Achiever vs. Hyper-Achiever: navigating Strengths and Saboteurs
Photo credit: Andreas Klassen
“Beware the barrenness of a busy life.”- Socrates
In a world that often equates success with relentless activity and achievement, Socrates' warning resonates more profoundly than ever. In our relentless pursuit of success, we often find ourselves caught in a paradox of achievement.
Inspired by the work started with two of my clients last week, I want to explore this paradox, distinguishing between the esteemed role of an "achiever," as characterized in Gallup's Strengths Finder 2.0, and the potentially detrimental path of an "hyper-achiever," a concept of self-sabotage discussed in Chamine Shazad's Positive Intelligence.
This article will dissect these roles and their impact on professional and leadership development, offering insights into how one can embrace the strength of being an achiever without tumbling into the pitfalls of hyper-achievement.
The Achiever talent and some diverse perspectives
The “achiever” is one of the thirty-four strength themes articulated by Don Clifton in the Gallup’s Strengths Finder 2.0 assessment, characterizing individuals fueled by an insatiable desire to accomplish and excel.
People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive. Breaking a large project down into manageable tasks comes natural to them and they are dependable.
Achiever is in the “executing” domain of talents. Achievers value productivity; every day is a new opportunity for them to chase and conquer objectives, making each achievement a testament to their dedication. The achiever’s sense of self is often nourished by this cycle of setting and surpassing benchmarks, which provides a continuous stream of fulfillment and purpose.
In the workplace, achievers are the engines of progress, consistently pushing themselves and, by extension, their teams, to reach new heights. Their innate drive serves as a beacon, guiding and motivating those around them. Achievers find a profound satisfaction in the act of achievement itself, which becomes a compelling narrative of their professional journey.
However, this relentless pursuit is not without its shadow. The achiever's commitment, while admirable, can teeter on the brink of obsession, where the line between dedication and overwork blurs. The intensity of their ambition can sometimes eclipse the necessity for rest, reflection, and recreation—elements that are essential for long-term sustainability and well-being.
Delving deeper into the psychological underpinnings, the achiever's profile is a mosaic of intrinsic motivations and learned behaviors.
The need for achievement, a term pioneered by psychologist David McClelland, is multifaceted, incorporating a robust ambition to excel, a yearning for mastery over diverse skill sets, and an indomitable desire for autonomy.
This need is not a hollow craving for accolades but a genuine desire to impact the world. Achievers are often visionary in their outlook, seeing beyond the horizon of their personal goals to the broader implications of their work. They relish the process of skill acquisition, finding joy in the journey towards expertise, and they often do so with an independence that is as liberating as it is daunting.
Yet, herein lies a paradox: the very independence that empowers achievers can also isolate them. Their self-imposed standards and solitary quest for mastery may distance them from the collaborative warmth of collective endeavors.
It is here that the achiever must navigate the delicate balance between the solace of solitude and the power of partnership.
Achievers in Leadership: A Double-Edged Sword
When achievers ascend to leadership roles, they often shine as exemplars of hard work and dedication. They are the standard-bearers, setting a high bar for performance and ethics. The achiever-leader is often seen as a wellspring of drive and determination, inspiring their teams to strive for excellence.
Yet, this double-edged sword can cut both ways. The achiever's intensity, if not modulated, can manifest as micromanagement, stifling creativity and autonomy in their team. Their high expectations, though rooted in a belief in their team's potential, can sometimes create an atmosphere of relentless pressure. It is the wise achiever-leader who recognizes the need to balance the push for results with the cultivation of a supportive and nurturing team environment.
The Hyper-Achiever Saboteur and beyond
In Shirzad Chamine's book "Positive Intelligence," the Hyper-achiever is one of the nine accomplice saboteurs to the Judge, the main saboteur. Saboteurs are self-limiting, disempowering voices living within our minds, shaped in our childhood. For the Hyper-Achiever, self-validation, self-acceptance and self-love are all conditional—conditioned on continual performance. Peace and happiness is fleeting and short-lived in brief celebrations of achievement. Self-acceptance is continuously conditioned on the next success. Hyper-achievers lose touch with deeper feelings, deeper self, and ability to connect deeply with others.
Chamine’s research suggests that the Hyper-achiever saboteur, driven by an insatiable desire for accomplishment, ends up undermining people’s well-being and effectiveness. The Hyper-achiever saboteur condemns the individual to a race without a finish line, where satisfaction is always one more achievement away.
The broader psychological and business literature expands on the idea of hyper-achievers as individuals setting excessively high goals, often at the expense of other life aspects.
Their relentless quest for validation, coupled with a pervasive fear of failure, can diminish overall effectiveness and happiness, leading to a life marked more by relentless striving than by genuine achievement and satisfaction. They are often driven by an internal narrative that equates achievement with self-worth, leading to a relentless pursuit of success. This pursuit can overshadow other vital aspects of life, such as personal health, relationships, and emotional well-being.
Hyper-Achievers in Leadership: high pressure environments
Organizational studies have shown that in leadership roles, hyper-achievers might create a culture of high pressure and unrealistic expectations. While their drive can initially boost productivity and innovation, it may also lead to an unsustainable work environment. The relentless pursuit of results, often at the expense of team well-being, can erode morale and lead to high turnover rates. In the long run, such a leadership style can be detrimental to both employee engagement and organizational health. The challenge for over-achieving leaders is to recognize the thin line between motivating their teams towards excellence and pushing them towards burnout.
Coaching: A Catalyst for Achievers
The role of coaching in the development of achievers is profound and multifaceted. The Co-Active Coaching model, renowned for its dynamic and holistic approach, is particularly impactful for individuals with strong achiever traits. In this model, which emphasizes a partnership between coach and coachee, the focus is not solely on what achievers do but also on who they are becoming.
In working with my clients, I guide them to deeply connect to their motivations, aligning their goals with their core values and broader life purpose. Such alignment is crucial for achievers, as it fosters a more sustainable and fulfilling path to success, beyond just the relentless pursuit of achievements.
Moreover, the Co-Active approach brings to light the concept of ‘balanced living’ for achievers. It recognizes that relentless goal pursuit can lead to burnout and dissatisfaction if not tempered with self-care and mindfulness. Coaches guide achievers in setting boundaries, practicing self-compassion, and finding joy in the journey, not just the destination. Achievers who engage in Co-Active Coaching report not only enhanced professional performance but also improved personal satisfaction and a better sense of balance in their lives.
Coaching Hyper-Achievers: Shifting Mindsets
For Hyper-achievers, coaching can be transformative. It uncovers and allows to overcome self-limiting beliefs, reconnecting the individual to their inner truth and self-worth.
Coaching can help hyper-achievers develop a growth mindset, as outlined by Dr. Carol Dweck. This mindset shift enables them to view challenges as opportunities for growth rather than as threats to their self-worth. Coaches work with hyper-achievers to redefine success, focusing on learning and development rather than just outcomes. This redefinition can significantly reduce the stress associated with constant high achievement and lead to a more sustainable and satisfying professional journey.
Another useful framework is Systemic Coaching, as described by Peter Hawkins. This approach examines the individual's interactions within their broader system – including their workplace, personal relationships, and societal norms. By understanding these dynamics, hyper-achievers can gain insights into the roots of their compulsive striving.
The Broader Impact of Coaching
Coaching, with its focus on personalized goals and holistic development, empowers achievers and hyper-achievers alike to navigate their paths more effectively, maintaining a sustainable pace.
The impact of coaching extends beyond the individual. Studies in organizational behavior show that when leaders and professionals engage in coaching, there's a positive ripple effect throughout the organization. Coaching enhances leadership skills, improves communication, and fosters a more collaborative and supportive culture.
Conclusion
My exploration of achievers and hyper-achievers reveals the fine line between healthy ambition and the potential barrenness of hyper-achievement.
In embracing the strengths of being an achiever and avoiding the pitfalls of hyper-achievement, I find that true success is about cherishing the journey, recognizing achievements without being defined by them, and understanding, not just with our mind but with our body, emotions and soul, that our well-being is integral to our professional narratives.
Coaching emerges as a pivotal element in this journey, offering a pathway to balance, self-awareness, and sustainable success.
“Life is pure adventure, and the sooner we realize that, the sooner we will be able to treat life as art.” - Maya Angelou
References:
Gallup Clifton Strengths Finder 2.0, (2017) Gallup Press
McClelland, D.C. (1987). Human motivation. New York: University of Cambridge
Shirzad Chamine, Positive Intelligence (2012)
Peter Hawkins Systemic Coaching: Delivering Value Beyond the Individual (2019)
Carol S. S. Dweck, Mindset: The New Psychology of Success (2007)
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