.
Art Turock
Elite Performance Provocateur
HELPING CLIENTS PRACTICE WITH A
HEALTHY DISREGARD FOR THE UNREASONABLE


Competent is NOT an Option
Catapult Your Organization to Elite Performance Without Working Longer Hours or  Increasing Your Training Budget

Catapult your Organization to Elite Performance Without Working Longer Hours or Increasing Your Training Budget
Most businesses seem to be managed brilliantly for producing competent contributors, but managed miserably for developing consummate professionals. 

Stars aren’t born; rather they are made by engaging in years of deliberate practice.  This finding summarizes decades of elite performance research with athletes, performing artists, salespeople, and other professionals.  Unfortunately, most businesses have adopted unquestioned performance management practices that reliably produce competent performance, but derail deliberate practice and any possibility of developing consummate professionals.  The pivotal questions for anyone aspiring to great performance are—What are the elements of deliberate practice?  How can the conditions that foster it be present in my organization/team?  

“Competent is Not an Option,” views this topic from 3 perspectives

Learning-While-You-Work-Culture:

To reach 10,000 hours of deliberate practice to become an expert, leaders must galvanize a culture where work is a process of growing capabilities, while in the process of producing results in order to be better able to produce future results

Coaching with a Healthy Disregard for the Unreasonable:

The pivotal moment of truth in coaching comes when the coachees seem to have exhausted what they see as all available ways to produce betters results, and the only intervention left is to alter how the perceived barriers to breakthrough performance occur to them.

Self-management: 

Peak performers reliably execute the elements of deliberate practice so they accelerate their pace through performance plateaus, so eventually their capabilities and results make them unrecognizable compared to their past history.  Methods taught draw upon the extensive body of elite performance research edited by Anders Ericsson and popularized by Malcolm Gladwell in Outliers

Come to this session to adapting best practices from competent-is-not-an-option organizations (such as USC Football/Pete Carroll Win-Forever philosophy, military special operations, Baldridge award winners, hospital emergency rooms, industry leaders in leadership development). 

Learning Objectives:
  • Shape a culture to rethink work processes that support individuals to engage in deliberate practice so improving skill proficiency or skill expansion occurs every work day by design.
  • Apply a systematic coaching process to elicit the discretionary energy of your top talent, to master inevitable performance plateaus and relentlessly raise the bar on performance. 
  • Identify and dispense with your current performance management practices that while producing competent proficiency eliminate any chance of achieving great performance.

Businesses can adapt practices from fields Where there is no room for error, and continuous improvement never ceases. 

One of my clients, Blue Bunny benchmarks the Navy Blue Angels practice of debriefing after and every sales call.

Where one aspires to the precision and beauty of Dressage - consistency is imperative.
It takes 5-7 years of deliberate practice to train a Grand Prix level horse - and much much longer for most riders!
Copyright 2010Art Turock & Associates    425-814-3038    Webmaster Haley Ashland

Most businesses seem to be managed brilliantly for producing competent contributors, but managed miserably for developing consummate professionals.
KEY POINTS AVAILABLE FOR CUSTOMIZING YOUR PROGRAM:

A.Waking Up To The Elephant in the Room—The Curse of Competence
  • 1. How settling for competent performance produces disengaged employees and deadwood
  • 2.The enormous competitive advantage from cultivating top flight talent (especially for small and mid-size companies)
  • 3.Spotting dozens of signs of the elephant in the room constraining talent development in your company
  • 4.Warped priorities in talent development:  When expediency and efficiency trump meticulousness and competitive superiority.

B.  Elite Performance Research:  Stars aren’t born; they are made through deliberate practice
  • 1.     Elements of deliberate practice- willingness to face discomfort and incompetence in order to continuously improve.
  • 2.Two types of greatness:  a) greatness by measuring up to industry standards and competitive ranking, and b) greatness by becoming unrecognizable compared to one’s past history.
  • 3.Customary performance management vs. Deliberate practice:  No shortcuts, but eventually you become unrecognizable

C.Self Management Practices to Become Unrecognizable
  • 1.Revealing your passionate values and generating goals that are in alignment
  • 2.Peak performance scorecard that honors the quality of practice and instills enduring self-confidence
  • 3.Selecting and empowering a coach
  • 4.Conceiving an eminent performance by being a role pioneer

D.Coaching With a “Healthy Disregard for the Unreasonable”
  • 1.How great coaches disturb a coachee’s sense of reasonable risk and effort in order to transcend inevitable performance plateaus
  • 2.Use a 3-step accountability process to curtail blaming circumstances and encourage taking 100% accountability to master performance plateaus

E.Learning While Working:  Culture Shaping Methods/Discovering the Abundance of Deliberate Practice Opportunities at Work
  • 1.Case example USC Football:  Using unwavering principles to instill a culture of greatness
  • 2.Case examples from business:  Ritz Carlton, Whole Foods, Pal’s Sudden Service, Amazon.com
  • 3.A dozen low cost and time efficient methods for turning work activities into continuous improvement opportunities.
  • 4.Instilling urgency by aligning behavior with the principle, “Practice makes permanent”