Posted on July 5th, 2010
R. Lynn Lane
Categories: Leadership, Careers, Coaching, Change, Goals & Motivation
Everyone’s talking about ways to find opportunity amid economic chaos. Yet there’s something right under our noses that’s being overlooked: Times of crisis present unprecedented opportunities to stretch and develop real leadership capabilities.
What’s needed, specifically?
Hire more executive coaches, step up sessions, and implement more training and development programs.
In tough times, you cannot rely on talent and luck. Even when you have a talented team at the top, people need help in stretching their capabilities to meet the economy’s overwhelming demands. Your leaders can’t go it alone. You can’t, either.
Scientific research on great performance has persuasively shown that key abilities are developed. They don’t occur naturally. In fact, there may be no such thing as natural talent. It’s certainly not something you want to rely upon to help solve current problems.
Great leaders aren’t born; they’re made—and the research to support this is overwhelming. What we previously thought of as innate can often be taught. Leadership capabilities are acquired through constructive practice and developmental opportunities, and today’s business volatility calls for both.
“The key to this development is pushing people—or people pushing themselves—just beyond their current abilities, forcing them to do things that they can’t quite do,” according to Fortune Senior Editor Geoff Colvin, author of Talent Is Overrated: What Really Separates World-Class Performers From Everybody Else (Portfolio, 2008).
Crisis or Opportunity?
The upside of a financial crisis and recession is that they offer all of us the opportunity to stretch our skills in our current jobs—and I mean everyone. That means you. But you already know you’re being stretched, don’t you? You feel it. The question is, how are you going to welcome your own particular crises and use them to benefit your personal and professional development?
According to Colvin, managers often redirect people’s careers based on slender evidence that they have talent (or lack thereof). Unfortunately, we don’t give ourselves the same opportunity. We’ll try something new, and if it doesn’t come naturally or we don’t immediately excel, we conclude we have no talent for it.
We abandon pursuit. We never give ourselves the chance to practice and make progress. We don’t like the feeling of discomfort that comes from doing something poorly, so we don’t hang in there. Scientific evidence, however, is beginning to show that our definition of talent is wrong. In fact, “talent” may not mean anything at all.
In studies of accomplished individuals, researchers have found few signs of precocious achievement before their subjects began intensive training. Similar findings have turned up in studies of musicians, tennis players, artists, swimmers, mathematicians and chess players.
Is Talent Irrelevant?
Such findings do not prove that talent doesn’t exist, but they do suggest it may be irrelevant.
The concept of talent is especially troublesome in business. We label people and then assign expectations, some of which are unrealistic. When people are fast-tracked or deemed executive material, we assume they have special gifts. Worse, we fail to adequately emphasize the importance of continuous training and coaching. Instead, we rely on their “natural gifts.”
Identifying these gifts has been extremely elusive. In fact, some business giants actually gave little early indication that they would become great.
Jack Welch, named by Fortune as the 20th century’s manager of the century, showed no particular passion for business, even into his mid-20s.
Steve Ballmer and Jeffrey Immelt were average employees at Procter & Gamble in the 1970s, with little evidence they would go on to become CEOs of Microsoft and GE before age 50.
In this age of genomic research, there should no longer be any question as to what is—and isn’t—innate. If a talent is innate, scientists should be able to identify the gene for it, and no progress has been made on this front.
Talent or Hard Work?
We can safely draw the conclusion that there’s plenty of opportunity for everyone. Many high-performing executives will tell you they don’t rely on their innate talents as much as their hard-earned skills.
CEOs like A.G. Lafley of P&G and GE’s Immelt have said that being forced to manage through crises early in their careers enhanced their abilities in ways that were critical to becoming CEOs. They wouldn’t have achieved their status without surviving the storms that gave them hands-on practice.
Certain practices can make our experiences especially productive:
- Coaching helps.
- Receiving feedback allows us to fine-tune our skills.
- Working in a safe learning environment is essential.
Workplaces encourage practice and development, and mistakes should be viewed as learning opportunities. You also need to clearly define and develop a plan for achieving the abilities you wish to hone, including a measurable time frame. This will turbo-charge your performance and improve your chances of success.
10,000 Hours or 10 Years
Malcolm Gladwell makes the case for 10,000 hours of practice to attain expertise in his book Outliers (Little, Brown & Co., 2008):
“The 10,000-hours rule says that if you look at any kind of cognitively complex field, from playing chess to being a neurosurgeon, we see this incredibly consistent pattern that you cannot be good at that unless you practice for 10,000 hours, which is roughly 10 years, if you think about four hours a day.”
Almost all child prodigies in music, sports, chess and the arts seem to put in 10,000 hours before they attain expertise and produce significant results.
The Cambridge Handbook of Expertise and Expert Performance, edited by Anders Ericsson, Charness and Feltovich, et al, compiles scientific studies to prove the point in a wide variety of fields. The trait we commonly call talent is highly overrated. Or, put another way, expert performers “whether in memory or surgery, ballet or computer programming” are nearly always made, not born.
Many of us have already put in more than a decade of doing what we do. The question is whether we’re practicing the right things, in the right way. Are we designing deliberate practice that actually develops the specific skills we need to make progress toward specific results? Or, to use a golf analogy, are you going to the driving range and hitting a bucket of balls the wrong way, for hours at a time?
What Is Deliberate Practice?
Anders Ericsson and his scientific colleagues emphasize the importance of deliberate practice, which isn’t what most of us think of when applying the term to sports or music education. In fact, our habitual use of the term in these domains may prevent us from applying it correctly to the business realm.
Deliberate practice is characterized by several elements:
- It is an activity designed specifically to improve performance, often with the help of a teacher, coach or expert.
- It can be repeated frequently.
- Feedback on results is continuously available.
- It’s highly demanding mentally.
- It isn’t much fun and entails hard work.
If you think you’ve outgrown the need for a teacher or coach, it’s time to challenge this assumption. A business coach can see things a manager cannot and is trained to deliver feedback in a way that’s inaccessible to most managers.
Without a clear, unbiased view of your performance, you cannot choose the best practice activities. Most of us lack the knowledge we need to design our own practice programs, and we cannot realistically provide objective observations and feedback to ourselves. As stunt people like to say, “don’t try this at home.” Hire a coach who can properly stretch you beyond your current abilities and help you move out of your comfort zones. Otherwise, human nature dictates that you’re likely to spend your time practicing what you already know how to do.
According to Noel Tichy, PhD, a professor of organizational behavior and human resources management at the University of Michigan School of Business, our progress depends on leaving our comfort zone to enter the learning zone, where skills and abilities are just out of reach. We must force ourselves to stay in the latter, even as we make changes.
Why We Avoid Hard Work
Deliberate practice is, above all else, an effort to focus and concentrate. Recognizing unsatisfactory elements of performance is difficult and uncomfortable. When you try your hardest to perform better, you place enormous strain on your mental abilities.
Deliberate practice, in fact, can be viewed as an antonym to fun. Instead of doing something at which we excel, we intentionally work on areas where we have deficits—over and over again. After each repetition, a coach can tell us exactly where to focus so we can repeat these skills yet again.
Obviously, if the activities that require practice were easy and fun, everyone would do them. But in reality, most people won’t practice or persist long enough to improve. This is good news if you’re willing to do what most people won’t. It’s the reason you’re more likely to keep your job and thrive in this recession.
What About Passion?
Talent is not what determines success at developing high-level capacities. Rather, those who care the most will rise to the top. Exceptional performance depends on what we decide to do with our lives and the passion that drives us.
One of the most purchased articles from the Harvard Business Review is a 1968 piece on motivation that explains our three main drives:
- Achievement
- Power
- A sense of community and desire to help others
No matter your driving force, you have to care deeply enough to work hard to become exceptional.
Nothing can make you endure the pain and sacrifice of deliberate practice for decades unless you’re carried by an intrinsic compulsion to do so.
But allowing people to follow their intrinsic drives and work on projects of their own choosing is not something most organizations tolerate. In their fervent application of solely extrinsic motivations, organizations may actually prevent people from developing their passionate abilities.
Talent Is Never Enough
In Talent Is Never Enough: Discover the Choices That Will Take You Beyond Your Talent, (Thomas Nelson, 2007), leadership expert John C. Maxwell suggests talent is “often overrated and frequently misunderstood.” He advises readers to build their strengths to become a “talent-plus person,” defined by the following tenets:
- Belief lifts your talent.
- Initiative activates your talent.
- Focus directs your talent.
- Preparation positions your talent.
- Practice sharpens your talent.
- Perseverance sustains your talent.
- Character protects your talent.
Even if you hold onto the notion that you’ll always survive because of your innate talent, you must still prepare, practice and persist. The scientific research is in, and it’s conclusive. Hard work—not talent—contributes to high performance.
Posted on February 6th, 2010
R. Lynn Lane
By Barry Joe McDonagh.
I’ve often observed that many people’s top-ranking fear is not death but having to speak in public. The joke is that these people would rather lie in a casket at their own funeral than give the eulogy.
Public speaking for people who suffer from panic attacks or general anxiety often becomes a major source of worry, possibly weeks or even months before the speaking event is to occur.
These speaking engagements don’t necessarily have to be the traditional “on a podium” events; they can be as simple as an office meeting where the individual is expected to express an opinion or give verbal feedback.
In this case, the fear centers on having a panic attack while speaking. The individuals fear being incapacitated by the anxiety and hence unable to complete what they’re saying. They imagine fleeing the spotlight and having to make all kinds of excuses later for their undignified departure -out the office window . . .
This differs slightly from the majority of people who fear public speaking. With others, their fear tends to revolve around going blank while speaking or feeling uncomfortable under the spotlight of their peers. The jitters or nerves are, of course, a problem for this group as well-but they’re unfamiliar with that debilitating threat, the panic attack, because they most likely haven’t experienced one before.
So how should a person with an anxiety issue tackle public speaking?
Stage 1 is accepting that all of these bizarre and, quite frankly, unnerving sensations aren’t going to go away overnight. In fact, you’re not even going to concern yourself with getting rid of them for your next talk. When they arrive during a speech or meeting, you’re going to approach them in a new manner.
We need to build your confidence back to where it used to be before any of these sensations ever occurred. This time, you’ll approach it in a unique, empowering manner, allowing you to feel your confidence again. Some say that most of the top speakers are riddled with anxiety before an event, but they somehow use this nervousness to enhance their speech.
I’m going to show you exactly how to do this.
My first point is this, and it’s important:
The average healthy person can experience an extreme array of anxiety and very uncomfortable sensations while giving a speech and is in no danger of ever losing control, or even appearing slightly anxious to the audience. No matter how tough it gets, you’ll always finish your piece-even if, at the outset, it feels very uncomfortable to go on.
You won’t become incapacitated in any way.
The real breakthrough happens when you fully believe that you’re not in danger and that the sensations will pass. By asking for more, you’re saying:
“I realize that you [the anxiety] hold no threat over me.”
What keeps a panic attack coming again and again is the fear of the fear-the fear that the next one will really knock your socks off and the feeling that you were lucky to have made it past the last one unscathed.
Because they were so unnerving and scary, it’s your confidence that’s been damaged by previous anxiety episodes. Once you fully understand that you’re not under any threat, then you can have a new response to the anxiety as it arises while speaking.
There’s always a turning point when a person moves from general anxiety into a panic attack, and that happens with public speaking when you think to yourself:
I won’t be able to handle this in front of these people.
That split second of self-doubt leads to a rush of adrenaline, and the extreme anxiety arrives in a wavelike format. If, however, you feel the initial anxiety and react with confidence that this isn’t a threat to you, you’ll process the anxiety rapidly.
Using this new approach is a powerful ally because it means it’s okay to feel scared and anxious when speaking. That’s fine-you’ll feel it, and you’ll move with and through the sensations in your body and out the other side.
Because people are often very anxious before the talk has begun, they may feel they’ve already let themselves down. Now you can relax on that point. It’s perfectly natural to feel the anxiety.
Take, for example, the worst of the sensations you’ve ever experienced in this situation-be it general unease or loss of breath. You’ll have an initial automatic reaction that says:
“Danger-I’m going to have an episode of anxiety here, and I really can’t afford for that to happen.”
At this point, most people react to that idea and confirm that it must be true because of all the unusual feelings they’re experiencing. This is where your train of thought creates a cycle of anxiety that produces a negative impact on your overall presenting skills.
So let that initial “Oh dear, not now” thought pass by, and immediately follow it up with the attitude of:
“There you are-I’ve been wondering when you would arrive. I’ve been expecting you to show up. By the way, I’m not in the least threatened by any of the strange sensations you’re creating. I’m completely safe here.”
Instead of pushing the emotional energy and excitement down into your stomach, you’re moving through it.
Your body is in a slightly excited state, exactly as it should be while giving a speech-so release that energy in your self-expression. Push it out through your presentation, not down into your stomach.
Push it out by expressing yourself more forcefully. In this way, you turn the anxiety to your advantage by using it to deliver a speech; you’ll come across as more alive, energetic, and in the present moment.
When you notice the anxiety drop, as it does when you willingly move into it, fire off a quick thought when you get a momentary break (as I’m sure you have between pieces), and ask it for “more.” You want more of its intense feelings because you’re interested in them and absolutely not threatened by them.
It seems like a lot of things to be thinking about while talking to a group of people, but it really isn’t. You’d be amazed at how many different, unrelated thoughts you can have while speaking. This approach is about adopting a new attitude of confidence about what you might have deemed a serious threat up until now.
If your predominant fear of speaking is driven by a feeling of being trapped, then I suggest factoring in some mental releases that can be prepared before the event. For example, some events allow you to turn the attention back to the room to get feedback, etc., from the audience. If possible, prepare such opportunities in your own mind before the engagements.
This isn’t to say that you have to use them, but people in this situation often remark that just having small opportunities where attention can be diverted for the briefest moment makes the task seem less daunting.
It may even be something as simple as having people introduce themselves or opening the floor to questions. I realize these diversions aren’t always possible and depend on the situation, but anything you can factor in that makes you feel less trapped or under the spotlight is worth the effort.
Barry Joe McDonagh
If you want to learn more about Anxiety and how to remove it from your life go -> HERE <-
All material provided in these emails are for informational or educational purposes only. No content is intended to be a substitute for professional medical advice, diagnosis or treatment. Consult your physician regarding the applicability of any opinions or recommendations with respect to your symptoms or medical condition
Posted on January 16th, 2010
R. Lynn Lane
Article contributed by my guest Carole Hodges
Simple Communication Tips That Build Business
Author: Carole Hodges
Studies show that words only convey 7% of meaning. Tonality provides 38% of our understanding and body language. 55%. Keep this in mind when writing e-mail.
* Be short and factual in your communication. People are busy and long e-mails are less likely to be read.
* Ask clearly for what you want. If you want an e-mail response or a phone call, be sure that you have stated that directly.
* It is good to speak in conversational language, which is friendly and inviting. Yet, sarcasm or humor can be misunderstood without tonality. Reread your e-mail, out loud without expression, to ensure that it says what you meant.
* If you use Outlook, you can request a return receipt, which will advise you when your e-mail has been opened. This can be helpful for important notifications and avoids the need to ask for an acknowledgment.
Gold Calling
There is money in your telephone. You have the opportunity to make new relationships every time you pick up the phone. While e-mails are fine for communicating facts, they can never substitute or one to one communication.
Prepare Your Self
Prepare yourself before you make phone calls. Your mood and attitude will be communicated in your voice. Imagine you are going to a party with your best friends. You walk in with a big smile, feeling great, and expecting a good time. When you make calls with this attitude, people will be more receptive.
When you are not the right mood, do something to lighten up. Put on music and dance. Read or listen to an inspirational message. Place pictures of your dream home or travel or loved ones in your workspace. Be willing to be silly. Could you smile, if you wore a red clown’s nose while making calls? Working at home means you have more options than in an office.
Phone Finesse
Develop the fine art of phone courtesy and listening.
* Ask whether your client has enough time for your call. If they say no, reschedule and call another time.
* Listen for cues in their voice. If they speak fast match their speed. If they speak slowly then slow down to their pace. Increase or reduce your volume to match theirs.
* Notice whether they like to be social, or simply want to get the task done.
· If they are fast-paced and task oriented. They will appreciate your getting right to the point. Don’t waste their time. Tell them what you need and ask for a decision. They will appreciate your no-nonsense approach.
· If they are fast-paced and social, be prepared to name drop. They will want to know who else uses your product. They will be interested in meetings were lots of other people are present.
· If they are slower paced and very friendly. They may want to take their time in making a decision. You can help them make a decision more quickly if you tell them all the ways that you minimize their risk. They will want to know about guarantees and proven results.
· Someone who is slower paced and is detail oriented, may want lots of facts. They may want ingredients and proof of results as well as certifications, comparisons, and documentation. They are likely to ask questions for which you not have the answer. Be honest at all times. If a question doesn’t make sense, feel free to ask, “ Why is that important to you?”
Every phone conversation is an opportunity to improve your skills. Some people you call will be a delight, others may be downright rude. Keep it light! If you look at it as a game, it can be far more enjoyable.
Face-To-Face Meetings
If you are new to working at home. It is easy to fall into the “Howard Hughes Syndrome”. Suddenly you find that because you CAN work in your pajamas, you haven’t been out of them for two weeks.
The strongest relationships are made in face to face meetings. It is very acceptable to meet people in coffee shops and over meals. Find time to meet with people in some of the following ways:
* Networking Meetings.
* Chamber Of Commerce meetings.
* Special interest events. (Check out meetup.com for a list of special events near you).
* Closing contracts.
* Delivering products.
* Training.
Celebrate the opportunity to work from home. You have the flexibility to control your destiny.
About the Author:
Are you tired of struggling for success? Carole Hodges provides the kind of guidance that business owners need in this busy world. Get your Special Report: 15 Attitudes that Complicate Your Life and Paralyze Your Business and simple tips to make change NOW.
Article Source: ArticlesBase.com – Simple Communication Tips That Build Business
