“You work in the learning zone at all times. That’s how you improve. That’s how you get better. That’s how you learn what your potential really is.” – Jillian Michaels
I love working out to Jillian Michael’s videos. They aren’t perfectly polished. Her demonstrators lose their balance, give out before the circuit is done, politely curse Jillian for pushing too hard. Even Jillian hasn’t mastered everything in her routines. She wants everyone performing on the edge of their abilities, including herself. And she wants you to know that there is more on the other side of that edge. How do you do this in your professional life?
We studied this in our Top Performers research and learned four ways that these elite professionals keep their learning on the edge to get the best return on their efforts. And all MBA bashing aside (kinda), you can’t learn on the edge in the classroom.
1. Build a Mastermind Group. The timeless masters have told us, we become who we surround ourselves with. Top Performers surround themselves with, well, other Top Performers. These are people who are better than them in ways that they want to improve. Mastermind group members show each other the professional edge, and what is on the other side. That is the only way you can aspire to be more than you are today – you need to know what it looks like. Fellow masterminders often mentor each other in different ways, so everyone gives as well as gets. They also hold each other accountable to perform on the edge, or else they are not worthy of being in the group.
2. Nurture a Network of Experts. I have 1200 newsletters waiting to be read in my Inbox right now. I have found an efficient way to keep up with them when I have time, but is this the best way to keep my learning on the edge? Top Performers streamline the overload of information from trade journals, conferences, e-mails, etc. Instead they stay in touch with a select network of experts that keep their knowledge on the leading edge. The noise is deafening in the information space. Networking with the key people who will keep you on top of trends, breaking news, and uncommon success practices is your route to sanity and to high ROI learning.
3. Seek out Diverse Experiences. Someone who does the same things in the same ways everyday has no creative reserve. When it comes time to spark a new innovation, what can you possibly draw from? Top Performers told us that investing time in their families’ activities, seeing plays, reading novels, talking with neighbors and friends from other walks of life give them a reservoir to reference when they need. Consider it a two-for-one: you get to have a life and build your innovation capacity at the same time.
4. Run Experiments. Top Performers design low investment ways to test out new ideas. They know how to NOT let experiments become a distraction or an endless pursuit. Whether it is to build a new skill, evaluate a new marketing program, or test a new product concept, they know how to leverage others to conclude and learn from the experiment, without it taking over their top priorities.
You can get the full summary of our Top Performers Research by clicking here: The Five Strategies Every Top Performer Uses
Everyone has the potential for greatness – in their careers, marriages, parenting, friendships. But greatness isn’t the default. You have to work at it. Top performers consistently perform on the edge of their abilities. They learn more and achieve the best return on their efforts – so they can hit huge goals and still have time for a life.




I recently met a kindred spirit from the learning and development world. We are discovering more and more people that believe that training should be about driving better business results, not about tracking butts-in-seats and happy face sheets. One of those leading thinkers is Gary Wise who is now a Chief Learning Architect with MYCA. Gary has a model for instructional design that recognizes the notion that 5% of employees’ time is spent in formal training classes in a given year vs. 95% on the job, and ALL business results happen on the job. So why wouldn’t training departments focus the majority of their attention to supporting better capability while you are doing your job? This brilliant flash of the obvious is far from common practice by the way.

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