Wayne Pearce Performance Blogs
For most people, being given a promotion to a team leader at work is exciting, rewarding and brings with it a sense of achievement and accomplishment.
Those newly appointed bosses feel that we’ve been rewarded for the effort and technical expertise they’ve displayed in their roles since joining the company.
Fast forward 3-6 months and many of these rookie bosses will say the feelings of excitement and enthusiasm are now replaced with fatigue, self doubt and frustration as you begin to work longer hours trying tirelessly to achieve the outcomes expected by you and your team.
Have you ever wondered why business leaders generally use examples of sporting teams when discussing great teamwork with their people?
Apart from the fact that teamwork is quite obvious in professional sporting teams, there aren’t many obvious examples of truly great teamwork that can be highlighted in the business world.
Why is this? The answer is the focus is very different in business teams compared to sporting teams.
Is your team currently working at a ‘good’ level? What if you could transform this ‘good’ to ‘great?’
Chances are you are so used to the ‘good’ you believe it is ‘great’ because you have never really experienced the full potential your team can work too.
The highly regarded leadership researcher and author, Jim Collins says in his book ‘Good to Great’ that “Good is the enemy of great, and that is one of the key reasons why we have so little that become great”
Change in the workplace is inevitable, so its imperative managers understand how to engage their team, and lead the business, in collaborating around change.
We live in a world of exponential change where an environment of instability and insecurity dominate the business landscape. This can mean changes can be challenging, and if not managed well, can affect morale and engagement.
Whether we like it or not, the rate of change can’t be resisted. It’s like being caught in a rip at the beach. Try and resist the force and you’ll become exhausted and die. Work with the flow whilst looking for opportunities to progress is the only way to survive.
Have you ever wondered why it is that some people seem to bounce back from adversity and misfortune in life relatively easily, whilst others fall apart? It involves resilience, an ongoing process that requires time and effort and engages people in taking a number of steps.
How do we build this resilience and prepare ourselves for the inevitable misfortunes each and every one of us will face at some point in our lives? There are various character strengths we can develop to help us through. Whether it be a family tragedy, a financial crisis, relationship breakdown or employment termination, having a resilient attitude is key.
What is important to note is that resilience is not a trait that people either have or do not have. It involves behaviours, thoughts and actions that can be learned and developed in anyone. So where can we start?
Communication and influence skills are key enablers of success in the 21st century. Are you communicating and influencing... or are you just talking?
We sometimes find ourselves in situations where it is difficult to understand where the other person is coming from, and despite our best efforts, we can’t get our point across. It’s almost like we are speaking a different language, and according to PCM, we are. We just can’t tune into the right channel to effectively get our point across.
Understanding yourself and others better is the first step to improving communication.
With improved skills you can reach people you have struggled to communicate with previously.
PCM offers a number of unique personal development tools which allow you to understand your own behaviour. Suddenly it becomes obvious why you respond in a particular way in certain situations. You are also able to anticipate the behaviour of others – whether at work, in a social setting or at home.
Stop where you are and what you are doing for a minute and take notice of what is happening around you. What do you see, hear, feel, and smell?
Now think how often it is that you stop in your tracks to observe the world around you? My guess is not often enough.
We live in a world full of “white noise”... distraction is everywhere and multitasking is just a thing we are expected to do. Chill time has become an elusive luxury.
Are you a leader, a parent, a sports coach or anyone seeking to motivate and inspire others? Understanding hypnosis is a powerful tool you should learn and adapt in order to influence behavioural change in others.
When you hear the term hypnosis no doubt you instantly visualise a stage act used to control people, correct? However in reality hypnosis is a universal human trait that we all experience many times a day.
So what does hypnosis really mean?
Most bosses have evolved into leadership roles off the back of a good technical skill set (good salesman, good accountant, good footballer etc.) but reality is that managing people requires a very different type of skill set.
One of the valuable and vital skills we need to learn is how to grow and develop our people. If we don’t do this, we get trapped into solving a myriad of problems that we shouldn’t require our intervention.
The art of developing employees is an important leadership skill that involves many disciplines such as coaching, teaching and counselling.
There are 2 ticket types on offer in the journey of life… the ticket for the smooth ride, the “monorail” journey with no bumps or setbacks, but also no genuine highs or disappointing lows OR there is the “roller coaster journey” which entails ongoing self-challenge, plenty of highs and plenty of setbacks.
Which ticket type would you take?
If you’re like me, if you want to live a life that embraces the richness of the human experience, it’s the roller coaster option!
Communication –it’s an integral and vital part of our everyday lives right? In simple terms we describe it as is the activity of conveying meaning through a shared system of signs and semiotic rules.
We are expected to master these crucial life skills through a life-long learning process known as trial and error.
We communicate in the best way we know how – however, reality is that this is often in a haphazard and inept manner that then leaves us puzzled, confused and frustrated as we wonder what went wrong?
One of the increasingly important success skills we all need to acquire is an ability to constructively embrace the massive and inevitable change that is an integral part of the 21st century.
The civilised world as we know it has already entered a phase that change consultants refer to as the “era of acceleration” where traditional linear models of change have been replaced the explosive power of exponential change.
In a seemingly relentless onslaught, change seems to impact us from virtually every direction, and in areas as diverse as technology, security and the environment, the effects on our lives are enormous. But the change we’ve experienced so far is only the tip of the iceberg and futurists predict that the degree of change we’ll experience in the 21st century alone will be equivalent to the last 20,000 years of changes combined.
One of the true miracles of life as a human being is that we were all born into this world as bundles of potential with DNA that was programmed for success, in other words we were born to succeed.
You may well ask the question…“if we’re all born to succeed, why then do so many people never realise their full potential and end up living lives of extended mediocrity?”
Whilst there are many factors that play a role in the actualisation of human potential, there is none greater than the conditioning effect of our “tribe”. The tribe refers to that collective group of people that comprised our “world” during our formative years, such as our family members, our teachers, class mates and our peer group.
I will start with a simple yet powerful quote: “I am not the product of my circumstances. I am a product of my decisions”
Tell you more you ask? The truth is that most of us are naïve to the incredible influence we exert on the circumstances that create our world. The reality is that each of us is co-creating our lives each and every day!
There is a synchronistic dance occurring between our non-conscious mind and the external circumstances that we experience, but because we don’t learn about this process in any traditional educational settings, we wander through our lives blissfully unaware of this pervasive and potentially empowering process!
Back to visit the topic of trust and the value of trust as an enabler of success. (we touched on this is a recent blog ‘The number 1 covert success tool’)
Many people, if not most people view trust as an intangible quality that is difficult to conceptualise.
However, a body of research captured by Stephen M.R. Covey in the book “The Speed of Trust” identifies 13 observable behavioural components that comprise trust.
Life in all aspects, from business, society and even relationships has a set of rules that we are all expected to play by. Some are spoken and others are unspoken and these rules apply at various levels of society. Some are set by governments (such as law and order), whilst others are set by community leaders, business leaders and religious leaders.
I want to bring your attention to the rarely discussed but very important rules that exist in the business world, which in western societies impacts the vast majority of us as employees or employers.
Some of the fundamental rules of success of the “New” business world have changed significantly from the rules that applied in the “Old” business world.
Whilst we live in a fast paced, high technology world where businesses are constantly looking to innovate to gain an edge, the often overlooked competitive advantage lies not in the system and processes but in a highly motivated and productive human workforce. After all, it is our people who operate and maintain the high tech machines, develop relationships with clients and are responsible for a wide range of customer facing services.
But for switched on bosses who are looking to maximise business outcomes, the “holy grail” of human performance lies in a clear understanding of what drives productive behaviour. This often appears to be easier said than done and to prove the point, consider the following…
- Have you ever wondered why incredibly talented individuals in the sporting world have an occasional “shocker” where they act irrationally and have “brain explosions”?
- Have you ever considered why smart people in the business world do stupid things, bend the rules or take shortcuts seemingly implode under pressure?
- Or why highly trained doctors and professional people in high risk environments like the health system at times fail to follow procedures and best practice?
The simple and common answer to the above is that as human beings, we all have a vulnerability to act “out of character” under certain conditions where clear thinking is impeded. It’s that not we deliberately sabotage our actions but there appears to be something that interferes with the clear thinking process.
Inspiration comes to us in many different forms. It may come by watching a great sporting moment on television or listening to someone recalling a personal battle to overcome the odds and achieve success. For others, it may even come in a quiet moment of personal reflection.
In reality it matters little how we are inspired, what counts is how effective we are at converting the emotional energy attached to inspiration into the action and the results we desire.
If we are inspired to achieve big, scary outcomes, the biggest single obstacle we face as humans embarking on a new journey into the uncharted waters of life is a lack of self belief. It doesn’t matter whether it’s a new career direction, a new relationship or a higher level of challenge in your chosen sport, most people feel a sense of inner resistance in the form of discomfort and even anxiety.
Life is a lot like a four quarter game of footy: Sounds like a peculiar analogy right? Let me break down the rationale behind it for you! A Rugby League game goes for 80 minutes (or a little longer when playing extra time!) and in four quarter footy, each quarter is 20 minutes in duration. In the game of life, the average quality life span is around 80 years. It could be argued that anything over 80 years is equivalent to the extra time played in a footy match correct?
The first 20 years of life is a lot like the first quarter of a footy game. We are settling in and getting a feel for how things flow and setting ourselves up for what is to follow.
The second 20 years is where we put the “stuff” we learned in the first quarter into practice and hopefully we start to make some real progress. However..... just like the experience of many footy teams, the second quarter of life quite often doesn’t work out so great and certainly not how we may have planned or visualised. The lessons that we learned don’t seem to result in the type of outcomes we’re happy with, and life suddenly seems to be not as enjoyable as we predicted. For many people, the game plan that they were working to wasn’t effective and they’re behind on the scoreboard of satisfaction when they get to 'half time'.