{"id":5415,"date":"2014-09-24T17:20:00","date_gmt":"2023-10-18T17:20:59","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=5415"},"modified":"2023-10-18T17:36:06","modified_gmt":"2023-10-18T17:36:06","slug":"the-essential-metrics-high-achievers-overlook","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/ca\/blog\/the-essential-metrics-high-achievers-overlook\/","title":{"rendered":"The Essential Metrics High Achievers Overlook"},"content":{"rendered":"\n

She takes full ownership for the mistake now, but there was a time not long ago when Karen Dillon, like so many of us, realized she wasn\u2019t living up to the standards she had set for herself.<\/p>\n

Dillon is the co-author, along with James Allworth and business management guru Clayton Christensen<\/a>, of How Will You Measure Your Life?<\/i><\/a> a bestselling book that explores how to avoid burnout, find fulfillment and, ultimately, deliver more value to customers. Dillon recently appeared as the keynote speaker on a webinar produced by the Conference Board of Canada<\/a> to distill some of the book\u2019s key takeaways.<\/p>\n

\u201cThe kinds of things that make you \u2018not unhappy\u2019 in the job are the things that you say in job interviews and talk about at cocktail parties, like having a great office or working for a prestigious company,\u201d she said, referring to this as the \u201chygiene factor\u201d in career development. \u201cBut having a full plate of hygiene factors . . . that\u2019s different than a job that\u2019s making you happy.\u201d<\/p>\n

Instead, Dillon suggested looking for the \u201cintrinsic motivators,\u201d such as whether or not you feel respected at work, that you have chances to grow and learn, or whether you enjoy working with colleagues. \u201cHigh achievers want hygiene, but the things that get you out of the desk in the long run are the intrinsic motivators.\u201d<\/p>\n

What reward systems reveal<\/h2>\n

As a former senior editor at the Harvard Business Review<\/i><\/a>, Dillon considers herself one of those high achievers, but she\u2019s learned some of these lessons the hard way. She described leaving a good-paying job at what could have been considered the height of her career when she realized work-related concerns were coming ahead of what she had told herself was her top priority: her husband and two daughters.<\/p>\n

\u201cNothing about how I spent my time would have indicated that was true,\u201d she admitted. \u201cI was not making choices that would lead to family being the most important thing in my life.\u201d<\/p>\n

Many businesses have the same problem, according to Dillion. Her book tells a story about SonoSite<\/a>, a company that makes ultrasound equipment. On a sales call, the company\u2019s president and CEO was surprised when his salesperson risked losing a deal and not mentioning the firm\u2019s less-expensive product. The reason was simple: salespeople at SonoSite got much higher commissions for its premium products, and making the same money with the cheaper products would have been a lot more work. Similarly, Dillon suggested we not only need to be honest about what we value, but how we and our colleagues are rewarded.<\/p>\n

How High Achievers Behave<\/h2>\n

\u201cEveryone is fighting for resources, time, energy. Is it who\u2019s loudest, who\u2019s fastest or who offers the highest ROI?\u201d she asked. \u201cHigh achievers are hard-wired to make one type of choice: Get a faster ROI at work. We don\u2019t get those signs in our personal lives or relationships on a daily basis.\u201d And even in the office, she added, there can be a big difference between what a company says it does and what actually takes place day-to-day.<\/p>\n

Dillon\u2019s advice does a lot to explain why change can be so hard, whether it\u2019s selling a new kind of product or using new kinds of cloud-based tools to sell them<\/a>. She recommended more Canadian business leaders to embrace the unknown and pivot like a startup<\/a> competing in a difficult market.<\/p>\n

\u201cMany people and MBAs think they\u2019re supposed to have a five-year plan: to be CEO of this, head, of that, and so on,\u201d she said. \u201cThat\u2019s fine, but you also have to be open to the unanticipated opportunities that arise . . . When you look at the research, 90 percent of companies are successful with a different strategy than what they thought of. You can apply that to your life as well.\u201d<\/p>\n

Photo by Glen Wright<\/a><\/i> <\/span> <\/p>\n","protected":false},"excerpt":{"rendered":"

Photo by Glen Wright<\/p>\n

She takes full ownership for the mistake now, but there was a time not long ago when Karen Dillon, like so many of us, realized she wasn\u2019t living up to the standards she had set for herself.
\nDillon is the co-author, along with James Allworth and business management guru<\/p>\n","protected":false},"author":1,"featured_media":5417,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"sf_justforyou_enable_alt":true,"optimizely_content_id":"","post_meta_title":"","ai_synopsis":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"sf_topic":[4],"sf_content_type":[],"coauthors":[2],"class_list":["post-5415","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","sf_topic-sales"],"yoast_head":"\nThe Essential Metrics High Achievers Overlook - Salesforce<\/title>\n<meta name=\"description\" content=\"Photo by Glen Wright She takes full ownership for the mistake now, but there was a time not long ago when Karen Dillon, like so many of us, realized she wasn\u2019t living up to the standards she had set for herself. 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