Drivers of Elite Business Performance

Credit: Marcus Winkler - Unsplash

The common perception often attributes elite performance to innate talent, suggesting that some individuals are inherently "born" elite performers.

However, research and life experience indicate a more complex dynamic. Few people maintain a lifetime of consistent 'elite performance'. Observing individuals over time reveals that they have periods of thriving as well as moments of struggle.

This observation holds true for myself, my colleagues, and clients, prompting me to highlight the research related to the conditions necessary for elite performance.

This perspective emphasizes that while individual attributes are significant, the organizational context plays a critical role in enabling or impeding elite performance.

In a business context, research suggests that "elite performance" is not solely a characteristic of an individual; rather, it is an outcome resulting from the interplay between individual capabilities and situational factors.

This article delineates the key conditions that facilitate elite performance:

1. Mindset and Psychological Factors

• Growth Mindset: Individuals with a growth mindset believe that their abilities can be developed through dedication and hard work. This mindset is crucial for adapting to challenges, learning from failures, and continuously improving (Dweck, 2006).

  
  

• Accountability: Elite performers take responsibility for their actions and outcomes, rather than blaming external factors. This "accountability mindset" fosters proactive behavior, problem-solving, and a focus on solutions (Hyken, n.d.).

  
  

• Resilience: The ability to bounce back from setbacks, cope with stress, and persevere through difficulties is essential for sustained high performance (Coutu, 2002).

  
  

• Focus and Concentration: Elite performers can maintain focus on critical tasks, even in the face of distractions and pressure (Goleman, 2013).

  
  

• Mental Freshness: Maintaining mental clarity, creativity, and focus under pressure (Fisk, 2025).

  
  

2. Organizational Culture and Environment

• Culture of Excellence: An organization that values and rewards high performance, continuous improvement, and innovation creates an environment where elite performance can thrive (Katzenbach & Smith, 1993).

  
  

• Clear Goals and Expectations: When individuals have a clear understanding of their goals, responsibilities, and how their performance will be measured, they are more likely to achieve at a high level (Locke & Latham, 1990).

  
  

• Support and Resources: Providing individuals with the necessary resources, training, and support enables them to perform at their best. This is a general principle supported by numerous organizational behavior and management studies.

  
  

• Feedback and Development: Regular feedback, coaching, and opportunities for professional development help individuals to improve their skills and performance (Ashford & Cummings, 1983).

  
  

• Empowerment and Autonomy: Giving individuals a sense of ownership and control over their work can increase motivation, engagement, and performance (Deci & Ryan, 1985).

  
  

• Structures: Clear frameworks that guide attention, generate alignment, clarity and measure progress. (MEA HR & Learning).

  
  

3. Leadership

• Vision and Inspiration: Leaders who can articulate a compelling vision and inspire others to achieve it can create a high-performance culture (Collins & Porras, 1997).

  
  

• Support and Empowerment: Effective leaders support their team members, empower them to take ownership, and provide them with the resources they need to succeed (Kouzes & Posner, 2017).

  
  

• Coaching and Mentoring: Leaders who act as coaches and mentors can help individuals to develop their skills and reach their full potential (Whitmore, 2017).

  
  

• Ethical Leadership: Creating a culture of trust, transparency, and ethical decision-making (Brown, Treviño, & Harrison, 2005).

  
  

4. Strategic Alignment

• Alignment with Goals: When individual and team goals are aligned with the overall strategic objectives of the organization, performance is more likely to contribute to organizational success. This concept is central to strategic management and performance management literature.

  
  

• Clear Communication: Open and effective communication ensures that everyone understands the organization's goals, priorities, and how their work contributes to the bigger picture (Shockley-Zalabak, 2015).

  
  

In essence, elite performance in business is a combination of individual attributes and a supportive, well-aligned organizational context. Individuals with the right mindset and skills can achieve elite performance when they are placed in an environment that fosters excellence, provides the necessary support, and aligns their efforts with meaningful goals.

The value of Systemic Team Coaching and Adaptive Leadership Coaching is grounded in the philosophy that individual performance must be viewed in the context of organizational systems integrating strategy, execution and culture.

References

• Ashford, S. J., & Cummings, L. L. (1983). Feedback as an individual resource: Personal strategies of creating information. Organizational behavior and human performance, 32(3), 370-398.

• Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for ethical behavior in organizations. Organizational behavior and human decision processes, 97(2), 117-134.

• Collins, J. C., & Porras, J. I. (1997). Built to last: Successful habits of visionary companies. HarperBusiness.

• Coutu, D. L. (2002). How resilience works. Harvard business review, 80(5), 46-55.

• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum.

• Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

• Fisk, P. (2025). The business athlete ... sprinting, jumping, swimming, cycling ... training, eating, sleeping, winning ... How business leaders can learn from elite athletes to achieve better performance. Retrieved from https://www.peterfisk.com/2025/01/the-business-athlete-how-business-leaders-can-learn-from-elite-athletes-to-achieve-better-performance/

• Goleman, D. (2013). Focus: The hidden driver of excellence. HarperCollins.

• Hyken, S. (n.d.). Creating a culture of extreme accountability and elite performance. Retrieved from https://hyken.com/amazing-business-radio-show/creating-a-culture-of-extreme-accountability-and-elite-performance/

• Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business School Press.

• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.

• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Prentice-Hall, Inc.

• MEA HR & Learning. (n.d.). From average to elite: Unveiling the secrets of performance improvement in business through elite sport parallels. Retrieved from https://www.mea-hr.com/from-average-to-elite-unveiling-the-secrets-of-performance-improvement-in-business-through-elite-sport-parallels/

• Shockley-Zalabak, P. S. (2015). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values. Pearson Education, Inc.

• Whitmore, J. (2017). Coaching for performance: The principles and practice of coaching and leadership. Nicholas Brealey Publishing.