, but for the overachiever the idea of putting something on the back burner and letting it stew for a while is akin to Chinese water torture.
Vines, torture, stew - I’ve mangled enough metaphors here for you to get the idea: All great leaders have a bias toward action, but if the idea of holding back for a while (to wait for some vital data, say; or to take the time to consult with someone who will be intimately affected by your decision) makes your skin crawl, you just may be an over-achiever.
2. Collateral Damage
Achievement-based leaders (aka 'overachievers') look for the winning (i.e. what they see as the ‘best’ or ‘right’) solution. Performance-based leaders look for the optimal solution.
The difference between the two is usually one of collateral damage: the winning solution will often involve (metaphorically) taking some prisoners, or hurting others in the process, sometimes not so metaphorically.
The optimal solution accepts there is a playoff between result, and the effect on people, and seeks to balance the two.
Does this mean that performance-based leaders are wusses? Nope. It means they’re normal, adult humans with a set of governing principles that includes the impact their actions have on others.
If, on the other hand, you are often caught unawares by the evident bewilderment of colleagues you'd frankly never thought about when making a decision, signs are you just might be an over-achiever.
"Achievement-based leaders (overachievers) look for the winning (i.e. ‘best’ or ‘right’) solution. Performance-based leaders look for the optimal solution." - Les McKeown, Founder and CEO, Predictable Success
3. Self Doubt
Counter-intuitive and weird, but true: Achievement-based leaders suffer from self-doubt much more than performance-based leaders. I’m not 100 percent sure why this is, but in my observation and experience it has proven itself to be true over and over again.
I think it’s partially linked to the second point above – that achievement-based leaders know at some level that they’re often prizing achievement above other people’s needs or expectations.
I think it’s also because they’re typically highly self-competitive, and so are frequently second-guessing themselves. So here's the litmus test I've developed - every great leader has times of self-doubt (only someone possessing an Olympic-sized degree of uninformed arrogance wouldn't), however in most situations:
- High performers fret about whether they've done the right thing, while
- Over-achievers fret about whether they've come out looking good.
You mention "Achievement-based leaders suffer from self-doubt much more than performance-based leaders." I think one of the drivers for this is that Achievers and especially Over Achievers can have one of their drivers be fear of failure. As someone who is an achiever and tries to be a healthy performer, I can relate to 'self doubt" that likes to creep in.
I think that's true, Ron, for many people. Thanks for the comment! – Les
Interesting read. I think I would sum it up by saying achievement based leaders are operating out of the need for external approval (hence, the overachiever and self doubt). Performance based leaders are more secure and confident in self. They know what they are good at and not so good at and are okay with it all.
I do think that's true in many cases, Debbie. Thanks for the comment! – Les
Great to see you here! What about you – do you recognize any of the three patterns above in your 'overachiever' leaders? Let me know in the comments below!