High Performance Mindset | Learn from World-Class Leaders, Consultants, Athletes & Coaches about Mindset - 669: Redefining High Performance with Ty Bennett, Keynote Speaker and Bestselling Author

Episode Date: March 9, 2025

Today we have an incredible guest who embodies leadership, influence, and the power of storytelling—Ty Bennett. Ty is a dynamic entrepreneur, CEO, bestselling author, and world-renowned speaker who has built three multi-million dollar businesses across different industries. As the Owner & CEO of the largest Ninja Warrior Gym in the world, he knows a thing or two about resilience, strategy, and high performance. Ty’s entrepreneurial journey started in his 20s when he and his brother built a direct sales empire, generating over $20 million in annual revenue and impacting leaders across 37 countries. As the founder of Leadership Inc., Ty is on a mission to help leaders cultivate influence, build exceptional relationships, and challenge the status quo. His books—including Partnership is the New Leadership and The Power of Storytelling—are shaping the next generation of business leaders, even being used in courses at MIT. In this episode, Ty shares: The latest results of his newest study on high performance including his secrets to high-performance leadership. 7 reasons that high performance is important. 4 drivers of high performance, and the barriers to high performance. His personal journey—what drives him, how he navigates challenges, and his best advice for leaders looking to level up. HIGH PERFORMANCE MINDSET SHOWNOTES FOR THIS EPISODE CONNECT WITH TY HERE REQUEST A FREE MENTAL BREAKTHROUGH CALL WITH DR. CINDRA AND/OR HER TEAM TO LEARN MORE ABOUT THE MENTALLY STRONG INSTITUTE Love the show? Rate and review the show for Cindra to mention you on the next episode.  

Welcome to the High Performance Mindset podcast. This is your host, Dr. Cindra Campoff. And today we have an incredible guest who embodies leadership, influence, and the power of storytelling. That's Ty Bennett. Ty is a dynamic entrepreneur, a CEO, a best-selling author, and a world-renowned speaker who has built three multi-million dollar businesses across different industries. He's also the owner and CEO of the largest Ninja Warrior gym in the world. So you know he knows a thing or two about mindset, resilience, and high performance. In this episode, Ty shares the latest results of his newest study on high performance, including his secrets to high performance leadership, seven reasons why high performance is important, four drivers of high performance, and the barriers to high

performance. So, a very fitting episode today on the High Performance Mindset podcast. We also dive into his personal journey, what drives him, how he navigates challenges, and his best advice for leaders who are working to level up. Let's get ready for an inspiring conversation with one of the best. Let's go ahead and welcome Ty Bennett. Ty Bennett, thank you so much for being on the High Performance Mindset podcast. I think you're such a perfect fit today to talk about high performance.

It's been so much fun to get to know you. You spoke at our Minnesota chapter a few months ago. We're both members of the National Speakers Association. So just thank you so much for really being here and for sharing your wisdom with us today. Yeah, happy to do it. It was fun to meet you and the other speakers in Minnesota just about a month or so ago. A great group of people there and fun to make this connection and shared love for high performance.

And hopefully those listening have that same passion to take their performance to another level. So I'm excited to share some thoughts and some of the research we've done as well. Absolutely. So, you know, how can you not have a person you conducted a national study on high performance on the High Performance Mindset podcast? You know, it's like just a perfect fit. It's a perfect fit.

It really is. So maybe Ty, just to start us off, tell us a bit about where your passion is and where did it come from? Yeah, so I feel like high performance is something that's kind of always been in me, right? Just wanting to live up to my potential and wanting to go after things. I've always been a pretty ambitious person. And that from a career perspective led me to being an entrepreneur, building and selling and owning several different businesses in a couple of different industries. And in the process of that finding a real love for speaking

and training and development of people. And so for the last 15 years, the primary thing that I've been doing is speaking all over the world and I've written four books in the process and also had five kids in the process. I'm from Utah. I have a lot of kids. I don't know. It's just in the water. And about, let's see, about six years ago, I have two boys that are now 14 and 16, that

at the time were eight and 10, and they discovered the show American Ninja Warrior. I don't know if you're familiar with the show. Most probably have seen it. And when they saw the show, they started reenacting the show. Like they just became obsessed and wanted to start doing it. And that led us down this road of them training in that sport. We've built obstacles in our backyard and eventually I now own two ninja gyms here in Utah. And my sons have become nationally ranked. Some of the best ninjas in the world. They've been on the show, they compete all over the country.

And so it's been interesting because on a professional level, I was coaching leaders in high performance. And down on a personal level, I was coaching these elite athletes, my boys in high performance. And that just really fueled even more desire to understand it better and be able to teach some of the principles better. And so we recently just conducted a study on high performance, but it's a fun thing to share because I think regardless of your role, I think we all want to be able to do what we do at a bigger scale and have a bigger impact and reach more people and achieve our goals and find fulfillment. All of those things I think are involved in this conversation.

Absolutely. And you know, I wish that your gym was closer to us because my, especially my younger son, man, he loves, he loved watching Ninja Warrior and he probably would be a champion too, you know, because he has that work ethic. Awesome. Oh yeah. Yeah. So I've spent lots of time watching that show.

That's fun. Yeah, it's a fun show. It's a great sport, great community of people. And Ninja's unique because I think it's such a visual sport that I think there's some lessons in high performance that it illustrates and you can see so visually and clearly. And that's been kind of a fun thing done pack with my boys specifically for them to understand those lessons and to be able to help share those as well. Awesome. Well let's just define what high performance is to you to get started. You know that's one of those hard ones to give a definition to in my mind. I

think it's a little bit different for everybody else. But ultimately, I look at, I love the saying that the greatest loss in life is the difference between human performance and actual potential. Okay. Wow. Right? So I think sometimes we just, you know, for a myriad of reasons, we don't live up to our potential and we all have really incredible potential and there's things that hold us back. There's things that stop us

or sometimes we just don't have the energy to put into it. But ultimately in my mind, I-Performers are people who are constantly progressing and striving to reach that potential. I don't know that we ever reach it. I think that we're in a state of constant growth. I think that's kind of the purpose of life. But when you embrace that, it gives you an opportunity to continue to move forward and do something at a very, very high level.

I think we could talk about high performers in lots of different categories, right? In the world of sports where you've spent so much time or in the world of business or anywhere else and you see those people who perform at those higher levels. To me, the fascination I've always had is to study that, the sector, to say, okay, what are they doing differently? Or what are the things that are compounding their success so that we can duplicate it, so that we can teach it,

so that other people can do it as well? Yeah, absolutely. Yeah, and I think high performance, I think it's similar to what you said. I think it's a quest to reach our potential, which I do think is unlimited, like you said. You know, it's like, once we feel like we've reached our potential, we realize that there's more.

And appreciate the quote that you just said, like the biggest loss is us not stepping into our potential. Today we're going to talk about the national study that you conducted on high performance. One of the findings that I found really fascinating was that only 33% of Americans believe that they have a shared understanding of high performance with their boss. Do I got that right? Yeah. Yeah. That was kind of a fascinating thing to think about when most organizations, you know, I speak to lots of different groups and work with lots of different companies. And if you talk to the leadership, right, they feel like they've got this often this

direction and mission and things really well communicated and everybody's on board. And when you actually talk to people, I think the majority of people don't really feel like there's a shared understanding of what high performance looks like within their organization, what they're going after, what their mission is, what the goals really are, what their purpose is. And so even just starting with that, right, we titled our research, Redefining High Performance, kind of for that reason. We want to help kind of redefine it and help individuals and organizations redefine it

because it might be a little bit different for you than it is for me. That's okay. But if we're clear and you have some clarity around that, then we do know what we have to go after. Absolutely. And for those people who are listening, why do you think high performance is important? And basically, what are some of the outcomes you've found related to high performance in your study?

Well, ultimately, I think most of us, if you were to ask what you really want out of life, you want the results of what performing at a high level in whatever it is you do are. You wanna be able to achieve the goals that you set for yourself, right? You wanna be able to create impact. Maybe you're a leader, maybe you're in sales, maybe whatever function you have,

you wanna have the impact on the people that you serve. You wanna reach that potential like we talked about. You wanna build trust and credibility with you and the people that you work with within the team, right? You wanna be able to drive long-term success, not just be a flash in the pan, not just have a big quarter, a big month, but be able to continue to sustain that success ongoing.

And ultimately, I think we wanna feel fulfilled. We wanna sense a purpose. We wanna feel like our work matters. I think we want to feel fulfilled. We want to sense a purpose. We want to feel like our work matters. I think all of those are what come as a result of high performance. And so I think most people want to perform at a high level. They want the results of what that can be and understanding some of the things that are important or understanding even the principles or being reminded of those principles. A lot of those, if we're listening to a podcast like this,

they probably heard you talk about them before. But the reminder of them sometimes set differently it hits us different and hopefully inspires us, brings life into us a little bit so that we decide to step up our game. Absolutely. I think you're right that people desire to be at their best. You know, and if we're not on this quest to reach our best, it can feel like we're holding ourselves

back in some way or getting in our own way, or we're not as fulfilled because we aren't really reaching our best. Maybe Ty, tell us a bit about how you conducted the research study. And then I'll ask you a few other questions about that, but I bet people are really curious about that. Yeah, so this is the first time I've ever done a full-blown research study. This was new to me as well.

We actually have a mutual friend who owns a research firm in Texas, and I reached out to him, and we had lots of conversations, and ultimately decided to work with them. So what we did is we designed questions around high performance. Some of the principles that we talk about, that we teach, that we were interested in, that we wanted to understand.

And working with their PhDs, they helped to formulate what that survey, that questionnaire would look like. Then they take it out to a statistically accurate look at Working America, which means that they've got hundreds and hundreds of people that fit all of the different generations. And for us, Working America, if they're over the age of 65, 70, they're not in that study because we're looking at those who are currently employed and working in some capacity. Lots of different industries, but we wanted to cover genders, race, ethnicity, generations all across the United States, so different regional representation, and get their feedback on all these questions. So they put together the findings and to a statistically accurate

account so that we can know that within a couple of percentage points, we're talking and sharing data that's real and is accurate to 2025 and what people's mindset is right now. So I think having a current look at where high performance since today is kind of unique. Absolutely. Yeah. And to conduct a national research study like that around working America and then it's accurate for what's happening today. And so what did you find was the biggest surprise in the research? So some of it, there's a couple of things that,

when it comes to high performance, I think we want like really shiny answers, right? We want things that are like, oh, I had never thought of that. And I guess the biggest surprise to me was that most of the concrete things that drive high performance or stop high performance are like, well, yeah, I knew that. It's interesting to put numbers to it, but when you look at the number driver of high performance, what we found is preparation.

It's not something that we found is preparation. It's not that sexy about preparation, right? That's just like the work in the unseen hours and the training and all the things that you don't really want to do, but they're important. It matters. And we found that the number one barrier to high performance is fear of failure. And a lot of people are like, no, I'm past that. No, you weren't. All of us face that. And we might call it different things, right? We might say, I've stressed. Sometimes I feel overwhelmed. We might put it on something else. It's fear of failure. We have this, it's human nature. And so there, I don't know, that sounds kind of interesting to say, but like the lack of surprise was kind of surprising to me. These are pretty straightforward things.

These are the principles that we know matter and the things that we know we should do, but often we don't do. Yeah. Well, I think the thing that's interesting about fear is it's innate within us. You know, like we have it because, you know, our brain's main purpose is to keep us safe. It's not here to help us be a high performer. So it's almost like we're working against our innate nature of negativity and fear. I have to push past anatomy. That's not easy to do.

Yeah, that's a really nice way to say that. When you think about your own life, and I think about what we do is speaking as people's number one fear. How have you personally worked through that fear of failure, developing your businesses and all the success you've had? Oh, part of that, I do think embracing failure is a muscle. Meaning the more you do it, the easier it becomes, right?

Just like anything else. There are some things that are like big sticking points and you know, you need somebody to like coach you through it and the fear shows up in a big way. And there's others that it's reframing, right? Like let's be honest with you, I spoke last week on this content that we're talking about right now and I kind of botched it pretty, like I'm just, I don't, there were some things that I totally miss. Now the client was very pleased and felt like it was accurate. But from my standard, like as an example, my boys are part of my speech. They're part

of this research as well. And I brought him up at one point and to get to the point where I was supposed to be, I clicked for six slides that I realized in that moment, I had skipped over all of these points in the speech. That's kind of a failure. There's things that I can go back and learn from it and get better. And the other thing that I think matters when we're looking at high performance and embracing failure in particular is if everything is based off of this particular moment, then we're chasing perfection and perfection is unattainable.

If we're chasing progress, that's different because I get a chance to show up next week better, which means that in the in-between time, I'm going to take what I learned from failure last week and apply it to preparation this week and hopefully show up better next week. And that's what embracing failure looks like on a regular basis. You know, it's interesting in the research, we asked people if embracing failure is important. And 75% of people said that it was important, right? And interestingly, only 3% of people said it wasn't important.

So the vast majority of people believe that embracing failure is important. But then we also asked how many people do it on a racial basis. And that 75% dropped to 40%. So there's a huge disconnect between what we know we should do in this case and what we actually do. That would be a performance gap, right? That's the difference between what we know we should and what we actually do.

And in closing that gap, what we like to share with people, what the research showed us is that embracing failure is a high performance catalyst. It is the fastest way to growth. And when we allow it to stop us to cause us to hesitate or to not step fully out there, then what we're doing is limiting our growth. Wow, that's a mic drop moment. Like embracing failure is a catalyst to high performance growth. a catalyst to high performance growth. Tell us in your opinion, as you work with businesses or you've embraced failure yourself,

and I appreciate what you said about progress over perfection, but are there any strategies that you would suggest that we use to embrace failure? One of those is just, I think understanding the difference between different types of failure. This doesn't come from my research, but there's research out of Harvard that shows that there's three different types of failure. One of those is what we would classify as controlled or preventable failure.

And that's because it often happens because we don't put enough into it, right? We could prevent it if we showed up the right way, if we put in the work, if we had the right tools in place, if we, you know, prepared in the right way, whatever that is, it's preventable. The second is uncontrollable failure. This is where you don't control all the pieces, right? Like you and I are working as a team or there's other moving pieces that I can do my part, but I don't control the whole picture, the whole destiny. So sometimes it's outside of your control.

The type of failure that we're talking about in this instance is what's called effective failure. Effective failure is where we choose to step outside of our comfort zone a little bit. This is where we choose to take on a little bit more that's heals a little bit uncertain, uncomfortable, where we're going to learn new things. We're going to dive in and say, okay, I don't have that skillset really well that like dialed in. So I'm going to practice it. I'm going to work on it. I'm going to try and develop it a little bit better. I'm going to get some coaching on it or I don't fully understand this concept. So I'm going to dive in deep and research and try and flush out that knowledge a little bit better, whenever it is.

I think distinguishing the types of failure that you're looking at is helpful for me and helpful for a lot of people to then say, okay, this is truly effective failure. If I step outside of my comfort zone here, it is in the name of growth. It has a purpose. And so those feelings of discomfort, those feelings of unfamiliarity, those are there for a reason. And I'm pushing through those to open up new opportunities, new skill sets, new horizons, new potential. So I think that framework, that classification has been helpful for me and we've shared that with a lot of different groups to say, okay, this is where that fits in. Now, beyond that, one of the things that I've found to be extremely helpful is in going

after anything in high performance is that you put some people in place in your life that are going to hold you accountable and help you through the process. So mentors or coaches are extremely helpful in that process. That might be the leader on your team. That might be, you know, an actual coach that you hire. That might be a mentor that you just reach out to

that, you know, makes themselves available. Also having some kind of training partner or accountability partner is extremely helpful. So I look at, so for you that I keep going back to this, but this is something I'm just living every day is watching my boys train in a sport at a very high level because they have each other and this other group of ninjas that they train with, the level that they push each other and help each other push through is kind of amazing. Because where I would hesitate out of my own and go, I don't know about that.

If I have somebody else who one says, no, go do it because his fear is going to be a little bit different than my fear. And maybe that obstacle scares me more than it scares him. But then I see him do it and I see that there's possibility and then you go, okay, let's jump in. So having that team camaraderie or accountability partner or training partner that's going to push you. And that can be in business just as much as in sport, anything else where, you know, somebody on your team say, hey, these are the goals I'm going after.

I want you to hold me accountable and let I'm happy to help you do that same thing too. I think those strategies really help. Awesome. So, find yourself an accountability partner, mentor, coach, training partner. And I appreciated Ty what you said about the three different types of failure, right? Preventable, uncontrollable, and effective failure. And there's so many times that we actually can't control the failure. You know what I mean?

And then we're beating ourselves up for something that we can't control. I was just watching football last night and I was just thinking about the football games. I mean, some of those things in the game, how the game ended, it was, you know, like, there's no way that it was controllable, right? Like you can't, there's so many moving parts in a football game. So, so many times, I think it's really easy for people to really be harsh and critical of themselves when they fail. So I appreciate you kind of sharing those three different types. I like that framework too, as an assessment of the situation, right?

Because those are good questions to look at and say, okay, what was preventable in that moment, right? If we're looking back, what was controllable or not controllable? This was outside of my control. Because it gives you a good perspective in terms of what worked, what didn't, and how you could have shown up differently. Or if something, you know, you did everything you could and just, that's how the cards were played that time, you know?

Yeah, absolutely. Hi, this is Syndra Campoff and thanks for listening to the High Performance Mindset. Did you know that the ideas we share in the show are things we actually specialize in implementing? If you want to become mentally stronger, lead your team more effectively and get to your goals quicker. Visit freementalbreakthroughcall.com to sign up for your free mental breakthrough call with one of our certified coaches. Again, that's freementalbreakthroughcall.com to sign up for your free call. Talk to you soon!

So fear of failure was the biggest barrier you found to high performance. What were some of the other barriers and how do you think we can prevent them? Yeah. So another huge one was the inability to adapt to change. So on both fronts, adaptability was a driver, a crucial component. 79% of Americans believe adaptability is crucial to your success today. If you think about today's world, we are living in a state of constant change, right? Everything's changing and so our ability to adapt and change with it.

One of the things that I like to remind myself of and remind audiences is if we're going to step up as leaders, as high performers, then our goal should be that the rate of learning that we have is at least consistent with the rate of change that's taking place. Right? For us to maintain relevancy, it has to be the case. And so if things are changing that quickly, then we have to up our learning capacity and the program in which we do that. And so there's some cliche things like people I've talked about for years as leaders or readers and other things like that, but they're really true. And there's a reason for that is because things are constantly changing and we have to learn how to adapt. Adaptability, I think, gives us a different framework. The mentality that I think people

who are good at adapting high-performance who understand adaptability, the mentality that they have is that everything is figureoutable. Regardless of what's put in front of me, we're going to find a way through. We're going to find a way forward. That doesn't mean that it's going to be simple. That doesn't mean that it's going to be easy. It doesn't mean that you're going to do it all on your own. I think a lot of innovation and new ideas and creative thinking is a group think process. But because of that, I think people are striving to build that adaptability muscle. So as an example, one of the things that you can do as an exercise is self-imposed creative constraints into your work. So as an example, if you had a project that you had an hour to get done, what if you put

a timeframe of 20 minutes on it? And at first you might go, okay, that just creates stress and overwhelm. But then if you like really go there, what could you, is it possible to get it done in that timeframe? How could you? How could you look at it differently? Right? Just a creative constraint puts in place, you know, what could be made up constraints, but it creates a situation which you have to think differently. And you have to learn how to adapt to the moment. I think learning how

to adapt, because ultimately I think innovation is just problem solving, right? That's what we're doing is we're facing a problem. We're going, okay, what's a better way to do this? Is there a different way to do this? Is there a more efficient way to do this? Are there people on my team that can help me do this or however we choose to innovate in that moment and adapt to the situation? And the more you practice that, in sports, there's a theory or an idea. I won't say that it was Einstein that proposed it, but it's time dilation.

And in sports, we call it where time slows down, right? Where the game slows down. So a quarterback, I mean, you think about how fast those, I mean, a football play is really a matter of seconds. And the quarterback is reading 10 different routes that are super complicated and reading the defensive scheme and all those things in just seconds. But for them, they practiced enough that the time slows down, the game slows down. They can see it faster, clearer because they put practice into it.

That's what we're trying to do when we develop this adaptability muscle. And so the more you have that preparation and build that adaptability muscle, if you're a salesperson, you present on a regular basis for a living, the game can slow down. And in those moments, you can read the person you're in front of and read their responses and see how the flow of the conversation is going and know how you need to adapt and what points you need to bring in, or if you need to pull back because they feel a little bit offsetting and change your approach so that you can connect with them in a different way.

Right? That's all adaptability. And so I think that that's another one. One of the huge barriers was people's inability to adapt to change. Yeah. Thank you so much for saying that, Ty. It makes me think of when the game slows down and how a lot of athletes call that the zone or flow.

And that only happens when your mind is in the present moment, kind of focused on what you're doing and the task at hand. There's a whole bunch of liner research by a psychologist named, his last name is Czech Sek Miháry. And you like, basically you studied all about flow and the inhibitors of flow. And I appreciate what you said about like adaptability leads to flow because it's like, you know, if I'm continually pushing myself, getting outside my comfort zone, then, and I'm doing that in practice, and in the game, it's a lot, you know, things slow down because I push myself in, you know, in practice. I thought another barrier to high performance

that I found really interesting from your report was taking things or taking criticism personally. And, you know, I just thought that was something we should talk about because I think that can be really easy for people to do, especially if it's coming from a boss or a coach or someone who hires you. Yeah. Obviously, all of us have been offended at one time or another based off of feedback or whether we're offended or not, we don't agree with it or we argue it. Sometimes it's really hard to see our blind spots. And so it's hard to even connect with what's being said because we're like, no, I didn't

show up like that because we don't even see how that came across. In the research is we broke it down even further. It's interesting to look at it from a generational standpoint because different generations struggle more or less with this taking criticism personally. As you get older, I think we take criticism like we don't want, right? We're like, we don't want your feedback. But I think high performers, if you have this growth mindset

where you want to learn and you want to get better, then you're trying to, or hopefully, trying to embrace feedback. And some of that is in the form of criticism. And some of that, you have to decide what you do with it. But when you take criticism personally, number one, if you take it really personally, it kind of shuts you down, right? It shuts down your performance overall.

Number two, you don't take the lessons from it. Now, I'm not saying that all criticism, especially in the world we live in today, like online, you're going to get some criticism that's probably unfounded and check the source and kind of decide what you want to do with it. But there's probably some truth in any and all of it where you can go, hmm, okay, what can I do with that? And so having that ability to absorb that feedback and even seek that feedback, seek people's, you know. So it's interesting with what we do as speakers because our craft is very performative, right?

Like, and if you take somebody in sports, same kind of thing. I mean, it's literally a performative craft. But here's my argument. I think everything's a performative craft. And we don't think about it that way, but it is. Right? If you watch somebody, let's take something that we would, like a doctor's bedside manner, that's a performative craft, or it should be. Sometimes it is, sometimes it's a disaster. If they approached that skill that way, or you're in customer service or you're in sales or as a manager, your interactions with your people. We could

argue every profession here. I would say that if you treated it like a performative craft, if you had that mindset, then you approach it very differently. When you're a performer, you want feedback because I want to get better. That's the only way that I improve, take my fee to a higher level, have bigger impact, get on bigger stages, whatever it is, right? But it's based off of improving performance and therefore I want that feedback, I want that criticism, I want that insight. When we look at something as like when we don't have that mentality, then I think it's harder to accept some of those things.

Yeah, I like that idea of like how we are all performers. And when we think about just the performative craft, right, taking it that way of just always growing and learning. What did your report, Ty, find about what leaders do differently than non-leaders? So there was a lot of insights around leadership. And I've spent a lot of my work working with leaders. I've written several books around leadership. And so this was a particular interest to me, to understand the impact of leaders on high performance, to understand how leaders, if they show up as high performance, how that impacts the team,

just all of the facets of how do leaders unlock high performance in their team. So interestingly, I think one of the things we found is that most leaders, and we classify people leaders, meaning that they manage or supervise or oversee lead people, right? So we wanted to classify people leaders to non-people leaders. So you may have a job where you are just showing up and doing that job that you don't have anybody that you're't have anybody that's you're supervising in that process, so you wouldn't be a people leader.

Most people leaders have more of a high performance mindset, meaning they're pursuing more leaders learning opportunities. They're adapting to change quicker. They're embracing challenges. They're learning from criticism. They're embracing challenges, they're learning from criticism, they're embracing failure. Like some of the things that we would talk about, they do statistically more than non-people leaders.

What that indicates typically is that's probably the reason they are promoted to the leadership position that they're in, right? Because they understand some of those things. The next step then is can they both teach and inspire that within their people, right? Can they help them to understand the importance of and to value some of those mindsets and some of those approaches as well? I love it. What have I not asked you about high performance or your study that would be really important

for you to share with everyone listening? Well, so we touched on it a little bit. Two things, when we looked at high performance drivers, adaptability is one of them, we kind of touched on that, but preparation is the number one driver to high performance. And preparation is different than planning. Planning is an action that's important and it falls under preparation, but preparation is a very

active action oriented process. It is training. It is getting better. It is developing the skillsets you need to be able to show up in those moments that matter. The thing that, the mentality that I think high performance take on when it comes to preparation The mentality that I think high performers take on when it comes to preparation is actually the motto of the Navy SEALs, probably the most high performing team in the world. And their motto is you don't rise to the occasion, you fall to the level of your preparation. And so it's not great business policy or approach to think, you know, I'm just going to find it and I'm going to show up today, I'm going to wing it and it's going to go okay. That's not what high performance students, that doesn't stain.

It's preparation. It's being really prepared and ready and focused and energized and know some of the things that you're going to share. You look at this conversation and it's interesting because there's a couple of moments you said, okay, that's like a great line or I love how you said that. It's because I prepared those lines before. They didn't just come off the cusp. It's because we spent time in the preparation of dissecting this data and writing it out

and figuring out what it means and figuring out the best ways to articulate that, right? That's what preparation looks like. The other thing that came out that is one of those obvious ones too, is that consistently showing up drives high performance in a huge way. I think that when it comes to performance, we overvalue intensity and we undervalue consistency. Okay. Again, another mic drop moment.

It's one of those that, if you think about goals, it's the beginning of the year. Most people show up for two weeks super intense in their goals. And the dichotomy of where they were two weeks ago and the way they try and live for two weeks is just extreme and they burn out. And so that consistency of showing up on a regular basis, it matters. And consistency builds so many things in terms of how people view you. It changes your relatability, your ability, it fuels growth, it reinforces the things that you value and you identify it.

Obviously build skill mastery as you're consistent in building that. It creates momentum and that consistency I think is inspirational to other people. So those might seem like very simple, straightforward things, but when we're talking about high performance, I don't think that we're going to come across, at least we didn't in our research, this new like, oh, no one's ever thought of that before. Right? It's more of a reminder of these are the things that matter And showing up every day to do those things is what's gonna set you apart.

Awesome. So we want to value consistency over intensity to maintain the course and stay connected and gritty. That's how I would say it is like stay connected to your goals and what you want. Ty, we talked about so many amazing things today. I appreciated just at the beginning when we were talking about,

you know, some of the, why high performance is important. When we defined a high performance and what it means to you, and it's really about stepping into your potential. You talked about the number one barrier to high performance is fear of failure. And then we talked about an ability to adapt to change and taking things personally, making excuses or some of the others. You talked about four drivers to high

performance. And we specifically talked about these three types of failures and the importance of embracing failure. How can people learn more about you and tell us a bit about your books and how we might find your report? Yeah. Yeah. So I'm pretty easy to find at tibetnet.com or on social media by the same name. The white paper we just published on this redefining high performance research study you can get on my website at tibetan.com as well.

All my books are on there and then obviously I speak to lots of organizations. If you're somebody, whoever is bringing a speaker in for an event, I'd love to see if I'm a good fit and can bring some value to your team. Excellent. And my favorite thing that you said today was embracing failure is a catalyst towards high performance. So yeah, so thank you, Ty.

Thanks for sharing your wisdom and your knowledge with us and your studies. So thank you so much for being here on the high performance mindset. Awesome, thank you. Way to go for finishing another episode of the high performance mindset. I'm giving you a virtual fist pump.

Holy cow, did that go by way too fast for anyone else? If you want more, remember to subscribe. And you can head over to Dr. Syndra for show notes and enjoy my exclusive community for High Performers where you get access to videos about mindset each week. So again, you can head over to Dr.Sy, that's drcindra.com. See you next week!