Tenacity is one of those common attributes of most successful people. It’s often one of the key missing ingredients of chronic underachievers.
Truly tenacious people grab hold of an idea or a cause and refuse to let go until they’ve succeeded, or, until someone finds them passed out in a pool of their own sweat. Of course, what the external observer probably doesn’t know is the tenacious individual hasn’t given up. He or she is just bowing to nature’s demands and refueling and rethinking while floating in said pool of sweat.
70-Percenters Lack Tenacity:
We all know the types…good talkers, quick to jump on an idea and really good at seeing things through all the way to about the 70-percent phase. After that, nothing.
I’ve known 70-percenters who are truly smart and genuinely nice people. Unfortunately, for whatever reason, they have no idea how to finish.
Advice: provide feedback, coaching and a reasonable number of opportunities for redemption. If 70% doesn’t consistently become 100%, fire the 70-percenter. Yeah, it sounds harsh. Try and build a winning team or organization around chronic under-achievers and let me know how that works out.
You Cannot Talk Someone into Being Tenacious:
You cannot teach people how to become tenacious through textbooks, lectures or sermons. And you cannot teach people how to be tenacious by talking or browbeating them into it. Ask any parent who has ever struggled with a child not interested in putting in the extra effort required to master a difficult task or challenging subject.
The same goes for your employees.
Leaders Can Model Behaviors that Cultivate Tenacity:
Tenacity is all heart. Or at least it’s one of those attributes we ascribe to the heart. It’s the childhood story of, “The Little Engine that Could,” translated into action.
You cannot teach someone to be tenacious in traditional ways, but as parents, teachers and leaders, we can absolutely model the behaviors that cultivate tenacity.
I’m convinced I learned the importance of tenacity from observing my parents in all manner of circumstances. There was no problem they couldn’t overcome. There were setbacks and disappointments, but these were always met with a firm resolve to try again, by applying new ideas and approaches.
As leaders, we are teachers and our own behaviors serve as guides to right and wrong, and acceptable and unacceptable.
5 Ideas for Cultivating Tenacity on Your Team:
1. Hire and promote for tenacity. Proper behavioral interviewing will help you readily identify those with stick-to-itiveness and those who fold like lawn chairs when the going gets tough.
2. Fire 70-Percenters. I don’t care how smart they are, you need people and teams that are committed to turning ideas into actions that solve problems and create value.
3. Quit letting people and teams off the hook. It amazes me how often leaders let people off the hook for the wrong reasons. Project setbacks, technical challenges, resource issues or political roadblocks are not reasons to give up. Leader, this is where you earn your keep, both from an accountability perspective, and from living up to your obligation to help people and teams navigate the vexing roadblocks.
4. Don’t let them off the hook, part 2-accountability is key. Effort is essential but results count. Ensure transparency on team and individual activities and outcomes. We don’t get free passes and gold stars for trying hard and failing. While initiatives will end and failing is part of learning, the stopping point or the directional shift must be based on good objective decision-making, not on someone’s or some team’s predilection to throw in the towel. Apply your rules of accountability fairly, visibly and evenly.
5. Capture the successes and create and celebrate heroes and legends. The great successes against overwhelming odds are the stories that begin to define your culture. New employees look to these stories to understand how success is defined and existing employees point with pride to remarkable accomplishments. Success becomes the bar by which all initiatives are measured and if you’ve done your job right on the hiring front, the good people on your team understand that achieving success requires focus, discipline and yes, most all, tenacity.
The Bottom-Line for Now:
I love tenacious people and tenacious teams. While I don’t advocate the endless pursuit of failed initiatives (see my Decision Making Series), I do look for people and teams that have that extra store of energy and performance gear that drives projects to closure, turns ideas into actions and failures into opportunities. If you are building for success, hire for tenacity and reinforce the behaviors that create winners.
I’ve met a lot of 70-percenters who are great at crafting solutions, just horrible at completing the project. Likewise, I’ve met some 100-percenters who will finish anything, but can’t think their way out of a paper bag. My point is- is it reasonable to fire smart 70-percenters or to team them 100-percenters who can finish off the project? Is there a sufficient workforce to create strictly 100-percenter teams? Are there any studies about what percentage of professionals have the quality of tenacity?
-great read, thanks for posting.
It takes all types…no doubt about it. My perspective is reflected in the post. I’m after the well-rounded professional…and am greedy. I want good idea people that know how to finish. Casey, thanks as always for sharing! -Art
Art,
I agree with you wholeheartedly. You could also say the same thing using the words of the master. The organization needs to “create constancy of purpose”.
Great perspective,
Andy
Andy, thanks for adding in those appropriate words from Dr. Deming! Hope all is great with you/your projects…and that you are surrounded by nothing but tenacious colleagues! -Art
Art – I have to agree with Casey. Could it be possible to take a 70-percenter and create a system where the positive aspects of the person reach the 100-percent mark or close to it? Could it be worth a try before firing the person? By implementing #4 – Accountability, as a leader you may be able to get the person to perform at a higher level. I agree with the rest of your blog. Tenacity is taught young and I have seen people not go that extra mile to accomplish their goals. It’s a disappointing aspect of human nature. Thanks, Kira
Kira, I’m still firing the 70-percenter, assuming they don’t respond well to my coaching. Too much time with the wrong people is a common and costly leadership mistake. Sounds harsh…but it’s not. Fairness must prevail and you as a leader have a responsibility to field the best team to drive the best results. I’m all for your experimenting however. Try it on for size when the opportunity presents itself! Thanks, Kira. -Art
Art – I understand. Everything in theory sounds great but if the concepts don’t work they don’t work and you have to cut your losses. Thanks, Kira
I only agree with half your statements. Go ahead and fire the 70%ers. I agree on that part. As far as the people who overcome obsticals to complete a job; keep the praise and acknowledgement. Time off and money are the key motivators. Give me a day off or a bonus and you’ve got my loyalty. Invite me to a; meeting, lunch or dinner to publicly congratulate me and I won’t bother to show up. I’d rather stay at my desk working…..
K. Markow, different strokes for different folks. That’s what motivates you. There’s a good deal of research that shows you in the minority in terms of motivating factors. Thanks for reading and sharing. -Art
Art –
I agree with you. I don’t want any 70 percenters on my team. The problem that I have seen with these folks is the effort it takes to keep team moral high. The 70 percenter will come up with the idea then the rest of the team has to work to see it through. This causes resentment in those who are “doing someone else’s project.” The first project it happens on gives a coaching opportunity, the second time it happens is a more sever conversation and the third time – well let’s just hope they have updated their resume along the way.
Debbe, I like the escalation process! -Art
Ellen Weber’s one of the most tenacious people I know. I’d have to say she’s a hero because she doesn’t let go of her vision even when she’s grabbed the last thread at times. She keeps taking the ship out to sea and reaches destinations using her surprising talents. Soon she’ll land at that major port she has envisioned!
She facilitates others to grow and use similar tenacity and I have witnessed cultural change.
Robyn, thanks for sharing an example of “tenacity in action.” Love Ellen’s material! -Art
Loved the article. As a professional outplacement firm, we see many 70% folks and want to help them do some good self evaluation so that their future employment is more secure. Translating their success into a resume that communicates the value of what they bring to the table is our goal and we have seen that employment transition assistance is a valuable resource. I will quote this article as what companies are looking for.
thanks
Travis Jones
Travis, thanks. Good for you and your firm for helping. Use the post in good health! -Art
Art – you speak my language! You warm my heart! Tenacity is my all-time favorite, most potent word in business. Whenever I’m asked what it takes to build the dream, be an entrepreneur, own your own business, etc. the first thing I say is, “Look up the definition of tenacity. Then you should stamp it in your memory, engrave on your heart, write it on your walls, post it on your desk just never, ever forget what it means.” It’s imperative to fully grasp the meaning or get out of the game … now. I’m ultra passionate about this word and love what you wrote! With gratitude, Elena
[…] According to Art Petty, “Tenacity is one of those common attributes of most successful people. It’s often one of the key missing ingredients of chronic underachievers.” We can look at the definition, but that’s a bit formal and stale. When you break it down, truly tenacious people grab hold of an idea or a cause and refuse to let go until they’ve succeeded, or until they literally are incapacitated and physically unable to do even one more thing. One might think then he or she has finally given up, but a tenacious person will never give up – they are merely given into their bodily demands while they replenish themselves for a renewed attack. […]
Big misperception—tenacity is NOT an attribute. It is a PROCESS that evolved in order to help man meet the challenges of life. It starts with a meaningful goal–the first being to survive which aroused man to take action. Companies hire a tenacious individual than months later ask, “What happened to his or her tenacity/” The problem is the company has given the individual boring goals that are not meaningful to the individual. Without meaningful goals, an individual will not sustain tenacity. As long as an individual is engaged in the “tenacity process” he or she will act tenacious–by the way, what is the difference between tenacity, mental toughness, grit, resiliency, and perseverance? To understand how tenacity evolved, the tenacity process, and how to instill tenacity in yourself, read the chapter on Tenacity in the recent NY Times Bestseller, Performing Under Pressure: The Science Of Doing Your Best When It Matters Most (Crown, 2015). You will learn a lot.
Thanks for the lecture. I stand behind the blog. Spend three decades growing market leading business around winning teams and you’ll learn a lot! I do appreciate the book reference.
In all fairness and full disclosure, this reply is a well written plug for the book since Mr. Weisinger is the author. I do, however, agree with the statement of meaningful goals maintaining tenacity in people. I will most likely read the book but am curious as to why the author didn’t not identify himself and his connection to the cited text in the post. Grateful for the information. Cheers!