The differences between peak performers and workaholics are many, but the question all boils down to the idea of balance. As a group, peak performers are fascinating to study. What does Winston Churchill have in common with Muhammed Ali? Or Eleanor Roosevelt with Saul Bellow? Or Albert Einstein with Nadia Comaneci? In studying peak performers in healthcare, education, athletics, business, and creative arts, we have identified many common characteristics. Here are eight that contrast peak performers with workaholics.
Peak performers derive their motivation from commitment to a very personal set of goals; workaholics are motivated primarily by fear of failure. Early in their careers, workaholics tend to be seen as up-and-coming people who will make a contribution; and, in fact, they often do. They rise quickly in the organization or profession but end up managing details - becoming attached to a multitude of status-related symbols, events, and circumstances, rather than to creative work. They are often powerfully motivated by an addiction to busy-ness and often see any time spent away from work as wasted time.
Peak performers, on the other hand, derive their motivation from a very personal and passionate commitment. While they, too, may work very long hours, they often experience their work as replenishing and nourishing, rather than debilitating and toxic.
Peak performers understand the need for systematic relaxation and reflection. They tend to look upon vacations and breaks in the action as a source of much creative effort. As a group, they tend to get away from their office work far more than the workaholics.
Peak performers are frequently deeply committed to some physical activity. Often the optimal performers play tennis or golf, job or lift weights, hike or garden - they have some powerful attachment to physical expression, and innate understanding of the mind-body connection. They realize that for the mind to perform optimally, the body must be conditioned to perform optimally.
Peak performers develop and nuture strong family and friendship networks, unlike the workaholics who tend to devastate family and friendship networks by gong through a series of relationships that de-emphasized and often deteriorated. Knowing the importance of supportive and friendship networks, peak performers build quality personal relationships. Workaholics, married to work more than to anyone else, destroy friendships and devastate their personal lives.
Peak performers practice mental rehearsal. They rehearse, in their mind's eye, any incident or event that is important to them. Mental rehearsal is a core capability of peak performers - one that the Soviets and East Germans have developed extensively in their athletic programs. Business executives can benefit by rehearsing specific events in the mind's eye, including all those possible outcomes and possible surprises that can materialize. This mental practice can build familiarity and boost confidence and self-esteem.
Peak performers challenge popular notions and their own limiting beliefs. They are fond of "turning the world on its head." They challenge popular notions about what's healthy and what isn't, what's appropriate and what isn't, what's real and what isn't, trusting their own personal cues instead of prevailing opinions. They put all the data "in the hopper" and derive their own unique solutions and perspectives.
Peak performers have a keen sense of the use of time. Basically, they divide all of their activities and tasks into three separate categories - A, B, and C. In Category C are interesting possibilities that don't fit their game plan or specific goals; in Category B are important activities, given their goals and game plan, that can be delegated to others; and in Category A are important activities that only the peak performer can do. Peak performers tend to reject Category C, delegate Category B, and spend as much time as possible in Category A.
A prominent corporate executive once shared with me this quote, which had been his primary credo for a number of years.
"Until one is committed, there is hesitancy, a chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans. The moment one definately commits one's self, then providence moves, too. All sorts of things occur to help one that would otherwise never occur. A whole stream of events issues from the decision-making in one's favor, all manner of unforeseen incidents and meetings and material assistance which no man could have dreamt could have come his way."
