For instance, vigorous exercise can produce a sense of emotional well-being, clearing the way for peak mental performance. Rituals that promote oscillation-the rhythmic expenditure and recovery of energy-link the levels of the pyramid. Each of its levels profoundly influences the others, and failure to address any one of them compromises performance. We call this hierarchy the performance pyramid. Thus, our integrated theory of performance management addresses the body, the emotions, the mind, and the spirit. A successful approach to sustained high performance, we have found, must pull together all of these elements and consider the person as a whole. Almost no one has paid any attention to the role played by physical capacities. A few theorists have addressed the spiritual dimension-how deeper values and a sense of purpose influence performance. In recent years there has been a growing focus on the relationship between emotional intelligence and high performance. The problem with most approaches, we believe, is that they deal with people only from the neck up, connecting high performance primarily with cognitive capacity. We maintain that they have come up with only partial answers: rich material rewards, the right culture, management by objectives. Management theorists have long sought to identify precisely what makes some people flourish under pressure and others fold. But the source of such performance is as elusive as the fountain of youth.
If there is one quality that executives seek for themselves and their employees, it is sustained high performance in the face of ever-increasing pressure and rapid change.
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