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The Three Questions to Ask for Breakthrough Performance

Published by Chloe Handley at December 14, 2018
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The Three Questions to Ask for Breakthrough Performance
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The Three Questions to Ask for Breakthrough Performance

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Dec 14, 2018


When the results we’ve always gotten equal mediocre performance, what should we do?

It's said that Einstein remarked, “Doing the same thing again and again expecting a different result is the definition of insanity.” Repeating what we have always done will doubtless get us the results we have always gotten.

So what to do?

The Ordinary Answers

There are three standard responses to the question:

1. The source of poor performance is that we haven’t done enough.

The answer: Do more of what we are currently doing.

Or

2. The source of poor performance is that we’re doing the wrong things.

The answer: Do something different than what we are currently doing.

Or

3. The source of poor performance is that we are not doing what we are doing well.

The answer: Do the same thing better.

Those are the ordinary answers. More, better or different--sound familiar?

Three Breakthrough Questions

All of the three answers above share something in common. They all ignore the context in which the action that produces the results and the performance is occurring.

Context is the unseen but powerful structure of thinking in which the action occurs. It is the frame. The frame determines what is and what is not possible.

If the context for safety in your company is (silently and in the background, but nonetheless real) “accidents are inevitable,” then all the work on safety you do will be consistent with that context. Improving lagging indicators can happen and does happen in this context. But what is not possible is eliminating accidents, no matter what is said or done.

So, breakthrough questions are:

Question 1: “What is the current context for action?”

Question 2:“Am I/we willing to take responsibility for that context?”

Question 3: “What context, if created, would allow for something currently considered impossible to be possible?"

If the context for manned flight is “what allows flight is being lighter than air,” the only things possible are balloons. Inside the context “what allows flight is wing design and velocity,” airplanes emerge.

What’s your context? What’s your breakthrough?

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Author

Chloe Handley

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When the results we’ve always gotten equal mediocre performance, what should we do?

It’s said that Einstein remarked, “Doing the same thing again and again expecting a different result is the definition of insanity.” Repeating what we have always done will doubtless get us the results we have always gotten.

  • Author
Chloe Handley
Chloe Handley Administrator
Chloe Handley has progressed to Global Senior Marketing and Communications Specialist since joining JMJ in 2011. Chloé’s experience spans both agency and in-house; working with brands such as Sodexo, Rics, Neopost, Harley Medical Group, Lancashire Constabulary, Wyeth Pharmaceuticals and Coca-Cola. Her experience spans lead generation through digital design and marketing, brand narrative and consistent business and client-focused targeted marketing communications. Chloé’s responsible for managing brand development and marketing and communication strategies across JMJ, helping to drive growth and maintain JMJ’s market lead position. She works with internal teams to develop tailored marketing plans across a range of communications channels – in line with JMJ’s business development objectives.
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