Leadership Endurance for Teams – Part 4:
Coaching for Sustainable High Performance
When we’re focused on building teams that perform at their best, we need both the right ingredients—and the right recipe.
So far in this series, we’ve explored:
Having the right team members to deliver on the organization’s goals
Setting clear performance expectations so everyone knows the bar
Ensuring the team has the capabilities and tools to execute
Part 4 is about coaching for sustainable high performance.
Let’s break that phrase into two parts:
Sustainable means delivering impact without burnout. It’s about developing endurance strategies, not just sprinting harder.
High performance isn’t about checking boxes or clocking more hours. It’s about helping individuals consistently operate at the top of their ability—on their terms.
(Adam Grant recently noted that younger generations may think of the phase “high performance” as “working harder.” That may be the perception, but real high performance is both individualized and intentional.)
To coach for sustainable high performance, leaders need to answer three key questions:
➡️ What is this person capable of doing today?
➡️ What would they need to grow beyond that? (Training, mentorship, clearer expectations?)
➡️ What level of motivation exists to pursue that growth?
It starts by knowing what success looks like in the role—and where each person falls on that spectrum. Are they just learning? Progressing toward competency? Already there?
If they’re not yet competent: They need a clear plan and timeline. What inputs (experience, support, or guidance) will help them build toward competence?
If they are competent: How can you keep them growing? What stretch or complexity keeps them challenged—without tipping into overload?
Because when growth stops, high performance often follows.
People may continue to meet expectations, but they may no longer be performing at their highest level—and over time, that affects both impact and engagement.
🧭 Sustaining High Performance Over Time
If we want sustained high performance, we have to ask:
Is the person engaged enough to want to work at their best?
And is the job designed in a way that allows for sustainable excellence?
That second question is often where we fall short. Too much volume, not enough recovery. Too many sprints, not enough reset.
Sustainable high performance requires space:
Time off—daily, weekly, yearly
Cycles of work and recovery, not just output
Permission to slow down and refuel
✅ What Teams Need to Thrive Long-Term
If you want high performance that lasts, each person needs:
Clear expectations
Competency readiness
A desire to grow and contribute at their best
Without all three, performance may look fine—but it won’t be sustainable or high.
And in endurance leadership, that distinction matters more than ever.
Here’s your checklist to keep handy:
