Higher Performance Insights | THE stART of MOVING FORWARD

April 2, 2024
higher performance insights

I’m busy is the “pull the string” answer for most, but being busy isn’t always about being productive. 


Here’s the thing: refreshing your email for the hundredth time or tweaking a presentation that’s already fine is like running in place. You're moving, but not forward; before you know it, you're brilliantly procrastinating on the work that matters most.


Timothy A. Pychyl cracks open this conundrum in "The Procrastination Puzzle," describing procrastination as delaying what we plan to do, even though we know it will bite us back.

We hesitate because starting feels harder than not starting. But the irony is that the waiting actually hurts more than the doing.


So, how do we untangle this mess? Let's roll up our sleeves and do a bit of soul-searching.

 

Start with this:

  • Grab an (old school) pen and a piece of paper.
  • Write down something you’ve been avoiding. Maybe it’s that report, the idea you need to develop, or the call you’re dreading.
  • Now, think. What’s holding you back? Is it fear of rejection or overwhelm? Pinpoint the feelings lurking behind your procrastination.
  • Reflect on the cost of this delay.
  • Commit to action. What’s the upside of starting now? Focus on that.
  • Then start. 


If you’re thinking of skipping this exercise, that’s precisely why you need to do it. It’s a mirror showing you your procrastination patterns. And who knows, you might just outsmart your own delaying tactics.


I’ve found that the most effective letters in the dictionary for successful people are S, T, A, R, and T. 

Announcement


For years, HPG has enlightened campus leaders about their cultural dynamics. Now, addressing the broader question of national Campus Culture, we will introduce the State of Campus Culture Report® in April 2024.


This concise report, powered by the Higher Performance Research Group and its 5 Lead Measures, is more than just another interesting bit of information. It's a powerful tool that highlights the most significant dynamic of performance found across any learning institution, providing invaluable insights for campus leaders like you.

We're excited about its upcoming release and grateful to the many leaders who contributed. Look for it soon under our website's "Research" section.


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By HPG Info • February 11, 2025
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By HPG Info • February 4, 2025
When the stakes are highest, the best leaders know how to slow down time. Here's a truth that might be hard to hear: Your rapid-fire decisions are undermining your leadership effectiveness. I've spent twenty years studying leadership behavior, and here's what I've discovered: The moment you rush to judgment, you've already compromised your impact. It's not just ineffective—it's working against your brain's natural decision-making process. Think about your last crisis moment. You probably felt the pressure to act immediately. But what if that pressure was actually your biggest enemy? Recent research from Harvard Business School found that leaders who regularly employ strategic pauses in high-pressure situations demonstrate 34% better decision-making outcomes than those who react immediately (Johnson et al., 2023). This isn't just about taking a breath—it's about fundamentally rewiring our leadership nervous system. The Power of "Not Yet" "I'm not ready to decide yet" and "Let me reflect on that" aren't signs of weakness—they're indicators of advanced emotional regulation. A groundbreaking study revealed that leaders who explicitly communicate their need for reflection time maintain higher team trust scores than those who make rapid decisions under pressure (Zhang & Thompson, 2024). And it gets better. Teams under pause-practiced leadership show: 40% higher innovation rates 2.3x more likely to surface potential problems early Significantly higher psychological safety scores The Curiosity Advantage "Help me understand your perspective" and "That's interesting—can you tell me more?" do something remarkable to team dynamics. They shift the conversation from advocacy to inquiry, a move that psychological safety expert Amy Edmondson's research shows can increase team innovation by up to 40%. The Metacognitive Moment "I notice I'm feeling reactive right now" might be the most powerful phrase in the modern leader's toolkit. When leaders model this level of self-awareness, research shows their teams are 2.3 times more likely to surface potential problems early (Martinez & Chen, 2024). 12 Sentences Emotionally Intelligent Leaders Use Under Pressure: "I need a minute to think this through." "Help me understand your perspective." "That's interesting—can you tell me more?" "I notice I'm feeling reactive right now" "Let's pause and come back to this." "What would a good outcome look like for you?" "I appreciate you bringing this to my attention." "I see this differently, but I'm curious about your view." "Can we explore other options together?" "I'm not ready to decide yet." "What am I missing here?" "Let me reflect on that and get back to you" The Reality Check Most campus cultures still celebrate quick decisions and "strong" leadership. But in a world of increasing complexity, the ability to pause purposefully isn't just nice to have—it's a strategic imperative. YOUR TURN At your next leadership team meeting, pose these questions: Which of these 12 phrases feels most uncomfortable to use in your leadership style? What might that discomfort tell us about our leadership culture? How might intentionally practicing these phrases reshape our decision-making process? REFERENCES: Edmondson, A. C. (2023). Right kind of wrong: The science of failing well. Harvard Business Review Press. Johnson, M. K., Smith, R. B., & Chen, D. (2023). Strategic pauses: The hidden advantage in leadership decision-making. Harvard Business Review, 101(2), 96-103. Martinez, S. A., & Chen, L. (2024). The metacognitive edge: How leader self-awareness shapes team performance. Journal of Organizational Behavior, 45(1), 12-31. Zhang, Y., & Thompson, R. J. (2024). Trust dynamics in high-pressure leadership environments. Journal of Applied Psychology, 109(3), 515-534.
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