D. Customary Performance Management vs. Deliberate Practice: No shortcuts, but eventually you become unrecognizable
1. Source of motivation: Being reward-driven vs. being driven by passionate values.
2. Nature of practice: Mindless practice of existing strengths vs. deliberate practice aimed at improving performance gaps.
3. Time allocation: Practice as an intrusion in work getting done vs. Saturating practice opportunities in daily work routines.
4. Responding to plateaus:Tolerating plateaus as maxed-out potential vs. Embracing plateaus to accelerate new learning.
E. Coaching With a “Healthy Disregard for the Unreasonable”
1. Granting greatness—adopting the orientation to discover hidden capacity rather than expecting predictable results.
2. The eye of the tiger: Different techniques for handling plateaus—golf hacker, golf pro, and Tiger Woods.
3. Use a 3-step accountability process to move through performance plateaus.
F. Culture Shaping Best Practices/Discovering the Abundance of Practice Opportunities in the Doing the Work Itself
1. Case example USC Football: Using unwavering principles to instill a culture of greatness.
2. A dozen methods for turning customary work activities into teachable moments and continuous improvement opportunities.
A. Uncertain Economic Times Call for Unprecedented Leadership
1. Customers can’t afford to make mistakes in selecting suppliers and service providers.
2. Employees facing uncertainty need leaders who help them discover their untapped capabilities.
3. Leaders need to bring their A-Game to work, and even redefine the capacities of their A-Game.
4. Developing superior talent as the ultimate competitive advantage in a recession (and when the economy stabilizes).
5. The Stockdale Principle Revisited-Faith you will ultimately prevail + Confront brutal facts in your current reality.
B. Waking Up To The Elephant in the Room—The Curse of Competence
1. Competence is not an option: How settling for competent performance produces disengaged employees and deadwood.
2. Squandering performance capacity: 25 possible signs of the curse of competence in operation in your organization.
3. The enormous competitive advantage from cultivating top flight talent (especially for small and mid-size companies).
C. Elite Performance Research:
1. Stars aren’t born; they are made through deliberate practice.
2. Elements of deliberate practice- willingness to face discomfort and incompetence in order to continuously improve.
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.
Call me for more info, 425-814-3038 meanwhile..enjoy one of my favorite oldies...
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