From Comfort Zone to Performance Management
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When they are getting the results because they are following some kind of procedure, chiefs tend to repeat it over and over again.
Why will they change if things are going all right the way they are? The problem erupts when the comfort zone creates an unfounded sense of safety. Like inertia, a person who has established a comfort zone in a particular axis of his or her life, will tend to stay within that zone without stepping outside of it.
To step outside their comfort zone, a person must experiment with new and different behaviours, and then experience the new and different responses that occur within their environment. That may be scary, it may feel like risky and that sensation is unpleasant, while the other one is comfortable.
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Leaders have to be careful because stepping out from the comfort zone is in fact risky and sometimes it can turn out to be unpleasant, expensive and unnecessary. Yet some other times staying in the comfort zone may cause losses, pointless expenses, and a great deal of stress.
As I said before, executives have to be like seagulls in a growing storm. Some seagulls struggle to survive the waves. The most skilful ones will ride the winds, drawing on their experience and using instinct and techniques perfected in milder weather. These are the ones that will know best how to anticipate major currents, how to spot obstacles and how to respond to unexpected updrafts and downdrafts.
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Any good leader knows how to profit the comfort zone. The comfort zone is like the mild weather.
It is the opportunity to learn, to perfect procedures, to develop skills in order to use them whenever they are needed. It is the tranquillity space in which executives treasure experiences for the future. Somehow it is like a case in which jewels are kept. These gemstones are the know-hows cultivated during peace time that will be used when combat is on. A non-experienced executive will exit the comfort zone for no reason, or will stay in it even if it is turning into a dangerous territory.
A well-informed leader will take advantage of the time in which his teamwork operates in an anxiety-neutral condition, delivering a steady level of performance, without a sense of risk.
Comfort zone - Wikipedia
He will also know how to anticipate changes, and will be well aware when to modify the route. An intelligent executive knows that no one should exit the comfort zone without a plan.
Not in any case. Those kinds of decisions should come right from the centre of the brain and never from deep down our stomach. There has to be a serious evaluation process.
In situations in which a series of performance-enhancing steps need to be taken, it is imperative to start the new performance cycle at the point at which the old performance cycle develops a slowing performance trend. From Comfort Zone to Performance Management. Yazar: Alasdair White. Explain exactly how they will benefit now and in the long-run, and you will more likely gain their buy-in. Kevin is a bestselling author, speaker, trainer, consultant and the Chief Potential Officer of the Kevin Eikenberry Group.
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