“An impossible 90% of respondents believe they’re in the top 10% of performers.”
Source: Survey of 2,000 Americans in middle management and above, 25 years and older, conducted by Beta Research Corp. of Syosset, N.Y. for BusinessWeek during June 28 to July 5, 2007, using an online panel. Margin of sampling error is plus or minus 2.2%.
Recently, I’ve engaged in a higher than normal number of conversations regarding leaders who believe they’re in the top 7% of their profession, and / or, they’re a Top 7% person in the world.
Here are a few questions swirling around this topic.
1. What do Top-7%’ers look like and are their attributes easily recognizable?
2. Can leaders move from the 93% Group to the 7% Group?
3. Is it worthwhile to put forth the inordinate amount of energy required to lead the life of a Top-7%’er?
1. What do Top-7%’ers look … ? This is a popular question. It’s been my observation, the #1 attribute of Top-7%’ers is; they consistently, even on jugular issues, put the interests of the most worthy people first. In addition, they do not view people interactions as transactional, whereas the traditional quid pro quo system is important. Lastly; they do not see professional and personal roles being independent. Thus; they lead holistic lives in which their same values, principles, beliefs, Decision Making Quality, etc. are used in all aspects of their life, including professionally and personally.
2. Can leaders move … ? I believe this is a fascinating topic; particularly in light of my belief, the answer in general is, “it’s unlikely”. In my personal observations, most Top-7%’ers were Top-7%’ers in high school, college, early in their careers, as parents, later in their careers, etc. One critical key in determining who these Top-7%’ers are, is their response to significant negative situations that affect their lives. Their responses in these gut-wrenching situations, including Decision Making Quality, Integrity, Execution-Excellence, Emotional Intelligence, Listening, etc. either solidifies their Top-7% status or exposes them as a 93%’er. It’s painfully difficult to be a Top-7%’er!
3. Is it worthwhile to put forth … ? This is a question for your Decision Making Quality Objective (DMQ-obj, not to be confused with your DMQ-sub). Your choice coupled with your Talent Portfolio (competencies needed to implement your choice effectively), will determine the answer. In my leadership book, DMQ is hit on repeatedly; since I believe, it is the primary determinant of an individual leader’s success, particularly since DMQ is the “bridge” that spans (or falls short of) the gap between stimulus (something impacts us) and our response.
Given the amount of effort, number of failures, requirement for unwavering courage, loneliness during the journey (only 7% are on the path less traveled), etc., it’s understandable why most leaders will not choose this arduous journey. To those who choose this lonely leadership path and are capable of being a Top-7%’er, on behalf of those people who’s lives you have changed or will positively change; yet who have no voice, “Thank You” from them, for Making A Difference!
Who changes the world? I believe it’s almost exclusively the Top-7%. They are the only ones with the Talent Portfolios and social consciences needed to actually implement significant positive social impact. If you believe you’re one of these executives, we’d love to explore possible opportunities.
Get Making A Difference! ~ JR
