Never pursue extraordinary performance without doing this first

That's one of the mistakes that— it's a big mistake that gets made is this assuming that high performance or peak performance or breakthrough performance or project transformation or any one of these things, that's preferable, that that's what ought to be done. And that's a big mistake because most projects ought to be what I'll call day-to-day performance. Ought to be, we got the right people in the right jobs. We laid this thing out, we planned it, we know what we're doing, and we've got the right tools, technologies, methodologies, approaches. We're going to do those, we're going to execute them, we're going to execute them to the best of our abilities. And that is good, solid day-to-day performance. And that's what most projects should be. Now, occasionally, and this is what we're here for, is Some projects, there are reasons why you want to do something that's a higher level of challenge than that, that's going to take more than just delivering good work. And that is either high performance or peak performance, which is one kind, or breakthrough performance, extraordinary performance, which is another kind. High performance or peak performance is taking the best players you can get with the— with all of the reliable tools and technology, the things that you know how to do, the methodologies and the approaches that you have. And you're going to take those and you're going to push them to their limits. You are going to see how far can we go with this. And you only want to do that if there are compelling reasons to do it. And you got to figure out the right ways to engage people to do that. So that's the first kind. Then there's the second kind, which is what I'll call extraordinary performance or breakthrough performance, which you cannot achieve by doing things the way that you know how to do them already. You can't just put the, the best players in with the best tools and technologies and push it to the limit. You can't achieve this level of performance with that. You will need to leverage new tools, technologies, methodologies, and approaches. You will need to Reinvent yourself, reinvigorate yourself, refine and reinvent, you know, transform. You'll need to come to know yourself as something that you had not known yourself before. It is the person that you are today, performing at their best, cannot achieve this kind of results. So you're going to have to go through something. In order to achieve these extraordinary performance results. And but you should, again, you should only do that if you think that there's something worth doing that for. Just doing that because you think, oh, well, we ought to really just press our people and see if they can get there. No, that's, that's not a great reason to do it because you will burn out your people, your leaders, and your organization by doing that, or your contractors or your subcontractors or somebody. in the mix will get burned out. And if you get known as that group of people, that's not a good thing. So this is why I always want to make sure, if we're going to talk about this kind of thing, that we understand why would you be doing that? Why do you want breakthrough performance? Or why do you need organizational transformation? Why not just do what you know how to do and do it well? You've got great leaders, you've got great people doing what they're doing. Why not just let them do what they know how to do? So that's the thing that you want to— we want to make sure upfront we're not making that mistake.