High-Performance in Practice: Lessons from the Field

In every organization I work with, one thing is clear: implementing high-performance leadership and team practices is not easy.

It’s not for lack of good ideas or strategies - most teams already have access to those. The real challenge is putting principles into practice in the middle of everyday pressures, shifting priorities, and imperfect structures.

So how do we learn what actually works?

We learn from each other.

That’s why I’m launching a new project: a case-bank of real-world stories on how leaders and teams apply high-performance principles in their work. The goal is simple: to share not just what worked, but also what didn’t - and to help others build stronger leadership, better collaboration, and a more people-driven path to performance.

Why Peer Learning Matters

Building a learning organization isn’t about more webinars or frameworks. It’s about reflection, exchange, and practice - especially across teams and roles.

When we hear how another leader navigated resistance, involved their team, or changed a habit that made a difference, it becomes easier to act ourselves.

The truth is, we don’t need more perfect models.

We need more honest examples.

The Three Principles Behind High-Performance (As I See It)

These stories will reflect a people-driven and practical approach to high performance based on three principles that guide my work:

1. Implementation is the real challenge.

It’s not about models or workshops - it’s about what people actually do. We build performance through structured follow-through: tools, routines, and real habits.

2. No leadership commitment, no impact.

High-performance culture starts at the top. If leaders don’t model it, support it, and prioritize it - nothing changes.

3. People first, teams next, then processes.

We begin by developing mindsets and confidence in individuals. Then we align teams to collaborate and execute. Only then do we scale the structures and  systems that sustain it.

Do You Want to Share Your Case?

I’m inviting leaders - across industries and roles - to share their stories of working with high-performance principles. These can be stories of success, failure, or something in between. The key is sharing your insights and learning to others.

We’ll do a short call or text-based interview, and you can choose if you’d like to be featured or co-write the case with me.

Here’s the current guide I use to shape the conversation:

High-Performance Case Guide: Key Questions

1. Context & Role

• What’s your role and team/organization context?

• What does “high performance” mean to you?

2. The Situation

• What challenge or opportunity led you to focus on high performance?

• What was the initial goal or motivation?

3. Actions Taken

• What steps did you take?

• Did you use any tools, routines, or approaches?

• How did you involve your team?

4. What Worked - and Why

• What made the biggest difference?

• Any key moments or turning points?

5. What Didn’t Work - and What You Learned

• Where did you face resistance or setbacks?

• What would you do differently?

6. Connecting to the Principles

• How did you ensure follow-through?

• How was leadership commitment shown (or missing)?

• How did you focus on people first?

7. Advice to Other Leaders

• What should others keep in mind if they want to do this too?

If you’d like to be part of this project, or you know someone with a case worth sharing, get in touch.

We grow faster when we learn together and I believe these stories will inspire others to take the next step on their own high-performance journey.

Thanks and best regards,

Stefan Lindegaard

Founder, The High-Performance Learning Hub

www.stefanlindegaard.com