29 THE DISRUPTORS www.ceotodaymagazine.com Behaviours of Top Performing Leaders The Five Ambassadors: How do you build a reputation as a top performer? In the first few years of their careers, many people work hard to prove themselves. That’s understandable because one’s drive to gain influence and move up in the organisation is predicated in large part on the quality of their work. It is also partly due to insecurity. After all, when a person is relatively unknown an outsized effort is often needed to overcome others’ doubts and gain recognition as a credible contributor. As more feedback is received from stakeholders and one’s confidence grows, they shift to improving themselves. The leaders I’ve studied the past 20 years demonstrate that same desire. They evolved into top performers over time by learning to adapt based on conditions. They were willing to have their world view challenged as compelling evidence grew showing alternative, better pathways to helping their organisations achieve positive outcomes. Their ability to adjust to each situation, to ‘read the room’, and to assess the overwhelming flow of data is essential to helping their organisations develop solutions and expertise that benefits society. Note that adapting, compromising, and willingness to have one’s perspective challenged are not signs of weakness or of moral ambiguity…far from it. These are signs of a maturing leader comfortable with and open to ideas from diverse sources. One does not become a top athlete by never adjusting practice routines or competition tactics. They learn from trial and error, from observation of others, from conditions, catalysed by an internal drive to improve. John A Davis
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