In my work with high-performing organizations, I’ve identified five leadership mindsets that separate the good from the truly excellent. How do you and your organization measure up?
1. Is “doing more” your default response to “too much to do”?
Energy is your most valuable resource. High performers know that success isn’t about doing more, but about doing what truly matters. Some initiatives, like certain coasts, are destined for shipwrecks. The ability to strategically quit is a hidden competitive advantage. When was the last time you fired your worst customers?
2. Does every executive drive business growth?
Sustained success comes from nurturing external relationships, not just chasing and closing deals. This isn’t just the job of the sales department; every high-level leader must contribute. How much time do your executives spend internally focused instead of engaging with clients, partners, and the market?
3. Are you playing to win, or playing not to lose?
Organizations that prioritize control, status quo, and regulatory protection over bold action are playing defense. But clients and top talent are drawn to those who play to win: think big, move fast, and take calculated risks. How do you encourage and reward courageous leadership?
4. Do you “eat your frog” every day?
The highest-impact tasks are often the least enjoyable. “Eating your frog” means tackling the hard, uncomfortable work first, because it’s usually what unlocks real progress. What’s the one thing you and your team avoid that’s holding you back?
5. Are you maximizing strengths or compensating for weaknesses?
Great organizations don’t try to be everything to everyone. They focus on amplifying what they do best. If you pour energy into fixing weaknesses, you end up with a set of strong weaknesses. Are your performance systems designed to leverage your core strengths?
Now, ask yourself: Which of these five shifts would create the biggest impact in your business?
And more importantly: What stops you from leading the charge?
