TAKEAWAYS
In the corporate environment, peak performance often gets mistaken for working longer hours, or surviving hectic periods on caffeine and adrenaline. But, according to experts, high performance is not about pushing yourself harder but rather, building an identity, a system and a culture.
“Purpose acts as our internal compass that guides daily efforts into meaningful action,” says Michael Foo, Founder of Positive Minds Coaching.
From his 25 years in corporate leadership, the former regional VP at Lazada has seen that top performers are not merely disciplined, they are anchored in a clear professional identity.
These executives, he explains, set goals that align with their values and strengths. That clarity feeds intrinsic motivation and what he calls the #ICAN mindset – the belief that “you are the architect of your success” and can count on yourself in the face of setbacks.
That identity might sound like, “I am a trusted advisor who safeguards financial integrity” or, “I am a risk and governance guardian for my organisation” or, “I help management make data-driven, well-informed decisions”.
When you see yourself this way, work stops being “just work”. It becomes an expression of who you are professionally. Behaviour then naturally rises to match that identity, says Ratna Juita, Founder & CEO, The Mindgem. “We don’t rise to our goals; we rise to the identity we hold about ourselves.” For instance, an accountant could reframe their work as, “I’m not just crunching numbers. I’m enabling smart, ethical decisions,” Ms Juita notes. That reframing fuels resilience when deadlines pile up.
“Top performers have a distinctive relationship with setbacks,” says Mr Foo. “They embrace setbacks with curiosity.” Mistakes are treated as data points, not verdicts on their worth. To help professionals recover quickly, he developed the ST.R.O.N.G. framework – a cognitive reframing tool that shifts self-talk from “I failed” to “What can I learn from this?”:
Clinical psychologist Dr Karen Pooh adds when professionals make a mistake, the real problem usually isn’t the error, it’s the mental spiral. “Recovery is a skill, not an emotional accident.” She teaches a 10-second micro-tool called STOP, which stands for:
Think of an auditor who spots a misstatement just before the financials are signed off. STOP helps them interrupt the inner critic (“How could you miss this?”) and brings the nervous system back online so they can solve the problem calmly, communicate clearly and move on.
Because we’re human, mistakes at work are inevitable. What distinguishes peak performers is their ability to recover from their mistakes quickly, learn, and protect their confidence.
Peak performance is often framed as mindset, but the body powers the mind. Many professionals underestimate the physical dimension of performance, says Alex Loh, a growth mindset coach and corporate trainer who brands himself as a “growth connector”. He draws from his Corporate Athlete Mindset Framework, where corporate professionals are treated like elite athletes, except their arena is the office.
To Mr Loh, the physical “trinity” is simple but non-negotiable: nutrition, rest and exercise. Of the three, rest is most overlooked. There are at least six types of rest, he says, featuring physical, mental, emotional, creative, social and spiritual. Sleep is only one part. Activities like mindfulness can cover several of these at once, and are therefore “high ROI” for busy professionals
Ms Juita suggests simple, science-backed habits that corporate executives can weave into their day without overhauling their schedule. They include:
A 60-second stretch or short walk boosts circulation and reduces decision fatigue – vital when you spend hours on consolidation worksheets or tax computations.
Not only does meditation regulate the nervous system, lower cortisol and improve emotional control, it also increases concentration, mental clarity, and cognitive endurance.
Stable energy equals stable focus. Reducing sugar crashes and staying hydrated support sustained attention especially during busy seasons.
A stable circadian rhythm improves judgement and reduces mistakes. For professionals who often work late, even a short morning walk in daylight and a regular sleep window can make a tangible difference.
Dr Pooh adds three simple daily practices that can shift performance within 30 days:
Organisations and individuals must recognise that rest and recovery are crucial components of productivity. Growth mindset coach Mr Loh suggests referencing the model of elite athletes, who intentionally schedule recovery periods after their competitions. “It is not high alert all year long; the body is just not conditioned for that,” he explains.
Mr Loh also flags early warning signs that someone is slipping from peak performance into burnout. These could range from increasing procrastination and backlog to more errors in tasks, a lack of motivation, having a shorter fuse, withdrawing from colleagues, or an over-reliance on stimulants like alcohol or cigarettes. Catching these signals early allows leaders to intervene – redistributing workload, offering support, or encouraging the person to use available resources for rest and recovery.
Individual habits only go so far if the environment punishes risk-taking and glorifies exhaustion.
During his time at Lazada, Mr Foo experienced first-hand that psychological safety is the foundation of high-performing organisations. When team members feel safe to voice concerns, admit mistakes and experiment without fear of punishment, they innovate and push boundaries. When they don’t (feel safe), they hide problems until it’s too late.
“Organisations that drain talent often operate from fear and control,” he notes, with micromanagement, unclear expectations and a “punish culture” that erodes ownership.
Ms Juita’s work with corporate clients reveals a consistent pattern: high-performing organisations grow high performers. One global manufacturing firm The Mindgem Founder & CEO worked with implemented a six-month women’s mentoring programme. The impact was striking:
These are precisely the capacities professionals need as they move from technical roles into leadership positions.
According to Ms Juita, high-performing organisations:
“When people feel seen, supported, and developed, performance becomes a natural by-product,” she states.
