Guest contributions:

04.22.13  Uncommon Leadership 

04.02.15  Switch and Shift  

05.13.15  Better Practice Team Performance

05.29.15  Better Practice Team Performance

07.08.15  Switch and Shift 

07.14.15  Better Practice Team Performance

10.05.15  Switch and Shift 

Stacey's Reading List...


"Tribe of Mentors" by Timothy Ferriss

"Shortcut" by John Pollack 

"Seeing What Others Don't" by Gary Klein

"Several Short Sentences About Writing" by Verlyn Klinkenborg

"The Birkman Method - Your Personality at Work" by Sharon Birkman Fink and Stephanie Capparell

"Creative Intelligence" by Bruce Nussbaum 

"Improv Wisdom" by Patricia Ryan Madson

"Training To Imagine" by Kat Koppett

"Quiet" by Susan Cain

"Where Good Ideas Come From" by Steven Johnson

"A Whole New Mind" by Daniel H. Pink

"Emotional Intelligence" by Daniel Goleman 

"Rework" by Jason Fried and David Heinemeier Hansson  

"The Leadership Pipeline" by Ram Charan, Stephen Drotter, James Noel  

"Life:  Selected Quotations" by Paulo Coelho 

"Deep Change" by Robert Quinn

"The Power of Full Engagement" by Jim Loehr and Tony Schwartz  

"The Way of the Shepherd" by Dr. Kevin Leman and William Pentak  

"Developing the Leader Within You" by John Maxwell  

"Mr. Peabody's Apples" by Madonna

"Orbiting the Giant Hairball" by Gordon MacKenzie




blog archive

Performance Management: on the running trail or in the office

Running often prepares me for the demands of the office, and I often find the demands of the office necessitate a run.  I believe that performance management is key for the sports athlete as well as the corporate athlete.   Here are some comparisons to explain the parallels.  


Showing-up is the minimum threshold. 

On the trail:  Truthfully, I don’t always feel like going for a run.  But I make a deal with myself on those days.  I’ll dress-out, head to the trails, and then just see what happens.  And more often than not, I’ll fall into a steady peaceful run.  The last time it happened, I ran my own personal half-marathon – just me, alone, in the woods, 13.1 miles.  That’s a pretty good showing for not even wanting to go in the first place. 

In the office:  Showing up to work in most cases is not only not optional, it’s only half the equation.  “Half of leadership is just showing up; the other half is what you do when you get there.” The real measure of success comes in the form of a question:  “what did I do today to move the needle…?” Performance is the expectation. 


Be careful where you place your “spend”.

On the trail:  There is a finite amount of energy that I can expend on any given run.  Given the temperature, the terrain and the estimated miles to be run, it’s imperative that I make smart decisions with my resources.  Uphill with a headwind is grueling; a flat stretch with a tailwind is a gift.  Knowing when to pull back (save reserves) and when to push ahead (spend a bit) is smart performance management.  

In the office:  There is a limited amount of personal energy that I can expend on any given “issue”.  Access to organizational resources is limited as well.  Sometimes I have to let the trivial things go (even when they drive me nuts) in order to conserve the necessary energy to battle the bigger, more just, fights.  Knowing when to yield and when to rally is smart performance management. 


You’ll make better decisions on the straightaways. 

On the trail:  I don’t always know how many miles I’m going to run when I head out.  But I do know that I never make a decision about mileage when I’m running up or down a hill.  Never.  A decision made under either of those outlooks is skewed.  The best time to make a decision is on the straightaways – when my breathing is even, my body is less fatigued, and my mind is clear. 

In the office:  Peaks and valleys are a part of business.  From either one of those viewpoints, I can misread the environment, and potentially make a knee-jerk decision.  It’s only when I take into account the entire landscape that I’m able to make decisions that can traverse multiple terrains. 


Showing-up to perform, managing resources, and making good decisions are merely a few of the elements that reside within performance management.  Through the lens of your sport, what would you add to the conversation….?  


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