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RANKINGS BY MOST- VALUED, OUTCOME METRIC(S) - A FIRST STEP 

Want to know the “secrets” behind best performers in any specific category? Or, maybe a CEO wants to know the root causes behind the best and/or worst – profit centers, customers’ net profitability, sales reps, etc. Then first, for background insights go (as intrigued) to www.perplexity.ai to read AI overviews for: 

1. “Positive deviants” 
2. “Bright Spots” 
3. “How to use 5-why analysis to determine root causes” 
4. “How to create and use a fishbone diagram” 

(Perplexity gives me the best overviews derived from best researched references. All phrases in this blog that are both italicized and in quotes will also yield good overviews: 19 in total. And once there, consider checking key references and related questions.)  

When it comes to best individual performers, do a 5-why analysis that will lead you back to root-cause categories and then to category sub-elements. This analysis can be codified into a fishbone diagram. Some categories for individual excellence will be:   

1. Clarity and alignment of vision, values, purpose 
2. Can-do “growth mindset v Fixed-mindset”: to keep learning, experimenting, “failing forward”.  
3. “High intrinsic motivation”; passion 
4. 24/7 health habits that yield maximum, proactive energy 
5. “Deliberate, dedicated practice”   
6. “Love of the plateaus” in any improvement, process path 
7. Patience, persistence, curiosity, and “resilience for all path obstacles” 
8. Better than average “raw aptitude for the performance challenge” 
9. Ongoing experimental/innovative tweaks within all of these categories.  
10. Optimal, individualized support from: coaches, mentors, advisors, cooperative peers.  
11. Others?  

FISHBONE DIAGRAM OBSERVATIONS 

1. The categories will vary in weighted importance as will final root-cause, sub-elements. Which are the most powerful root-causes out of many? By example, for (#3 above) motivation, consider a “personal motivational force field”.  Everyone can have multiple motivating and demotivating forces. Best to first reduce the hold-back forces like: “Automatic Negative Thoughts” (ANTs); can’t-do beliefs; etc. Then, systematically tune up and balance all intrinsic and extrinsic motivations to grow can-do “self-efficacy”.   
2. Regarding (#4) proactive energy. Our human DNA has needs for sufficient regular – “Sleep, Exercise, Educational/mental stimulation and Socialization – coupled with a low-glycemic, steady, blood-sugar Diet. (acronym SEEDS by John Arden)”. The average American is not sufficiently getting these needs. What uncommon habits do high-performers have to fulfill SEEDS needs to then have more proactive, mastery energy?   
3. “Initial raw-talent is not sufficient for eventual excellence”. Naturals are initially fast learners. But, the odds are slim for most of them to have all of the other attributes for pursuing a sustainable journey of ever-improving excellence. By contrast, people with average-plus talent realize that they must work harder, smarter and more creatively to compensate for not having exceptional, natural talent.  
4. The best always find new ways to improve; they have no arrival, end point for excellence. They continue to see ever-increasing, albeit ever-smaller ways to refine what they are doing. They don’t fall for the “arrival fallacy”.  
5. The very best (and worst) are innovators. They find new, uncommon ways to be better or worse. In sports, Dick Fosbury won Olympic gold in 1968 in the high jump using his crazy Fosbury Flop. The Flop was subsequently scientifically proven to be better than the prevailing “straddle” technique. And, there is no shortage of individuals (and companies) who “innovate their way to misery”.  
6. If you discover new improvement insights from excellence analysis, then typically your odds will be low for successful adoption. Companies especially resist foundational change. By example, in spite of Costco’s documented success with the “good jobs strategy”, most employers continue to see employees as a cost to minimize versus a value-creation opportunity to invest in.  

Conclusions 

1. There are few to no secrets to mastering excellence, just a lack of deeper analysis and then the courage and wherewithal to execute on the underlying insights.  
2. Those who master the process of mastery love growing. Many will go on to achieve high levels of - holistic health, wisdom and great relationships – in the latter half of their lives. Desirable attributes!       
3. What high-performers will you choose to do an excellence-analysis? Will you then pursue new insights?