Introduction

Achieving Legendary Performance, I first spoke those words when I introduced myself to Chad Cooley, an employee of a client company whose primary focus was housing development. Chad had been head of the company's information technology (I.T.) department. Realizing this position was not central to the organization's efforts and therefore it offered limited possibility for advancement, he requested a transfer to the Real Estate Development Department. He was offered the position of Asset Manager overseeing company owned apartment projects. It was not exactly in the real estate development area, but it was in the right direction. He took it, even though he was not sure what an Asset Manager did. He then contacted me and told me the specific duties management expected him to perform. Though I had never before worked closely with an Asset Manager, I was willing to see if I could help. I told Chad that if he and I worked together, our goal should be for him to perform the job in such a way that he "achieved legendary performance." He agreed.

We found that management wanted Chad to visit the properties to see if they were being maintained properly. If additional maintenance was required, he was to recommend changes; prepare a budget for the work; arrange for it to be performed; and oversee the work's completion. We decided Chad's first step in achieving legendary performance in this new role was to develop a detailed checklist that he would use to assure that everything was in order when he visited an apartment complex. The checklist worked so well that on occasion the process could be overseen by his support person/secretary.  He could then use the time to take on other duties. At this point, he had only been working in the new job for two months, and with me, only a month. We then initiated a written monthly report to his superior. It was a simple, two-page report that gave a general overview of each property with important sections highlighted for quick perusal by his superior. His boss loved the new monthly update.

When I next met with Chad he informed me that management had assigned him two new outside projects. He was told that he was given the responsibility because the projects were important to the organization and needed to be done correctly and that he had proven that he could take on new work and make it happen. There was a great deal of money at risk, and the company knew Chad was someone they could trust to do the projects correctly. This case showed me what is possible when aiming to achieve legendary performance. A young man took on a new job, for which he was not trained, and in a few months was recognized by his superiors and given additional responsibilities.

My many years in industry have shown me there are certain principles that lead to success. The dictionary (cite) defines Principle as "an important underlying law or assumption required in a system of thought". The principles outlined in this book are part of a system of thought which, when put into action, can enable the reader to reach new heights in a career or organization. This book shares those principles through concrete business examples. If one aspires to the ordinary, the results are limited to ordinary, but if one aspires to become legendary, the results are limitless.

 

         

Principles needed to Achieve Legendary in the Workplace

Having more than half a century in the workplace as a management consultant I find that Achieving Legendary Performance is not easy. This Blog will regularly list principles that I have found to be helpful in achieving that lofty place. Commentary is welcomed.