Are You a High-Achiever? The Simplest Way to Tell
Your measure of achievement depends largely on your definition of success or your vision of ‘happily ever after’.
The 1sfa definition of a high-achiever usually means someone who has an abundance of:
money, wealth
degrees, awards
position, title
“Your measure of achievement depends largely on your definition of success or your vision of ‘happily ever after’.”
While these are certainly indicators of a person who has achieved a great deal, they aren’t the only ones. Unfortunately, many people who are very high-achievers are overlooked or uncelebrated (even by themselves) because they don’t have any of these indicators to ‘prove’ it.
In my opinion, the simplest and most reliable way to tell if you are a high achiever is to ask yourself (and at least 1 other trusted person) to honestly answer these questions about you.
Do you regularly:
1. set out to do big things?
2. do those big things?
Bonus points if you learn from or use those big things to do even bigger things.
Your measure of achievement depends largely on your definition of success or your vision of ‘happily ever after’. If you don’t have your own vision, you will likely adopt the one-size-fits-all version that says you have to have a lot of money, degrees or title to be considered a high-achiever. And nothing else but that matters.
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Story As Strategy: Set Your Rhythm
Make planning and measurement more regular occurrences.
Part 3 of the Strategic Story Masterplan is the Journey- aka, Set Your Rhythm.
In a story, the journey is the path that the Main Character takes to go from the start of the story to happily ever after. The journey involves the decisions the Main Character makes and the resulting outcomes. The Main Character learns and grows by completing the journey.
For strategy, rhythm refers to operating rhythm, i.e., the methods, habits, routines and protocols that the Main Character (the project, team, or organization) employs to go from where it is today to where it envisions itself at the completion of the strategy. The rhythm encompasses how objectives & goals are set, how how decisions are made and how progress, learning and growth are measured and communicated.
The Journey - Set Your Rhythm
What
Set annual, quarterly and monthly planning and measurement routines. Stay focused on the end goal while responding and adapting to what’s happening now.
Why
Make planning and measurement more regular occurrences. Respond to changes in priority. Reflect the most current reality of the progress you’ve made.
When
Annual and quarterly strategic planning. Monthly and weekly task planning and measurement.
The Strategic Story Masterplan Framework
The Strategic Story Masterplan is my own story-based framework for defining or refining strategy or a strategic initiative for a team, product or organization.
As a framework, it is meant to serve as a guide. A collection of parts that can be used individually or in any combination that make sense for your situation.
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
Story As Strategy: Establish Your Systems
If you’re going to grow, you’ll need the right systems.
Part 4 of the Strategic Story Masterplan is Support - aka, Establish Your Systems.
Systems are the tools, applications and platforms that help automate your operating rhythm so that they are more efficient, more accurate and less costly. Systems are what allow for scaling vs. growth.
Systems are also the relationships and networks you belong to that allow you to multiply your results without multiplying your efforts.
Support - Establish Your Systems
What
Select the tools and templates that help you standardize and automate your annual, quarterly and monthly routines and daily operations
Define and prioritize the relationships and activities that will expand your reach or multiply your efforts.
Why
If you’re going to grow, you’ll need ‘just right’ systems that will allow you to do more, better, faster and for less cost.
If you’re going to grow, you’ll need the support of ‘just right’ people to amplify your message and efforts.
When
Annually. Once selected, your systems should be assessed or upgraded at least once a year.
The Strategic Story Masterplan Framework
The Strategic Story Masterplan is my own story-based framework for defining or refining strategy or a strategic initiative for a team, product or organization.
As a framework, it is meant to serve as a guide. A collection of parts that can be used individually or in any combination that make sense for your situation.
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
6 Operating Rhythm Examples & Systems To Support Them
Here are some common rhythms that many high-performing teams have and rely upon to get their most strategic projects and goals done.
Every organization, every team, every leader will have their own operating rhythms. But there are some common rhythms that many high-performing teams have and rely upon to get their most strategic projects and goals done.
These rhythms don’t just help them get goals across the finish line, they also help keep progress visible and allow for enough flexibility to change priorities, resources and expectations as situations change (which they invariably do).
Here are 6 Common Operating Rhythms of High-Performing Teams:
#1 Annual Strategic Planning & Visioning
What: Set or re-set the ‘happily ever after’ vision for the next 1-3 years. These are the ‘big hairy audacious goals’ that will bring you closer to fulfilling your mission or purpose.
When: Each year, near the start of the year, but definitely before the end of the first quarter.
Who: Leadership team, key decision makers, stakeholders
Support Systems: Executive Management
#2 Quarterly Goal Planning
What: Prioritize the projects, programs and goals you will undertake in the next 90 days that will bring you closer to realizing the strategic vision you set at the start of the year. Identify measurable results of project, program or goal. These goals should generally be completed within 1 year.
When: Each quarter, near the start of the year, but definitely before the end of the first month in the quarter.
Who: Leadership team, Project or program leaders, key decision makers
Support Systems: Executive Management, Communications & Collaboration, Project Management
#3 Monthly Goal Review / Planning
What: Review progress and results-to-date on quarterly projects, programs and goals. Revise goals or update strategy as needed. Devise action plans for continued goal progress.
When: Each quarter, near the start of the year, but definitely before the end of the first month in the quarter.
Who: Leadership team, Project or program leaders, team members, key decision makers
Support Systems: Communications & Collaboration, Project Management
#4 Monthly Financial Close & Reporting
What: Finalize, review and consolidate accounting transactions for the month. Create and analyze financial reports.
When: The end of each month
Who: Accounting team, Leadership team, Project or program leaders
Support Systems: Accounting & Financial Management, Executive Management, Communications & Collaboration
#5 Weekly Plan & Review
My Weekly Business Planning template in Workboard.
What: Review weekly Red, Amber, Green (RAG) status for the month’s goals. Devise action plans for continued goal progress.
When: Each quarter, near the start of the year, but definitely before the end of the first month in the quarter.
Who: Project or program leaders, team members key decision makers
Support Systems: Project Management, Communications & Collaboration
#6 Daily Touchpoints
What: 15-30 minute team meeting for help, issues or questions on this week’s action plans.
When: Daily or 2-3 times per week
Who: Project or program leaders, team members, key decision makers
Support Systems: Project Management, Communications & Collaboration
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
Why Traditional Strategic Planning Doesn’t Work
You and your team have just finished setting your strategic plan. A few months into the year… everything changes.
Why Traditional Strategic Planning Doesn’t Work
You and your team have just finished setting your strategic plan. After several days of workshops and breakout sessions, you’ve come up with the goals and initiatives that you want to focus on for the next year or more. You feel good about the direction you’ve chosen to take and the clarity you and your team have after coming up with a strategy together.
A few months into the year… everything changes.
The operating budget you thought you would get was significantly less than expected. You also found out that you’ll need to upgrade all of your laptops and office applications to comply with a new federal policy before the end of the year. You have a surge of new clients that you didn’t anticipate, but you’re also spending a lot on adding new resources to meet the extra demand.
The strategic plans and projects that you just decided on just a few weeks earlier suddenly seem unimportant. There are more pressing issues to deal with. The projects are put on hold or completely abandoned. They may or may not be reconsidered at the next strategic planning session - the following year.
why Story makes an ideal framework for defining (and redefining) strategy
4 Reasons Story Makes Sense for Defining Strategy
It’s engaging, emotionally evocative, and flexible enough to keep up with the changing conditions that often require continual adjustments to strategy.
A story lends itself to being edited and revised while still progressing toward a pre-determined outcome. As external and internal circumstances change, a story-based strategy allows the ‘what’ of the strategy to remain constant and the ‘how’ of the strategy to unfold one chapter at a time.
Organizations and teams who adopt a story-based planning framework create an environment that encourages rapid learning, adaptation and resilience.
Storytelling invites more input and participation from all levels into strategic planning and decision-making.
The Strategic Story Masterplan Framework
The Strategic Story Masterplan is my own story-based framework for defining or refining strategy or a strategic initiative for a team, product or organization.
As a framework, it is meant to serve as a guide. A collection of parts that can be used individually or in any combination that make sense for your situation.
define your main character
map your motivation
set your rhythm
establish your systems
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
Story As Strategy: Map Your Motivation
Get to know your audience better, so you can better deliver what they need.
Part 2 of the Strategic Story Masterplan is Map Your Motivation.
In a story, the Motivation is what drives the Main Character to action. It is the reason that compels the Main Character to go on a Journey of change and growth.
For a strategy, the Motivation is what drives the Main Character of the strategy (i.e., the team, the project or program, the organization) to pursue its goals, objectives and plans. It is what inspires the Main Character to accomplish its happily ever after, or strategic vision.
Map Your Motivation
What
Identify your 3 motivations by getting to know your audience, your purpose and your role models.
Why
Get to know your audience better, so you can better deliver what they need. Get more clarity about your purpose, so your your strategic decisions and projects are more aligned. Identify your role models, so you’ll know the standards and best practices you should adopt.
When
Quarterly. Create once. Then review and refine at least 3 times a year.
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
The Power in Creating Your Own Rhythm + Systems
When you’re surrounded by the chaos and inconsistency of dysfunctional systems and rhythms, it may seem as though you are completely at their mercy. But in most cases, you can still make sense of the madness.
Systems are everywhere.
And by systems I mean complex and coordinated networks of people, processes and technology that were created to repeatedly and consistently deliver a defined outcome or end result.
We’ve all had the experience of having to deal with a dysfunctional system. When a system is dysfunctional, nothing gets done when or how it’s supposed to be done. You can’t rely on the system’s output or even trust that there will be an output.
The same goes for rhythm. Almost every process has an established rhythm that it moves by. When processes (or the people who run them) are out of rhythm, then there’s no clarity on when things will happen or how often. Inconsistency abounds.
If you don’t create your own system, one will be provided for you.
When you’re surrounded by the chaos and inconsistency of dysfunctional systems and rhythms, it may seem as though you are completely at their mercy. There’s nothing you can do to change such huge and broken systems, so you may as well just give into them.
In some cases, this may be true. But in most cases, you can still make sense of the madness.
While you may not be able to change the huge, dysfunctional systems and rhythms of the organization-at-large, you still have the ability to create and influence the rhythms and systems that functionally support your team’s needs and values. This is especially important to remember when you’re a leader of a high-performing team that’s embedded within a dysfunctional organization.
I often say that the team is the smallest unit of organizational culture. The most tangible way that is proven is in the team habits, behaviors, tools and practices (aka, rhythms and systems) that they use to accomplish their objectives and goals.
Subscribe to my YouTube Channel to learn how to create an Operating Rhythm & Supporting Systems for your team.
Story As Strategy: Define Your Main Character
Before you can figure out where you’re going, you have to understand who you are and where you’ve come from.
Part 1 of the Strategic Story Masterplan is Define Your Main Character.
The Main Character of your strategic story is the individual or group that will define, prioritize and accomplish the objectives and outcomes to achieve your happily ever after, or, strategic vision.
Understanding your Main Character’s backstory and identity is an essential first step to defining a strategy that aligns with your values, strengths and capabilities.
Define Your Main Character
What
Assess yourself, your team, organization or product to define what makes you unique and why you do what you do.
Why
Before you can figure out where you’re going, you have to understand who you are and where you’ve come from. When you know your strengths and have a clear sense of your identity and values, you’re in a better position to define a future vision that is aligned with them & communicate it clearly to your team, customers and stakeholders.
When
Annually. Create once. Then review and refine at least once a year.
The Strategic Story Masterplan Framework
The Strategic Story Masterplan is my own story-based framework for defining or refining strategy or a strategic initiative for a team, product or organization.
As a framework, it is meant to serve as a guide. A collection of parts that can be used individually or in any combination that is relevant for your planning scenario.
Subscribe to my Youtube Channel to learn how to
Tell Your Story, Set Your Operating Rhythm and Establish Your Systems.
Beware the 1SFA: The Trap of One-Size-Fits-All
Alright, kids. Here’s a little analogy that explains what I think of as,
‘The 2 Basic Approaches to Living Life’.
Imagine life starts out in a large department store. It’s big and brightly lit with rows and rows of fully stocked racks of the exact same garment. Made of the exact same material. In the exact same size. In the exact same color. There are large posters of attractive models wearing the one-size-fits-all garment hanging all around the store. If you choose one of these garments, you’ll also get a lifetime membership to a 1SFA club that gives you access to an array of perks & benefits, as long as you’re wearing your 1sFA garment.
There’s also a section off to the side of the store. In this section, are several tables full of well-preserved but previously-owned items heaped into piles. Some of the items are rack, many are designer. It’s a mixed bag. You can choose as many of these items as you like for one price, and you’ll also be given sewing materials for customizing or tailoring them.
Each of us has a choice… will we select the one-size-fits-all-garment or put something together from the pile of used clothes?
Approach #1 - One-Size-Fits-All, aka, 1SFA
get lifetime membership with your purchase
Join the club. Get perks, benefits & premium access.
The first, and by far, the most popular option is the 1SFA (pronounced: ‘once-fuh’). For many, the 1SFA just happens to fit them perfectly. They are the right size and shape for the garment to look on them like it does on the attractive models in the store. The color agrees with them, and the material feels just right.
For many others, it’s simply the easier option. There’s plenty available, I can just go and grab one and be on my way. Plus, if the models look great in them, I’m sure I will too. Besides, everyone else looks like they’re choosing these. I don’t want to be the only weirdo wearing something different. And… used clothes? Ugh. I could never. I don’t care how designer they are. I want to be the first and only to wear the garment that everyone else is wearing. That free lifetime membership deal is definitely for me. I like perks!
Approach #2 - Create Your Own Look
everything must go
Designer closeouts. Gently-used. All sales final.
This option is less popular primarily because it’s less attractive. A pile of used clothes isn’t much of a match against brightly lit, well-organized racks of clothes with hot models wearing them. So why would anyone choose this option at all? The short answer: because they have to. Perhaps they’re deathly allergic to the 1SFA garment’s material. Maybe they’re just too big to even try to fit into a single-sized garment. Maybe they tried the 1SFA for a while and realized they didn’t like it or that they wanted to try the other approach for a while before making a final decision. Maybe none of the attractive models looked like them. Maybe the perks weren’t perkin’ enough. Any number of reasons could compel someone to opt out of the 1SFA option. And opting out really wouldn’t be that much of a problem if….
The Twist
it’s what everyone who’s anyone is wearing
The New 1SFA Collection
Now available everywhere
Let’s say that the store owner earns way more profit off of the 1SFA outfits than the used ones. The 1SFA garments sell at a pretty high price and they are always in high demand. Since there’s more money to be made, the store owner promotes the 1SFA garments more, maybe even suggesting that 1SFA-wearers are better than the bespoke crowd.
The idea takes hold, then takes form. Some 1SFA-wearers believe that there’s probably something wrong with the bespoke crowd - it’s their fault they’re so big. And if all of us 1SFAs aren’t allergic to the material and we’re perfectly normal, than the allergic must be dysfunctional or disturbed. Those who used to wear 1SFA? Oh, they’re just confused or off the path. We have ways of converting them back.
Now, the bespoke crowd have a problem.
If they continue to wear their self-created looks, they may become targets. Of shame, ridicule, discrimination, violence. The price of the bespoke garment just got a lot higher. Even if they are allergic, even if they’re too big, would it not be less risky to just fit in to the 1SFA garment? ‘Maybe I can just wear the 1SFA in public,’ they reason. ‘I can wear whatever I want behind closed doors.’ For some, it’s a compromise worth making. For others, not so much.
Out of all this confusion around size and style and structure of garment, come all sorts of mis-fits and allergic reactions like:
imposter syndrome
masking
identity crisis
negative self talk
Those for whom the 1SFA doesn’t naturally fit will have to contend with one or all of these regardless of if they choose to fit in or not. This is the case for many so-called marginalized people - the indigenous, the queer, the neurodivergent, the immigrant… anyone who is made to feel like an ‘outsider’ or ‘other’.
For them, the double-sided trap of the 1SFA is this:
Either force yourself into a garment that doesn’t fit or change yourself to fit the garment.
This typically means a literal or figurative modification or ‘cutting off’ of things that are essential to the shape and size of you, including your:
language
name
hair
clothing
behavior
practices of cultural significance
The often-missed irony in this choice is that in doing so, it can become more difficult for you to stand out when you want to. In short, when you fall into the 1SFA trap, you may lose your most strategic advantage.
poor little mermaid
now in theaters
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How To Tell Your Leadership Story
I enter the room filled with energy and excitement. I’m here to celebrate my friend Michelle’s achievement of having been nominated for the 40 under 40 award from her alma mater.
I spot Michelle instantly. She is dressed in a pristine all-white suit, her makeup impeccable and her short-cropped hair adding an air of chic professionalism to her look. She is commanding the table that she’s sitting at. As I approach, I can see that the other nominees and guests are buzzing around her like fireflies to a light bulb.
Without a doubt, she is owning the room.
I grab a drink, then settle in to the seat next to Michelle so I can offer my congratulations and we can catch up before the evening’s official festivities begin.
We chat about things - life, work, our families - for a little bit, while enjoying our hors d’oeuvres and cocktails. After a few moments, Michelle confides in me…
“I still have to write a statement about myself to be officially considered for the award. It’s due in a few weeks and I’ve just been putting it off.”
“Oh? Why’s that?” I ask.
“I just don’t know what to say about myself. I mean, I feel like I haven’t really done anything. Especially compared to these other people,” she says, motioning to the other nominees in the room.
“They’re all so much younger than me. And I’m a nontraditional student. I’m not on campus. I’m a mom. I’m working. Like. what’s so special about that?”
I try not to choke on my hors d’oeuvre.
“Girl!?” I exclaim. “Are you serious?”
***
Why High-Achieving Black Women Have A Hard Time telling their stories
By any standard, Michelle is a high-achieving black woman. She immigrated to the US from Zimbabwe on her own in her early 20s and has since made a successful career for herself in accounting. She was recently promoted to a senior executive position in her firm and she’s recently earned her MBA. All of this while also holding the titles of wife and mom.
Like many black women I know, Michelle has not just one, but many amazing and inspiring stories to tell about her life experiences and accomplishments. So why would she (and other high-achieving black women) have such a hard time putting something down on paper? A few contributing factors could be:
Humility as more feminine or culturally appropriate
Women of all cultures are often conditioned to downplay their achievements and not take up too much ‘air time’ with their stories or anecdotes.
Normalization of struggle, hustle, grind culture
Balancing work, parenting, school and marriage may seem like nothing special when everyone else around you is balancing at least that much if not more and making it look easy.
Thinking of achievements as story
A list of awards and achievements does not a story make. Rattling off a series of accomplishments is more suitable for a resume not a leadership story or personal bio. And chances are we’re more used to writing our resume than writing our story.
Because everybody else has a hard time with it too
I don’t think high-achieving black women have any more of a difficult time telling compelling leadership stories than anyone else, The fact is, most of us haven’t learned or practiced the storytelling skills needed to tell great leadership stories. So when we’re asked to do it, we freeze, panic or procrastinate until the last minute.
How to Tell Your Leadership Story
Focus on Your Vision
Decide what aspect of your leadership story you want to focus on. Is it your philosophy as a leader? Is it a specific obstacle or challenge you’ve overcome? Is it a biographical account of your leadership history? Once you’ve narrowed your focus, you’re ready to start constructing your story.
Understand Your Audience
Who are you telling your story to and what will they get out of it? The most important thing to remember when telling your leadership story is that you’re telling it for someone else’s benefit. The more you know about them, the better you’ll understand what they care about and how to bring that out in your story.
Define Your Main Character
As the main character of your leadership story, it is essential that you have a deep and accurate understanding of your own values, strengths and your challenges. These are the attributes you want to highlight in your story. They will help you earn your audience’s trust and build a meaningful connection with them.
The 4-Part Change Story
The most inspirational and memorable stories are usually stories that involve a significant transformation or change. To quickly structure an impactful leadership story, use the following 4-part change story format:
Start - “When I started out…”
Key story points: What were you like before the change? What did you not yet have, know or understand?
Decide - “I had to make a change…”
Key story points: What forced you to take action so you could have, know or understand more?
Learn - “That taught me a valuable lesson…”
Key story points: What mistakes did you make, what did you lose or learn?
Transform - “Which made me who I am today.”
Key story points: How were you changed? How does that change still influence you today?
That evening, I shared the tips above with Michelle, and let her know that the non-traditional parts of her story were what made her story so impressive. Her unique story of growth and change ended up being a perfect fit for the 4-part change story structure.
Tell Your Story.
Download My Free Storytelling Ebook
Don’t know what story to tell or how to tell it? Learn a simple method for telling compelling impact stories. Create a draft of your own signature story. Download Now.
What's the 'So What?' 1 Question for Better Stories
If you don’t answer this question, your story won’t make an impact.
‘What’s the so what?’ I ask this of my team members when they are presenting an idea to me or to someone else. The question really means, ‘Who cares?’
While it may seem flippant, is really a way to remind you that your story is about your listener, and that if you haven’t determined who they are and why they should care about the information, your story won’t make an impact. Nobody cares what you have to say, if it isn’t something they care about.
Download My Free Storytelling Ebook
Don’t know what story to tell or how to tell it? Learn a simple method for telling compelling impact stories. Create a draft of your own signature story. Download Now.
What Is an Operating Rhythm?
Whenever I explain what an operating rhythm is, I always think of the old nursery rhyme, '‘Here We Go ‘Round the Mulberry Bush’.
“This is the way we wash our clothes
Wash our clothes
Wash our clothes
This is the way we wash our clothes
So early Monday morning...”
I always think of this old nursery rhyme when I explain what an operating rhythm is.
In short, an operating rhythm is the combination of the things you do, the way you do them and the frequency with which you do those things in the process of fulfilling your needs and obligations.
You might otherwise refer to them as your habits and routines. They are the repeated actions and behaviors that make your life (or your business) possible. The better you get at doing them, the better results you get.
Operating rhythms are generally associated with the core operational functions of your life or business. For the sake of this article, we’ll focus on operational functions for a business.
Below is a list of objectives associated with each of the core business functions. Your business operating rhythm consists of the activities you take to meet these objectives and the frequency with which you do those activities.
7 Core Business Functions & Objectives
Function: Marketing & Sales
Objective: Find & attract new buyers
Objective: Make money off of who you know, what you know and / or what you produce or deliver
Function: Product / Service Development
Objective: Create your service or product
Objective: Improve or expand your service or product
Function: Product / Service Delivery
Objective: Deliver your service or product
Objective: Fulfill the promise made to your customers and / or stakeholders
Function: Customer / Stakeholder management
Objective: Derive value from the relationships you’ve built
Function: information management
Objective: Derive value from the data you’ve produced or collected
Function: accounting & financial management
Objective: Track & categorize income & expenses
Objective: Derive additional value from your financial resources
Function: strategy & planning
Objective: Get closer to ‘happily ever after’
Want to learn how to tell your story, set your operating rhythm and establish your systems? Subscribe to my YouTube Channel!
The 5 Types of Systems Every Business Needs
Running a business, team or project without the right systems is possible but it usually isn’t pleasant.
Running a business, team or project without the right systems is possible but it usually isn’t pleasant.
As you begin to grow, your systems will need to grow along with you. Choosing systems that support the core functions of your business today, while also giving you the option to change or expand systems in the future is critical to avoiding having too many systems or systems that cost too much.
While every business or team will differ in what they need to deliver the best results, these are 5 common business systems that every business needs:
