Last week, we examined what distinguishes elite athletes, performers, chefs, and world-class competitors from the rest. The debates were fun, such as Jordan vs. LeBron, Brady vs. Montana, Ramsey vs. Flay, but the real takeaway wasn’t who is the best. It was why the best are the best.

This week, let’s take that same lens and apply it to the business world, because the same traits that create greatness on the field, stage, or in the kitchen are the exact traits that separate elite CEOs, executives, sales leaders, and salespeople from the rest of the pack.

Elite performance has never been industry-specific. It’s behavior-specific.

Think about a championship athlete. Their game-day performance is merely the public expression of thousands of unseen hours. The same is true for elite executives. The boardroom, the earnings call, the keynote, those are just the scoreboard moments. What matters most happens long before: preparation, reflection, decision-making, and discipline.

Average leaders prepare to present.
Elite leaders prepare to adapt.


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Elite CEOs don’t rely on charisma or titles. They study their business the way great quarterbacks study film. They anticipate market shifts, customer behavior, and organizational friction before others even notice it. When disruption hits, and it always does, they don’t panic. They simplify. They prioritize. They move.

The same applies to elite sales leaders and salespeople. When a deal stalls, pricing pressure shows up, or a buyer goes dark, amateurs scramble. Elites slow down, ask better questions, and recalibrate their approach. They don’t confuse activity with progress. They execute under pressure because pressure is familiar territory.

Another shared trait: accountability without conditions.

Elite performers don’t blame referees, judges, equipment, the economy, or “the leads.” Elite executives don’t hide behind market excuses. Elite sales leaders don’t blame the product or marketing. Ownership is non-negotiable. They own outcomes, wins, and losses, because ownership builds trust, credibility, and repeatable success.

Then there’s ego.

This may be the biggest separator of all.

Elite leaders carry confidence without arrogance. They listen more than they speak. They’re curious instead of defensive. They know ego is the ceiling for performance, while humility creates headroom for growth. The moment a CEO, executive, or sales leader believes they’ve “arrived,” decline has already begun.

The best leaders I know still seek coaching.
The best salespeople still role-play.
The best executives still ask uncomfortable questions.

They don’t train only when results dip; they train especially when things are going well.

And just like elite athletes, business elites understand this truth: consistency beats intensity every time.

They don’t rely on motivation. They rely on discipline. They win the mornings. They protect thinking time. They prepare for meetings, others “wing.” They do the boring work, forecast reviews, call debriefs, pipeline hygiene, talent development, with excellence long before anyone notices or applauds.

Elite sales leaders coach even when numbers look good.
Elite CEOs make culture decisions even when they cost them short-term results.
Elite executives choose long-term trust over short-term wins.

They also choose their circles wisely.

Just as elite athletes surround themselves with coaches who challenge them, elite business leaders surround themselves with people who sharpen them, not people who simply agree with them. They welcome friction. They value dissent. They understand that comfort feels good, but it never produces excellence.

Over time, these small, intentional choices compound.

What outsiders call “talent” is usually the result of thousands of disciplined decisions made quietly, consistently, and with purpose.

And here’s the best news of all: elite performance in business isn’t reserved for CEOs or top producers.

There are elite frontline managers.
Elite account executives.
Elite customer service professionals.
Elite teammates.

They show up prepared. They adapt under pressure. They own the results. They stay humble. And they keep growing.

So let me ask you, this time with the business lens clearly in focus:

Are you striving to be among the elite in your arena?
As a leader? A seller? A decision-maker?
Did something here surface one habit, one discipline, or one mindset you could start strengthening today?

I’d love to hear your story at gotonorton@gmail.com. Because when we intentionally model the qualities we admire most in elite performers, on the field and in the office, we move closer to something better than success alone; we move closer to living a better-than-good life.

Michael Norton is an author, a personal and professional coach, consultant, trainer, encourager, and motivator of individuals and businesses, working with organizations and associations across multiple industries.