Performance
There are several aspects to performance and when related to mental aspects its natural to think about performance enhancement in the sense of ADDING performance. However adding performance depends on several factors outside of mental aspects such as training, education, system optimizing and resource allocation. When we address performance we do it from a sustainability perspective. Our assumption is that if recruitment and selection is done with a good fit performance is initially at its peak. If exposed to negative impact factors performance can and will decline.
As an example we have time and rest regulation to most driving professions, truck drivers, pilots etc. Operating heavy machinery is associated with risk therefore rules and regulations are in place to make sure top performance is sustained.
In less reskilled areas we seldom think of performance
Winning strategies isn’t always the most obvious ones. Sometimes power and speed used “wrong” is losing to endurance and commitment used “right”
Performance management
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Stress management is performance management! We sometimes think that when the word performance is used we are talking about maximizing performance much as an athlete. In everyday work we don’t need to perform in the same way as an athlete who is up against a contender. We need to be both sustainable and keep performance on an OPTIMAL level not MAXIMAL level. As the graph shows there is a peak but the peak cannot be the normal state we operate in. We need to be able to shift up and down in intensity (we use a concept called COPERS COLORS to help with that).
BURNOUT
Burnout Who gets burnout? research has shown that high performance individuals, tend to be at higher risk. They have the ability to push further past fatigue and exhaustion (see the graph) ignoring signals of too much stress. So in a sense burnout can be viewed as too much strength.
