Walk into any organisation that consistently outperforms its competitors and you will find people who operate differently. These individuals do not necessarily work longer hours or possess extraordinary talent. Instead, they have cultivated specific habits that compound over time to produce exceptional results. Understanding these habits is the first step toward developing them in yourself and your team.
The gap between average performance and exceptional performance rarely comes from dramatic differences in capability. Instead, it emerges from small, consistent actions repeated daily. High performers have learned that what you do consistently matters more than what you do occasionally.
Before examining specific habits, recognise the foundation upon which all other habits build. High performers maintain relentless focus on outcomes rather than activity. They measure their success by results achieved, not hours worked or tasks completed.
This distinction matters enormously. Activity feels productive—it generates busyness that creates the illusion of progress. But activity without outcome orientation produces exhaustion without achievement. High performers constantly ask themselves whether their actions are actually moving the needle on what matters most.
The Harvard Business Review has extensively documented what they call the “Knowing-Doing Gap”—the frustrating phenomenon where organisations know what they should do but fail to do it. High performers close this gap through consistent action aligned with outcomes.
High performers communicate before being asked. They do not wait for status updates or explanations of delays. Instead, they anticipate what others need to know and provide it proactively.
This habit transforms how colleagues perceive them. Rather than being chased for information or surprised by problems, others experience high performers as reliable and trustworthy. The proactive communicator builds credibility that creates opportunities.
Proactive communication also prevents problems from escalating. When issues arise, high performers surface them immediately rather than hoping they will resolve themselves. This early warning system allows others to help rather than being confronted with crises.
The specific behaviour involves identifying what information others need before they need it. What decisions are others making that require your input? What dependencies exist that others are waiting on? What risks are emerging that affect others’ plans?
High performers take ownership that extends beyond their formal responsibilities. They see problems as opportunities to contribute, even when those problems technically belong to someone else.
This habit manifests in several ways. When high performers encounter an issue, they either fix it, find someone who can, or ensure someone who can is aware—rather than walking past because it is not their job. They treat the organisation’s challenges as their challenges.
Ownership thinking also means taking responsibility for outcomes rather than making excuses. When things go wrong, the high performer first examines their contribution to the situation before pointing to external factors. This responsibility-taking builds trust with colleagues and leaders.
The habit develops through practice. Start by noticing when you are making external attributions—explaining situations through factors outside your control—and deliberately examine your contribution instead.
High performers never stop learning. They read, ask questions, seek feedback, and reflect on experience. This habit distinguishes those who improve over time from those who plateau.
The specific practices vary. Some high performers read industry publications daily. Others maintain learning relationships with mentors or coaches. Many systematically seek feedback from colleagues and act on what they hear.
Importantly, high performers learn from failure rather than being defeated by it. When something does not work, they analyse what happened, extract the lesson, and adjust their approach. Failure becomes data rather than identity.
The habit requires protecting learning time deliberately. In busy work environments, learning feels like a luxury. High performers treat it as essential, scheduling time for development just as they schedule time for delivery.
High performers bring solutions rather than just problems. When they identify an issue, they do not simply report it—they come with potential responses.
This habit does not mean high performers have all the answers. Instead, they combine problem-identification with initial thinking about response options. They take the first step toward solving rather than leaving that step for someone else.
The habit also means not being stopped by obstacles. When one approach does not work, high performers try another rather than concluding that nothing can be done. They maintain momentum toward outcomes despite barriers.
Developing this habit involves changing how you frame problems. Rather than presenting challenges as dead ends, practice presenting them as problems seeking solutions. This subtle shift in language reflects and reinforces solution focus.
High performers protect their most important work from the urgent demands that fill most people’s days. They maintain clear priorities and protect time for what matters most.
This habit requires saying no to good opportunities to protect great ones. It means declining requests that do not align with priorities, even when those requests come from people who expect compliance.
The practice involves starting each day or week by identifying the most important outcomes and protecting time for them first. Only after this priority work is scheduled do high performers address the other demands that inevitably arrive.
Many people mistake busyness for productivity. High performers understand that productivity is about outcomes achieved, not activity maintained. They protect their most valuable time from low-value demands.
High performers invest in relationships deliberately. They understand that results depend on others and cultivate the relationships that enable their success.
This habit manifests in various ways. High performers know their key stakeholders personally—not just professionally. They understand what those stakeholders need and proactively provide it. They build networks across the organisation that become resources for solving problems.
Relationship investment also means helping others without immediate expectation of return. High performers contribute to colleagues’ success because they genuinely want their organisation to succeed, not because they are calculating favours owed.
The habit requires treating relationship building as part of work, not separate from it. Every interaction is an opportunity to strengthen or weaken a relationship.
These habits can be developed deliberately rather than hoping they emerge naturally.
Start by naming the habits explicitly. Most organisations expect high performance without articulating what high performance looks like. Make these habits visible and discussable.
Model the habits yourself. Team members learn more from what leaders do than what leaders say. If you do not exemplify these habits, neither will your team.
Provide feedback on the habits. Notice when team members demonstrate them and when they fall into lower-performance patterns. Make the feedback specific and timely.
Create systems that support the habits. If you want proactive communication, ensure meetings and processes enable it. If you want ownership thinking, ensure that taking ownership is rewarded rather than punished.
Recognise and reward the habits. What gets rewarded gets repeated. If you want these habits, celebrate them when they appear.
Paul brings over 25 years of experience leading high-stakes conversations with teams, executives, and organisations, having coached more than 100,000 people across 15 countries, spanning CEOs, Olympic athletes, scientists, entrepreneurs, and academics. Learn more about Paul.
