The Irony of Achievement

High achievers are limited. They actually tend to undermine their own leadership. Why is it that so many smart, well-educated, inspired executive types, are less productive and less satisfied than they really should be?

High achievers — young and not so young — often have so many built-in fears about their performance that they compromise their progress. Because they're used to having things come easily, they subconsciously shy away from assignments that will truly test them and require that they learn new skills. They have successful images of themselves that they must preserve. Instead of embracing risk, they hunker down and lock themselves into routines at the expense of personal growth.

Says who?
This, at least, is the general belief of Thomas De Long, distinguished professor of strategic management at the prestigious graduate School of Business at Harvard University along with daughter, psychiatrist Sara De Long, a prominent academic and corporate consultant to executives. Their writings in professional journals such as the Harvard Business Review and lectures at corporate seminars refer to this behavior as the “Paradox of Excellence.”

They conclude that many high performers would rather do the wrong thing well than do the right thing poorly; although it makes no sense. And, when they do find themselves in over their head, they are often unwilling to admit it, even to themselves. Additionally, they tend to not ask for help when they need it. The interesting point here is that the educators see this kind of behavior in companies of all sizes, especially entrepreneurial enterprises as we have on the Gulf Coast.

Of course, a segment of the senior leadership within these organizations represent some of the blame for this mindset. They really don't want to hear that somebody's struggling, nor do they necessarily reward new ways of doing things, despite the lip service they might pay to innovation and prudent risk-taking.

Who's who?
So here is the really big question: Are you this person we're talking about? If you do indeed recognize yourself in this scenario, take heart in knowing it is possible to break this cycle and make the next move toward advancing professional growth.

First, take a hard look at yourself. Identify the forces that escalate your anxieties and cause you to turn to unproductive behavior or relief. Then, adopt counterintuitive practices that give you the courage to step out of your comfort zone. Naturally, this won't happen overnight. Among other things, it requires acknowledging vulnerability. That's something that driven professionals don't like to do. It runs counter to their obsession with managing their image at all costs.

To achieve continued success, you'll want to open yourself up to new learning experiences that may make you feel uncertain at best and incompetent at worst. Just remember please, whether you're a Tampa attorney, a St. Pete distributor or manufacturer, a Sarasota banker, a Fort Meyers financial planner, a Naples builder or any professional services executive, these feelings are fleeting and temporary. Plus, they often serve as a prelude to greater professional ability.

Relief mode
Let's look at a concise synopsis of the suggested steps by the experts to get past the self-imposed limitations:

• Put the past behind you — most of us tend to make irrational comparisons in our own mind between a bad experience and a current situation. Don't do it; the two don't equate.

• Use your support network — high achievers are usually very independent and think they don't need a lot of help. You may be wrong. You have an organization. Get the thinking of others whom you respect. Then, armed with those well thought out opinions, do your own thing.

• Become vulnerable — it's OK, and sometimes desirable, to acknowledge uncertainty. See if others will step up to give feedback on this basis that you could not hope to otherwise receive. Plus, this sends a powerful message to those who care deeply and invites the insiders to join in.

The final word
For high achievers, looking stupid is totally inconceivable. That's why they tend to stick to the tasks in which they excel. That's the case even while the rest of the organization may be passing them in the race to the top.

They may be reluctant to ask important questions or try new approaches that push them outside of their comfort zones. So, if you are thinking this picture may show some of your own corporate and personal traits, stay involved in the total picture. With all that you know, with all you have achieved and with all that you are, the bottom line may be to let go a little, give in a little, step up a little and just watch yourself ... excel a little.

Lou Lasday creates action-oriented strategic marketing initiatives for Gulf Coast emerging companies. He has been a general partner of an Ad Age “Top 100” marketing communications firm and regional president of the American Marketing Association. He can be reached at [email protected]