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Speaker 1: Let's meet James Lachlan. Ed might change your life. James

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Speaker 1: a seven time world champion drummer. I'll get to the

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Speaker 1: drumming partner the moment. A coach to top CEOs and

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Speaker 1: high performance leadership trainer and speaker. He also the mental

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Speaker 1: skills coach for the Canterbury Rugby people. His book is

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Speaker 1: called Habits for High Performers. It's number one on the

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Speaker 1: book Scandalist comes recommended by somebody called Sir John Key

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Speaker 1: and Sam Whitelocke. You know James Lachlan is well, it's James.

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Speaker 1: Very good morning to you.

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Speaker 2: Top of the morning, mate, great to speak to you.

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Speaker 1: How are you? I'm very well. Indeed you'd be very

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Speaker 1: happy with the Canterbury performance at the weekend. And how

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Speaker 1: long do you think they'll hold the Ranfilly Shield?

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Speaker 2: Long? Mat continue? That's all I have to say.

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Speaker 1: Do you have a theory in Canterbury Rugby in general

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Speaker 1: that they keep on keeping on and performing at the

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Speaker 1: highest level year in year out, no matter who happens

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Speaker 1: to be there at the time. How does that work?

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Speaker 2: Look? I think the leadership goes deep there and it's

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Speaker 2: been probably decades in the making. It said it's no

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Speaker 2: one secret sauce. But there's something at Rugby Park there

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Speaker 2: when you walk in special place. And yes, certainly I

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Speaker 2: think the leadership runs very deep.

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Speaker 1: Okay, and so where do they or how do you

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Speaker 1: fit into that equation?

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Speaker 2: Then? Yeah? So I offer mental skills for the players

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Speaker 2: and for the management, and I work with them as

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Speaker 2: a team that also work with them the individually number

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Speaker 2: of the all blacks as well, so working on the

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Speaker 2: top two inches, performing under pressure.

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Speaker 1: The thing I like about you immediately is you don't

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Speaker 1: believe in work life balance. What do you believe in?

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Speaker 2: Yeah, there's no such thing as work life plants. If

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Speaker 2: people are chasing it, it's madness. I believe in counterbalance,

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Speaker 2: that idea that you know you've got to work your

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Speaker 2: butt off, work towards goals, the radio, sixty seventy hour week,

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Speaker 2: and then realize, okay, there's other things that are a

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Speaker 2: high priority. What are they and turn your focus to those.

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Speaker 2: So you're constantly in counterbalance.

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Speaker 1: So how do you implement counterbalance in your life? I mean,

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Speaker 1: what are you saying? Because normally I'm assuming and working

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Speaker 1: really hard. It's the work that you're working hard at

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Speaker 1: in general.

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Speaker 2: Look, I hear a lot make that. People say I'm busy,

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Speaker 2: I'm really busy, And you know, I hear it from politicians,

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Speaker 2: I hear it from leaders, I hear it from everyday people.

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Speaker 2: But I would say most people don't have a busy problem.

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Speaker 2: They have a priority problem. And getting clear on your priorities,

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Speaker 2: you know what is it? Family? Is it, fitness, finances, work?

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Speaker 2: Get clear on what order they are in and that

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Speaker 2: will help you to counterbalance.

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Speaker 1: Okay, so are these, by the way, in just in

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Speaker 1: general terms, does this say this a gift or is

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Speaker 1: this learned and can be learned by anybody.

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Speaker 2: High performance is not a birthright, it's a habit. So

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Speaker 2: what separates high performers from everyone else is not hustle,

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Speaker 2: it's not luck, it's simply habits.

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Speaker 1: What is a high performer? I mean, how do you

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Speaker 1: know you are one or that person over there is one?

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Speaker 1: I mean apart from the audice?

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Speaker 2: Yeah, absolutely so. First thing, assistently exceeding norms, So not

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Speaker 2: just doing it once but doing it multiple times. Well,

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Speaker 2: so whether it's you know, for me it was drumming

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Speaker 2: as a kid. Winning the World championships once that was good,

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Speaker 2: but let's win it multiple times, consistently exceed the norms

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Speaker 2: in your industry or in your life, whilst maintaining healthy

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Speaker 2: relationships and well being. That last bit is crucial.

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Speaker 1: Okay. Is that still the same as it was in

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Speaker 1: the seventies, the eighties, the nineties, because our view of

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Speaker 1: life and work has changed dramatically in that period of time,

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Speaker 1: hasn't it hugely?

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Speaker 2: And I would say back in the eighties and nineties,

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Speaker 2: et cetera, it was about when it all costs. High

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Speaker 2: performance is simply winning, but you and I both know

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Speaker 2: there's a significant cost to that. I believe people can

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Speaker 2: achieve on field whilst looking after themselves and their lives

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Speaker 2: off field.

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Speaker 1: Okay, that drumming I referenced, this was pipe band drumming,

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Speaker 1: wasn't It wasn't like you know, you're backing up Phil

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Speaker 1: Collins or sitting next to Phil Collins on the drums.

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Speaker 2: Now Phil Collins comes to us pipe blind drummers for

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Speaker 2: technique help. But no, I certainly wasn't. I wasn't a

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Speaker 2: rock drummer. I was wearing a kilt net.

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Speaker 1: So who were you world champion with? I mean, where

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Speaker 1: did that all start?

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Speaker 2: Yes? So as a world solo juvenile champion as a

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Speaker 2: young thirteen year old and fourteen year old again, and

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Speaker 2: then had it to Vancouver, Canada and one it there

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Speaker 2: five times with the Salmon Fraser University band, and then

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Speaker 2: came to New Zealand to help a band Don't in

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Speaker 2: christ Church become the very first and still the only

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Speaker 2: world champions from New Zealand.

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Speaker 1: So you can teach greatness at that level. And in

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Speaker 1: other words to car, I've got a drum kit in

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Speaker 1: my barn and the country and it's now mine based

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Speaker 1: on the fact that I bought it for my child

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Speaker 1: who used it twice. But I can't drum. I cannot

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Speaker 1: do it. Could you teach me one?

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Speaker 2: It's a very teachable skill, I promise you.

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Speaker 1: Make so the foot you know the boom, so all

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Speaker 1: of that, that coordination thing can be done.

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Speaker 2: We've all got it. If you have a heartbeat and

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Speaker 2: you're able to walk, you can be a drummer.

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Speaker 1: Well, some people question the hard big thing that could

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Speaker 1: be my problem the seventh the seven principles. So you

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Speaker 1: get radically clear. You sort of answered that before. So

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Speaker 1: that's prioritization, right yep. So that's knowing what you want,

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Speaker 1: how to do it and balancing it up.

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Speaker 2: That's most people find out the.

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Speaker 1: Okay, supercharge your belief systems? What's that mean?

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Speaker 2: So, Mike, you are full of BS belief systems. I'm

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Speaker 2: going to ask you a question. What's the first thing? First?

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Speaker 2: Two or three things that come to mind when you

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Speaker 2: think of an irishman?

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Speaker 1: Humor, drink and is that not right? I think of greenness,

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Speaker 1: I think of guinness and.

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Speaker 2: Human Yeah, we go good on a great rugby team,

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Speaker 2: of course. So what we're looking at there is your BS,

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Speaker 2: your belief systems, and it doesn't make them right, doesn't

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Speaker 2: make them wrong. But those things that the subconscious mind.

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Speaker 2: High performers know that they believe certain things around failure,

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Speaker 2: they believe certain things around money, success, the government and

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Speaker 2: these things. We've got to rewire them to help us

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Speaker 2: achieve our goals.

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Speaker 1: Is this the sign with main en women?

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Speaker 2: Well, I'd say there's some global beliefs. Let's take money.

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Speaker 2: Lots of us would believe money doesn't grow on trees. Certainly.

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Speaker 2: I grew up in a small working class pan and

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Speaker 2: I believe it didn't grow on trees. So I would

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Speaker 2: say there are global beliefs that transcend genders, for.

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Speaker 1: Sure, James, I'm getting the heat here. I disagree with

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Speaker 1: this guy. You need internal rhythm to be a really

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Speaker 1: good drummer, which is innate and can't be taught. You'll

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Speaker 1: never make it. That's what Sylvia says.

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Speaker 2: You say, what hah, Sylvia is wrong.

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Speaker 1: As simple as that. Sorry, Sylvia, you're wrong. Right Number three?

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Speaker 1: Lead your life on purpose? What does that mean?

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Speaker 2: You know what? Do work that matters? You know, not

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Speaker 2: everyone's going to be a Mandela or a mother Teresa,

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Speaker 2: but do work actually matters? And we spend a lot

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Speaker 2: of time working and following our passion. So do stuff

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Speaker 2: that actually brings you due and makes a difference to others.

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Speaker 2: And when I look at high performers over the long term,

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Speaker 2: they have purpose interweaved into what they do.

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Speaker 1: Would you recommend somebody leave their work if they were

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Speaker 1: just doing it for the sake of doing it or

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Speaker 1: doing it for the money? And you asked them the question,

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Speaker 1: do you thoroughly enjoy this? And they said no, if

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Speaker 1: you're miserable, don't hang around.

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Speaker 2: And you've got to put a foot on the table.

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Speaker 2: So don't be just quitting today after hearing this. But

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Speaker 2: you know what, your life is short. But you spend

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Speaker 2: a lot of that. I'm at work, so get clear

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Speaker 2: on what brings you joy. And I went from teaching

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Speaker 2: drums loving drums to a point where I was burnt

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Speaker 2: out and I wasn't doing high performance very well because

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Speaker 2: wellbeing and relationships weren't in the position they should be.

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Speaker 2: So I made some changes. It took some time, Mike,

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Speaker 2: but it made a big difference.

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Speaker 1: Multiply your motivation.

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Speaker 2: Yeah, so success is an inside job. And I hear

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Speaker 2: people say, look, don't talk to me till I've had

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Speaker 2: my coffee, And I'm saying, that sucks. Why don't you

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Speaker 2: just drink the coffee because you love it? Or James,

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Speaker 2: I need to go for a smoke. I needn't need

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Speaker 2: to go and cammed down after that result, Well, why

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Speaker 2: don't you just enjoy the cigarette because you love the cigarette?

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Speaker 2: Hopefully you can quit. But you know, why do we

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Speaker 2: need to rely on external things? Some people are really

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Speaker 2: motivated extrinsically, Mike. It's the money, status, power, fame. Those

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Speaker 2: people that have the Air New Zealand luggage tag on

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Speaker 2: their laptop bag instead of on their luggage bag. That

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Speaker 2: always tells me there's a little bit of extrinsic motivation

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Speaker 2: for them.

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Speaker 1: Do the work. Is that literal advice.

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Speaker 2: Absolutely, So discipline your inner domain if you want to

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Speaker 2: dominate the outer domain. So get to work. You know

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Speaker 2: these people that go to the gym and at four

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Speaker 2: am they take a photo of themselves at the gym

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Speaker 2: and tell the world. I truly believe high performers do

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Speaker 2: the work in the dark so they can shine in

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Speaker 2: the light.

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Speaker 1: See you're a high performer. Who taught you?

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Speaker 2: It's interesting. So I look back and I would say

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Speaker 2: my head master, mister Pollock, was the biggest influence. He's

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Speaker 2: there what I would call a possibilitarian. I was a

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Speaker 2: little upstart at school and he said, James a weeked

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Speaker 2: attention or a set of drumsticks, And I thought I

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Speaker 2: was going to be Ringo star mic. Instead I was

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Speaker 2: wearing a skirt and playing with a bag by itself.

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Speaker 2: Not quite the same, but he was the biggest influence.

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Speaker 1: So those are the people in your life that you need.

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Speaker 1: You may not have the principle, but there's somebody in

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Speaker 1: there who sees something in you, or gives you an opportunity,

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Speaker 1: or does something that you may not realize at the time.

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Speaker 1: Is a bit more profound than what you think it is.

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Speaker 2: And they're probably be closer to than you imagine.

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Speaker 1: Okay, focus on your priorities. What's that mean?

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Speaker 2: You know what, high performers always know what their priorities are.

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Speaker 2: They make time for health because they know if they don't,

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Speaker 2: they'll have to make time for sickness. So I always

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Speaker 2: say high performers should take their meds. MADS should be

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Speaker 2: number one priority. That's meditation, exercise, diet, and sleep. Common sense,

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Speaker 2: but not common practice.

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Speaker 1: No, that is true because if you talk about your

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Speaker 1: traditional high performer, that's the person who's working hard, grinding,

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Speaker 1: and they don't have time for any of that other stuff,

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Speaker 1: which is what you were talking about before.

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Speaker 2: You Absolutely make time for it.

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Speaker 1: Take no shortcuts, you know what.

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Speaker 2: I believe that the person who takes the shortcut pays

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Speaker 2: the price. So if you want great results, it's play

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Speaker 2: the long game. Nothing great happens overnight. Overex sensations are

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Speaker 2: made over decades.

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Speaker 1: Jeeh. It's good advice. If only well, this is the difference.

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Speaker 1: If only we could apply all of these things, we'd

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Speaker 1: all be high achievers. And I guess that's what separates

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Speaker 1: out the high achievers. From the non high achievers. If

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Speaker 1: you believe you're a high achievement, no matter what you're

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Speaker 1: doing and where you are, you believe you're a higher

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Speaker 1: cheaper are.

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Speaker 2: You look, all starts with achieving, starts with believing. So

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Speaker 2: I believed at twelve I could win the World Championships

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Speaker 2: at thirteen. My dad, if he wasn't Northern Irish, he

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Speaker 2: to be Kiwi Shutability is everything, he said, Son, don't

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Speaker 2: set yourself up for failure. You're probably not going to

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Speaker 2: win this. But I said, Dad, if I go in

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Speaker 2: thinking like that, I've lost already. So I do believe

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Speaker 2: that you've got to have it in your mind before

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Speaker 2: you have it in reality.

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Speaker 1: Fantastic, great to talk to you, James. Good advice apart

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Speaker 1: from anything else. And I think it was free. Was free.

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Speaker 1: We didn't pay him for that, don't we, yearse, I

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Speaker 1: think it was free. His book is Habits for High

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Speaker 1: Performance James Laughlin.

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Speaker 2: For more from the Mic Asking Breakfast, listen live to

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Speaker 2: news talks. It'd be from six am weekdays, or follow

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Speaker 2: the podcast on iHeartRadio