SUMMARY
Dr. James Hewitt is a human performance scientist who works with some of the world’s top businesses to bring about sustainable high performance through science-backed strategies. In this conversation with GLN President and CEO David Ashcraft, James shares the connection between knowledge work and high-performance activities like professional cycling and Formula 1 racing, and some simple steps that we can take to meet the demands of leadership.
IN THIS EPISODE
0:00 Intro
03:40 How James ended up studying human high performance.
06:45 What are the differences between cognitive work and physical work?
08:30 Defining “high performance,” and the pressure that can come with it.
11:10 Exploring the three ingredients of high performance.
14:30 What about perceived outliers who don’t seem to need to sleep?
11:10 How can you assess whether or not you are getting enough sleep?
24:45 How leadership activities impact high performance.
26:30 Where high-performance ends and perfectionism begins, and how to tell the difference.
30:30 How does cognitive work make us tired?
34:45 How do you challenge leaders to step away from the pride associated with working overly long hours?
37:25 Negotiating the tension between “balance” and the reality of paying the cost to do something great.
40:25 Outro
LISTEN
Apple Podcasts | Spotify | YouTube
STANDOUTS AND TAKEAWAYS
- High performance is about trying to understand the demands someone is facing, the capabilities they need to meet those demands, gap between the two, and then establishing a plan to close the gap.
- The same model that applies to physical performance can apply to knowledge work.
- People who have been able to sustain high performance over the long term have three characteristics in common: 1) They are efficient and effective; 2) They are decisive and focused; and 3) They are energized and well-rested.
- “Performance” is about being able to meet the demands that you are facing.
- High Performance requires personal capabilities and conducive environments.
- Studies have shown that much of the difference between effective leadership comes down to being effective in four activities: generating new insights, complex problem-solving, productive efficiency and emotional intelligence.
- Lack of sleep (less than 7 hours) can severely inhibit our ability to solve complex problems and can impair a leader’s emotional intelligence.
- There is a paradox in leadership: the skills that leaders need the most are compromised the most by leadership demands.
- There is a very small number of outliers who do not need as much sleep as the general population, but the vast majority of sleep-deprived people are paying for it in some way: in error rates, or in their relationships at home.
- A high-performance day begins the night before.
- Rest is not a reward; it’s what makes great work possible.
- Being awake for 18 hours can reduce your cognitive performance to the level that is equated to having a blood-alcohol level of .05.
- The subtle qualities of leadership—presence, and engagement—are negatively impacted by lack of sleep.
- The drive to excel needs to be tempered with self-compassion.
- Every character strength or virtue that we possess has a sweet spot. Either under- or over-using it can diminish our capabilities.
- Research suggests that regular periods of rest can help knowledge workers to perform higher over longer periods of time during the day.
- There are times when you may need to go “all in” and make sacrifices, but don’t be afraid to step back and ask yourself, “Is this worth it?”
- To achieve true sustainable high performance, not only do you need to know when you need to go “full gas,” but you must know when you need to back off.
LINKS MENTIONED
David Ashcraft
President and CEO | Global Leadership NetworkWhitney Putnam
Vice President of Marketing | Global Leadership NetworkDr. James Hewitt
Founder | Knowledge Work LabEp 182: Dr. James Hewitt on High Performance for Cognitive Work
TOPICS IN THIS PODCAST
Emotional IntelligenceLeading OrganizationsLeading OthersPerformance ManagementProductivityRelational IntelligenceReplenishmentResilienceServant LeadershipSupervising PeopleWellnessDr. James Hewitt is a human performance scientist who works with some of the world’s top businesses to bring about sustainable high performance through science-backed strategies. In this conversation with GLN President and CEO David Ashcraft, James shares the connection between knowledge work and high-performance activities like professional cycling and Formula 1 racing, and some simple steps that we can take to meet the demands of leadership.
On This Podcast
David Ashcraft
Global Leadership Network
David Ashcraft is President and CEO of the Global Leadership Network, as well as President of The Advantage, a leadership collaborative serving pastors in Pennsylvania. As Senior Pastor of LCBC in Pennsylvania for 32 years, he helped grow weekly attendance from 150 people to a combined average of more than 22,000.
Whitney Putnam
Global Leadership Network
Whitney Putnam is the Vice President of Marketing at the Global Leadership Network. She is passionate about men and women working together to expand their influence so that many more people come to know Jesus. As a builder, Whitney cares deeply about building healthy and holistic communities of people, from the team she has the joy of working with at the GLN to those in her neighborhood. She is a well-respected leader and innovator having served as an executive leader at several global non-profits. She’s a mom to three little girls and married to a tall redhead named Michael. They can most often be found dancing in their kitchen and occasionally sprinkling confetti in greeting cards, all while living in Dallas, Texas.
Dr. James Hewitt
Knowledge Work Lab
Dr. Hewitt is the founder of the Knowledge Work Lab, a human high-performance consulting firm that serves some of the world’s top-performing companies. He holds a PhD in Performance Science and is an active researcher at Loughborough University in England, ranked #1 in the world for Sport, Exercise, and Health Science.1 James has delivered high-impact keynotes and presentations to organizations in over 30 countries across multiple sectors, including the global technology conference Slush, business schools including IMD and Duke CE, and three World Economic Forum Annual Meetings in Davos. Whether for keynotes, workshops, or facilitation, leaders and event professionals choose James for his energy, inspirational perspectives, and expertise in translating science into practical tactics and effective strategies to enhance wellbeing and performance at an individual and organizational level. What's more, you’ll find him incredibly easy to work with.
Show Notes
SUMMARY
Dr. James Hewitt is a human performance scientist who works with some of the world’s top businesses to bring about sustainable high performance through science-backed strategies. In this conversation with GLN President and CEO David Ashcraft, James shares the connection between knowledge work and high-performance activities like professional cycling and Formula 1 racing, and some simple steps that we can take to meet the demands of leadership.
IN THIS EPISODE
0:00 Intro
03:40 How James ended up studying human high performance.
06:45 What are the differences between cognitive work and physical work?
08:30 Defining “high performance,” and the pressure that can come with it.
11:10 Exploring the three ingredients of high performance.
14:30 What about perceived outliers who don’t seem to need to sleep?
11:10 How can you assess whether or not you are getting enough sleep?
24:45 How leadership activities impact high performance.
26:30 Where high-performance ends and perfectionism begins, and how to tell the difference.
30:30 How does cognitive work make us tired?
34:45 How do you challenge leaders to step away from the pride associated with working overly long hours?
37:25 Negotiating the tension between “balance” and the reality of paying the cost to do something great.
40:25 Outro
LISTEN
Apple Podcasts | Spotify | YouTube
STANDOUTS AND TAKEAWAYS
LINKS MENTIONED
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