People with strong connections to their future selves make better decisions. In the absence of time travel technology like the Terminator movies, how can we generate such connections?
I talk about debriefing in a training context then a workplace context, plus recommend an HBR article by Doug Sundheim.
Short n sweet - a quick story about a quirky psych study showing how we perceive that others take far more notice of us than they actually do.
You never get a second chance to make a first impression. What tricks do our lazy brains pull on us and others? How can we prevent or lessen these, or, how can we leverage these to our advantage?
Following up last week's episode about how our brains fill in the gaps and make up memories, this episode gives a great case study, suggests some solutions and there's a neat optical illusion activity to prove our actual blind spots.
We often miss things. We often remember things that never were. We are very reluctant to believe that we miss things or remember things that never were. Memories are less like CCTV footage and more like all of us being directors of reboots / reimaginings of our lives.
Gladwell drew a lot of attention to the notion of expertise requiring 10,000 hours. In this podcast, I talk about the original researcher, the very narrow application of the theory, and the set of practical steps anyone can apply for themselves and those they lead (as long as you're really keen and passionate about what performance you're trying to improve.).
We might imagine that a tremendously positive workplace envrionment is a productive place to work. Research shows that a totally positive workplace isn't as productive as you might think. There's a place for negativity in proportion. How can we, individually and in teams, see things and behaviours as they actually are and critique them?
So often we try and teach others or coach others or supervise others in a way that clashes with the way people naturally learn. It's quicker, cheaper, more effective and longer-lasting if we can plug into the way people learn naturally. In this episode, I talk through some techniques to quieten our unhelpful inner mental critics and guide people to leverage the power of their own subconscious minds to practise and learn experientially in a way that sticks and drives purposeful changes in behaviour.
The highly skilled and the highly unskilled have something in common - a poor ability to accurately judge their own skill level. It's just that the skilled judge themselves too low and the unskilled judge themselves too low. Just watch every talent show audition process ever...
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A primer on the work of Carol Dweck and how people's behaviour towards effort and mistakes reveal our true mindsets and how those mindsets, unless we choose to change them, can affect our outcomes.
What do first years at West Point Military Academy and New Zealand's high school NCEA participants have in common?
Learn a research-based technique for maing decisions that results in better decisions and feeling better about whatever you decide.
Coaching is a term used a lot. It apparently means different things to different people. I think it has a very specific and quite narrow meaning. That's not to say it can't co-exist productively with other activities such as managing, leading, training, facilitating and mentoring.