High Performers are conscious self-leaders. And they exercise their awareness to know what to focus on - and what traps to avoid. Here are 4 to add to your list. #BrainBasedCoaching

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+44 (0) 7976 751 095 dan@danbeverly.com http://danbeverly.com
4 Character Traps Every High Performing
Leader Needs to Know About
13 December 2017
High Performers are conscious self-leaders. And they exercise their awareness to
know what to focus on - and what traps to avoid. Here are 4 to add to your list.
A common trait of High Performance Leadership is a high
degree of consciousness.
That is: self-awareness. The kind of self-awareness that
catches itself doing things right (how many of us could do
with doing more of that?!) - but also catching moments
when our behaviours and ways of being are not the best
course.
Of course, for some of us the preference is "towards". We like
to move towards a goal. And for others, we prefer "away".
We focus on avoiding or minimising what we don't want.
But the High Performing Leader - a learner by nature -
always finds the balance. And a key part of that is
continually checking-in on the character traps we can all
fall into, from time to time.
Because High Performers are interested in the kind of success
that exists over the long term. And we don't stay at a high
level of performance for very long if we allow these traps
to set in.
Here are 4 character traps I encourage my own High
Performing Clients to continually check-in on.
1. Superiority
Superiority is the anti-practice of humility. And it's one of
those characteristics we are acutely aware of and find toxic
in others - yet can be completely oblivious to, when we
ourselves do it. (Who hasn’t silently cursed the idiots they
find themselves surrounded by?)
But aside from being a toxic behaviour, superiority can also
close us off to new learning. When acting from a place of
superiority, we become most certain about everything. And
will hear nothing else. And no high performer was never
not a learner also.
Here are 3 questions to prompt further reflection.
1. Where am I often overly-critical,
judgemental or dismissive of others?
2. What are some of the significant benefits
of a more appreciative and open stance?
3. What simple rule could I give myself
to be more tolerant of others?

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+44 (0) 7976 751 095 dan@danbeverly.com http://danbeverly.com
2. Complacency
Complacency is the anti-practice of diligence. It's resting on
laurels, overspending previous wins, and an air of self-
satisfaction - but without merit or with insufficient regard
to issues and risks. And that last piece is an important
distinction: because all high performance needs feelings of
contentment and satisfaction, along the way.
Complacency comes from a place of knowing or having it
all. Of not needing to work at something. And that
destructive attitude closes us off to new learning ; and makes
no acknowledgement of the outside world which is, of
course, changing all the while.
Here are 3 questions to prompt further reflection.
1. In what major areas have I allowed
complacency to creep in?
2. How and where can I mix things
up and introduce variety?
3. How can I introduce some outside
accountability to keep me on mission?
3. Neglect
Neglect is the anti-practice of attention. And at both ends
of the spectrum - when we're under pressure or when we're
entirely comfortable - it's easy to lose sight of the
fundamentals, the basics and the status quo.
Neglect is a trap of absence: it's stuff we've stopped doing.
And it can really sneak up on us!
Here are 3 questions to prompt further reflection.
1. What, right now, is not getting the attention it
needs or deserves?
2. Who are the people who need my attention?
The "infrequents", as well as the "oftens".
3. What low-priority items are keeping my
attention from the high priority items?
4. Over-commitment
Over-commitment is the anti-practice of focus. It is a misuse
of our commitment. And whilst it might come from a good
place initially, it ultimately produces low performance in
the form of incomplete or substandard work.
Commitment is like energy: it never vanishes; it only gets
transferred. But it can also be over-spent. And so we need
to engage some commitment and over-commitment checks.
Here are 3 questions to prompt further reflection.
1. Where am I repeatedly over-committing?
2. How is my over-commitment negatively
playing out?
3. What do I need to say "no" to, to refocus my
commitment?
Your personal
character traps
Atop my 4, I invite my clients to add their own personal
character traps. Their particular kryptonite.
What are your traps? What would you add to the list that
you just know: if I could catch myself doing that - and
intervene with an alternative choice - my performance and
results would vastly improve?
And with that list in hand: what will you do in future to
avoid the traps?
Dan Beverly is a leadership and performance coach to scores of high-
achieving professional women. His coaching work helps them to
advance their leadership agenda, accelerate their career and achieve
their highest possible potential.
If you'd like to talk to Dan about coaching as an option, go online to
http://danbeverly.com or schedule your call here.