No one can go 100 percent 100 percent of the time. It’s July, so I’m spending a fair amount of time watching the Tour de France, which has me thinking about endurance and maintaining high levels of performance for extended periods of time.
While it’s been scientifically proven that top Tour de France riders are actually aliens, the reality is that they only ride at maximum effort (or 100 percent) for a small percentage of any given race. Over a three-week period, the Tour de France includes twenty-one separate races covering almost 2,200 miles. The top riders try as hard as they can to use the least possible amount of energy until it’s time to shine. Even when the time comes, that maximum effort is over a small portion of the race.
My personal mantra for this is: Conserve. Conserve. Conserve. Explode!
If a company’s culture is a non-stop state of emergency and employees can never slow down and catch their collective breath, they’re performance will be underwhelming when they’re asked to shine. Importantly, they’ll never have enough time for thought, reflection or creativity.
In his 2002 book called Slack, Tom DeMarco examines the (sometimes-counterintuitive) idea that in trying to get more and more efficiency and effort out of fewer employees, the result can be the exact opposite of the intention. Your employees can easily become so busy that they’re under performing on every project. Speaking of aliens, I remember having a conversation with a former boss about DeMarco’s book, and the idea of building more Slack into our days. She just looked at me like I was one.
Many of the projects at Tribe involve immovable deadlines. Tribe is very efficient at executing large volumes of work, and we’re typically very good at anticipating work volume. But sometimes it happens, and we’re going full speed and running up against deadline for an extended period of time.
- We get very focused.
- The team pulls together and works as a single unit.
- We get very inventive in finding solutions for specific issues.
- We feel fantastic when we’ve delivered something great for our clients against tough odds.
The less good:
- It’s stressful for everyone involved.
- Available answers often turn into the best answers.
- Creative thinking can quickly evaporate if this goes on too long.
- Things can fall through the cracks – and if something does go wrong (regardless of fault), the options for correcting the issue can be very limited.
- If it goes on for way too long, employees will get very cranky and start returning calls from recruiters.
There are times when your team has to buckle in and put in that super-human effort to get the job done. That’s ok. You rally the team and do what you need to do to meet your commitment. And you perform like a world-class Tour de France rider.
The moral to this story is that if your culture has your employees running at 100 percent all day every day (or if they just perceive that they are), they’re unlikely to have enough left in the tank to do something extraordinary when it’s time to shine.
But try to manage in a way that makes the need for super-human effort an exception to the rule. When it happens and the fan is hit, go back and reassess the project to figure out how you got into that situation in the first place and how to avoid it in the future.
Running too hard and need some help with internal communications strategy and execution? Tribe can help.