Leading for the winning mind
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Transcript of Leading for the winning mind
Leading for the Winning Leading for the Winning MindMind
Dave SmithDave [email protected]@gmail.com
Listen SelfishlyListen Selfishly
What does this mean to What does this mean to me?me?
What’s the Secret to What’s the Secret to Effective Organizations?Effective Organizations?
Focus onFocus onMission Mission
& & PeoplePeople
Survey SaysSurvey SaysSurvey SaysSurvey Says
NameName
Position / ResponsibilitiesPosition / Responsibilities
StrengthsStrengths
WeaknessesWeaknesses
Two Reasons Two Reasons for Failurefor Failure
1.1. System FlawsSystem Flaws
2.2. Leadership FlawsLeadership Flaws
Defining Dysfunctional BehaviorDefining Dysfunctional BehaviorDefining Dysfunctional BehaviorDefining Dysfunctional Behavior
The road to success is often The road to success is often difficult to identify but…difficult to identify but…
… … the road to failure is easy to the road to failure is easy to recognize. recognize.
The road to success is often The road to success is often difficult to identify but…difficult to identify but…
… … the road to failure is easy to the road to failure is easy to recognize. recognize.
10 Things That Will10 Things That Will Guarantee Failure Guarantee Failure
in Your in Your OrganizationOrganization
10 Things That Will10 Things That Will Guarantee Failure Guarantee Failure
in Your in Your OrganizationOrganization
10 Ways to Guarantee Failure10 Ways to Guarantee Failure
1. Lose trust of each other1. Lose trust of each other
2. Failure to communicate2. Failure to communicate
3. Misuse of resources3. Misuse of resources
4. Take no risks4. Take no risks
5. Focus on the negative5. Focus on the negative
10 Ways to Guarantee Failure10 Ways to Guarantee Failure
6.6. Contempt (Disrespect) for othersContempt (Disrespect) for others
7.7. Lose sight of the Mission (Vision)Lose sight of the Mission (Vision)
8.8. MicromanagementMicromanagement
9.9. Avoid conflictsAvoid conflicts
- Fight fair - Fight fair - Don't personalize - Don't personalize - Stick to current issue - Stick to current issue
10 Ways to Guarantee Failure10 Ways to Guarantee Failure
10. Don't have fun10. Don't have fun
Others that made the listOthers that made the list
11. Failure to provide resources11. Failure to provide resources
12. Unwillingness to change12. Unwillingness to change
13. Failure to deal with customers (13. Failure to deal with customers (internal / externalinternal / external))
14. Failure to define roles14. Failure to define roles
15. Failure to stay flexible15. Failure to stay flexible
1. System Flaws1. System Flaws
A.A. MissionMission
Unclear, confusedUnclear, confused
Undefined roles/responsibilitiesUndefined roles/responsibilities
Forgotten Forgotten
Overly ambitiousOverly ambitious
1. System Flaws1. System Flaws
A.A. MissionMission
Unclear, confusedUnclear, confused
Undefined roles/responsibilitiesUndefined roles/responsibilities
Forgotten Forgotten
Overly ambitiousOverly ambitious
B.B. Lack of AccountabilityLack of Accountability
C.C. Silos (vertical & lateral) Silos (vertical & lateral)
The Problem with SystemsThe Problem with Systems
Systems develop their own goal Systems develop their own goal
the instant they come into beingthe instant they come into being
Intra-system goals become the Intra-system goals become the
prioritypriority
Complex and rigid systems are Complex and rigid systems are
normally failingnormally failing
Loose systems last longer and Loose systems last longer and
work better!work better!
2. Leadership Flaws2. Leadership Flaws
Fails to Create and Nurture the Fails to Create and Nurture the Proper Proper “Climate”“Climate”
Poor Communication SkillsPoor Communication Skills
Failure to Define RolesFailure to Define Roles
Ignores TalentIgnores Talent
Micro-managesMicro-manages
Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22
January 12, 1998 - Laurens CO, GAJanuary 12, 1998 - Laurens CO, GA
What Happened?What Happened?
Did His Organization Did His Organization Fail Him?Fail Him?
Did His Organization Did His Organization Fail Him?Fail Him?
YouYou What are your priorities?What are your priorities? Your careerYour career The Mission of the organizationThe Mission of the organization The people who work for youThe people who work for you
What would those who work for What would those who work for you say about your priorities?you say about your priorities?
Make changes, shake things Make changes, shake things up, question, think outside the up, question, think outside the proverbial box, partner with proverbial box, partner with line, be the bond between line line, be the bond between line and admin.and admin.
My favorite question;My favorite question; “Why are “Why are we doing this?”we doing this?”
The organizational system and The organizational system and the the Monkey MindMonkey Mind..
Part I.Part I. The Common The Common
Denominators of Denominators of Successful Successful
OrganizationsOrganizationsWhat do successful What do successful
leaders and leaders and organizations have in organizations have in
common?common?
I.I. Leadership is not Left to ChanceLeadership is not Left to Chance
II.II. Communal SpiritCommunal Spirit
III.III. A Synergistic System (Team)A Synergistic System (Team)
IV.IV. Talent is the KeyTalent is the Key
V.V. Mission Mission
VI.VI. The Human FactorThe Human Factor
I.I.Leadership is not Leadership is not
Left to ChanceLeft to Chance
Effective Leaders Effective Leaders Actually Work at Actually Work at
Their CraftTheir Craft
II. II. Communal SpiritCommunal SpiritCommunal SpiritCommunal Spirit - How long - How long
employees stay and how productive employees stay and how productive they are is determined by the they are is determined by the
relationship with their relationship with their immediate immediate supervisorssupervisors and the climate they are and the climate they are
exposed to on a daily basis.exposed to on a daily basis.
In the book, In the book, First Break All the First Break All the RulesRules, the authors conclude , the authors conclude that that “No matter what your “No matter what your business the only way to business the only way to generate enduring profits is to generate enduring profits is to begin by building the kind of begin by building the kind of work environment that attracts, work environment that attracts, focuses, and keeps talented focuses, and keeps talented employees.”employees.”
First, Break All the RulesFirst, Break All the Rules
http://www.slideshare.net/alexhttp://www.slideshare.net/alexgrech/first-break-all-the-rules-grech/first-break-all-the-rules-14812561481256
TheThe #1 Goal, everyday, #1 Goal, everyday, of all of all supervisors, managers, and leaders in supervisors, managers, and leaders in any organization anywhere should be any organization anywhere should be
to; to;
Create an Atmosphere ofCreate an Atmosphere of
TRUSTTRUST
TRUST is the backbone of any relationship!!!!TRUST is the backbone of any relationship!!!!
Technological advances - only tools
People are the engine and heart of People are the engine and heart of any organization any organization ((cliché - alertcliché - alert))
+65% of people leaving a job are +65% of people leaving a job are really leaving really leaving their managers’their managers’
Cost of losing experienced officer?Cost of losing experienced officer?
-1 ½ times the annual salary and good -1 ½ times the annual salary and good will in and out of organizationwill in and out of organization
Counterproductive if not “satisfied”Counterproductive if not “satisfied”
The Adam-Henry TestThe Adam-Henry TestThe Adam-Henry TestThe Adam-Henry Test
Self-EvaluationSelf-Evaluation
We Are All LeadersWe Are All Leaders
Self-EvaluationSelf-Evaluation
We Are All LeadersWe Are All Leaders
Self TestSelf Test
http://http://electricpulp.com/guykawasaki/electricpulp.com/guykawasaki/arsearse
//
““AH”AH” Test #1 Test #1““AH”AH” Test #1 Test #1
After talking to the alleged After talking to the alleged adam henryadam henry, does the “target” , does the “target” feel oppressed, humiliated, de-feel oppressed, humiliated, de-energized, or belittled by the energized, or belittled by the person? In particular, does the person? In particular, does the target feel worse about him or target feel worse about him or herself?herself?
After talking to the alleged After talking to the alleged adam henryadam henry, does the “target” , does the “target” feel oppressed, humiliated, de-feel oppressed, humiliated, de-energized, or belittled by the energized, or belittled by the person? In particular, does the person? In particular, does the target feel worse about him or target feel worse about him or herself?herself?
““AH” Test #2AH” Test #2““AH” Test #2AH” Test #2
Does the alleged Does the alleged adam henryadam henry aim his or her venom at people aim his or her venom at people who are who are less powerfulless powerful rather rather than at those people who are than at those people who are more powerfulmore powerful??
Does the alleged Does the alleged adam henryadam henry aim his or her venom at people aim his or her venom at people who are who are less powerfulless powerful rather rather than at those people who are than at those people who are more powerfulmore powerful??
Good Boss Good Boss Bad BossBad Boss
http://http://www.slideshare.net/Rypple/gwww.slideshare.net/Rypple/goodood
-boss-bad-boss-boss-bad-boss
III. III. A Synergetic SystemA Synergetic System
(Effective Teams)(Effective Teams)
The Combined Effort is The Combined Effort is Greater than its PartsGreater than its Parts
CEOs/ChiefsCEOs/Chiefs Establish and articulate the overall Establish and articulate the overall
MissionMission Exceptional communication skillsExceptional communication skills
ManagementManagement Establish strategiesEstablish strategies CommunicateCommunicate goals & objectives goals & objectives
Managers/CommandManagers/Command Ensure strategies are carried outEnsure strategies are carried out Recognize and manage talentRecognize and manage talent Communication and patience Communication and patience
Supervisors/SergeantsSupervisors/Sergeants Are the Coaches of performanceAre the Coaches of performanceInsure the performance of the Insure the performance of the
subordinates matches the goals subordinates matches the goals and expectations of the and expectations of the organizationorganization
Leaders ?Leaders ?
The Silo TheoryThe Silo Theory
http://lib.nu.edu.sa/uploads/m1/53.pdfhttp://lib.nu.edu.sa/uploads/m1/53.pdf
Team ConceptTeam Concept
Allows for individual Allows for individual achievement and utilization of achievement and utilization of unique skills and interests unique skills and interests while accomplishing the while accomplishing the MissionMission
Sink or Swim togetherSink or Swim together
The Unit itselfThe Unit itself
Team LeadersTeam Leaders
Team Leader Level Team Leader Level CommunicationCommunication
IfIf a decision by one unit will effect another, a decision by one unit will effect another, it must be brought to the attention of the it must be brought to the attention of the other unit’s team leader (manager) other unit’s team leader (manager) immediatelyimmediately
Discuss reasonDiscuss reason
Must be designed with the Mission in mindMust be designed with the Mission in mind
Be on the same page when it is Be on the same page when it is implementedimplemented
The 5 dysfunctions of a team ManagementThe 5 dysfunctions of a team Management Presentation Presentation
IV. IV. Talent is the KeyTalent is the Key
Recognizing and Utilizing Talent Recognizing and Utilizing Talent Within the Within the TEAMTEAM Concept Concept
““A true leader is the one A true leader is the one who has sense enough to who has sense enough to pick good men to do what pick good men to do what he wants done, and self-he wants done, and self-restraint to keep from restraint to keep from meddling with them while meddling with them while they do it.”they do it.”
TheodoreTheodore RooseveltRoosevelt
““A true leader is the one A true leader is the one who has sense enough to who has sense enough to pick good men to do what pick good men to do what he wants done, and self-he wants done, and self-restraint to keep from restraint to keep from meddling with them while meddling with them while they do it.”they do it.”
TheodoreTheodore RooseveltRoosevelt
V. Mission, Goals & V. Mission, Goals & Objectives, and PurposeObjectives, and Purpose
MissionMission, , purposepurpose, , goalsgoals & & objectivesobjectives,, are are absolutely absolutely
essentialessential for the individuals for the individuals and the work force as a and the work force as a
whole.whole.
WithoutWithout a Mission, Purpose, and a Mission, Purpose, and
Direction, Direction, performance is left to performance is left to
chancechance!!
The Purpose and Mission of an The Purpose and Mission of an
organization must be translated organization must be translated
into Objectives. into Objectives.
There must be acceptance & There must be acceptance &
buy-in. buy-in. (How do you get that?)(How do you get that?)
VII. VII. Understand the Understand the Human FactorHuman Factor
The Essence of The Essence of Organizational SuccessOrganizational Success
Belief SystemsBelief SystemsBelief SystemsBelief Systems
External Belief SystemsExternal Belief Systems God / Family / Mission (Life’s Meaning)God / Family / Mission (Life’s Meaning)
Internal Belief SystemsInternal Belief Systems Optimism vs. Pessimism (victim)Optimism vs. Pessimism (victim) Locus of ControlLocus of Control Healthy ExpectationsHealthy Expectations Commitment to Team Commitment to Team RelationshipsRelationships
External Belief SystemsExternal Belief Systems God / Family / Mission (Life’s Meaning)God / Family / Mission (Life’s Meaning)
Internal Belief SystemsInternal Belief Systems Optimism vs. Pessimism (victim)Optimism vs. Pessimism (victim) Locus of ControlLocus of Control Healthy ExpectationsHealthy Expectations Commitment to Team Commitment to Team RelationshipsRelationships
Good habits/Bad habitsGood habits/Bad habitsGood habits/Bad habitsGood habits/Bad habits
Skills & “Recall”Skills & “Recall”Skills & “Recall”Skills & “Recall”
When you learn a skill, it is When you learn a skill, it is organized in a motor program organized in a motor program divided into a divided into a “recall side”“recall side” where your body remembers where your body remembers how to perform the skill…how to perform the skill…
When you learn a skill, it is When you learn a skill, it is organized in a motor program organized in a motor program divided into a divided into a “recall side”“recall side” where your body remembers where your body remembers how to perform the skill…how to perform the skill…
Skills & “Recognition”Skills & “Recognition”Skills & “Recognition”Skills & “Recognition”
……the the “recognition”“recognition” side, where side, where the brain and body recognize the brain and body recognize where and when to perform the where and when to perform the skillskill
What the What the result result will bewill be
And how you And how you feel feel about it about it
……the the “recognition”“recognition” side, where side, where the brain and body recognize the brain and body recognize where and when to perform the where and when to perform the skillskill
What the What the result result will bewill be
And how you And how you feel feel about it about it
Skills & “Beliefs”Skills & “Beliefs” Skills & “Beliefs”Skills & “Beliefs”
NO MATTER HOW NO MATTER HOW WELL YOU ARE WELL YOU ARE
TRAINED, IF YOU TRAINED, IF YOU THINK YOU’LL LOSE THINK YOU’LL LOSE
YOU WILLYOU WILL
NO MATTER HOW NO MATTER HOW WELL YOU ARE WELL YOU ARE
TRAINED, IF YOU TRAINED, IF YOU THINK YOU’LL LOSE THINK YOU’LL LOSE
YOU WILLYOU WILL
Cognitive IssuesCognitive IssuesCognitive IssuesCognitive Issues
Short Term Sensory StoresShort Term Sensory Stores
Short Term Memory Short Term Memory (Consciousness)(Consciousness)
Long Term MemoryLong Term Memory
The Role of the AmygdalaThe Role of the Amygdala
Short Term Sensory StoresShort Term Sensory Stores
Short Term Memory Short Term Memory (Consciousness)(Consciousness)
Long Term MemoryLong Term Memory
The Role of the AmygdalaThe Role of the Amygdala
The Brain’s Emotional Gatekeeper
The Amygdala is the Center for fear, anger, aggression, affection
There is one in each hemisphere
The Brain’s Emotional Gatekeeper
The Amygdala is the Center for fear, anger, aggression, affection
There is one in each hemisphere
AMYGDALAReceives and Responds to
Stressors
AMYGDALAReceives and Responds to
Stressors
Recognition Primed Recognition Primed DecisionsDecisions
Recognition Primed Recognition Primed DecisionsDecisions
Focus is on the way we Focus is on the way we assess the situation and assess the situation and
judge it familiar, judge it familiar, notnot compare optionscompare options
Focus is on the way we Focus is on the way we assess the situation and assess the situation and
judge it familiar, judge it familiar, notnot compare optionscompare options
Recognition Primed Recognition Primed DecisionsDecisions
Recognition Primed Recognition Primed DecisionsDecisions
Courses of action are evaluated Courses of action are evaluated by imagining how they will be by imagining how they will be
carried out, carried out, notnot analysis or analysis or comparisoncomparison
Courses of action are evaluated Courses of action are evaluated by imagining how they will be by imagining how they will be
carried out, carried out, notnot analysis or analysis or comparisoncomparison
Recognition Primed Recognition Primed DecisionsDecisions
Recognition Primed Recognition Primed DecisionsDecisions
Decisions are usually first workable Decisions are usually first workable but not the best option…but not the best option…
satisficingsatisficing
First option is usually workable!First option is usually workable!
Decisions are usually first workable Decisions are usually first workable but not the best option…but not the best option…
satisficingsatisficing
First option is usually workable!First option is usually workable!
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING• Autogenic breathing2.MIND/BODY CALMING• Autogenic breathing
HOMEWORKHOMEWORKHOMEWORKHOMEWORKDownload Tactical BreatherDownload Tactical Breather
Try it for two weeksTry it for two weeks
Teach it to your loved onesTeach it to your loved ones
Download Tactical BreatherDownload Tactical Breather
Try it for two weeksTry it for two weeks
Teach it to your loved onesTeach it to your loved ones
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING2.MIND/BODY CALMING
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING2.MIND/BODY CALMING3.VALUES RESOLUTION3.VALUES RESOLUTION
Is it okay for good people to kill bad
people?
Is it okay for good people to kill bad
people?
Shame/Honor Shame/Honor v v
GuiltGuilt
Shame/Honor Shame/Honor v v
GuiltGuiltBushido, Spartans, Middle EasternBushido, Spartans, Middle Eastern
VV
Western GuiltWestern Guilt
Bushido, Spartans, Middle EasternBushido, Spartans, Middle Eastern
VV
Western GuiltWestern Guilt
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING2.MIND/BODY CALMING3.VALUES RESOLUTION3.VALUES RESOLUTION4.CRISIS REHEARSAL4.CRISIS REHEARSAL
We live by We live by emotionsemotionsRehearseRehearse and and visualizevisualize the the tacticaltactical as well as the as well as the emotionalemotionalVisualize winning!Visualize winning!Rehearse for the Rehearse for the aftermathaftermath!!
We live by We live by emotionsemotionsRehearseRehearse and and visualizevisualize the the tacticaltactical as well as the as well as the emotionalemotionalVisualize winning!Visualize winning!Rehearse for the Rehearse for the aftermathaftermath!!
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING2.MIND/BODY CALMING3.VALUES RESOLUTION3.VALUES RESOLUTION4.CRISIS REHERSAL4.CRISIS REHERSAL5.POSITIVE SELF-TALK5.POSITIVE SELF-TALK
1.PHYSICAL EXERCISE1.PHYSICAL EXERCISE2.MIND/BODY CALMING2.MIND/BODY CALMING3.VALUES RESOLUTION3.VALUES RESOLUTION4.CRISIS REHERSAL4.CRISIS REHERSAL5.POSITIVE SELF-TALK5.POSITIVE SELF-TALK
Would you be described as…
… a Victim or Winner
… a Pessimist or Optimist
Would you be described as…
… a Victim or Winner
… a Pessimist or Optimist
6.SKILLS PRACTICE-Skills are perishible!-Artifact-free training!
6.SKILLS PRACTICE-Skills are perishible!-Artifact-free training!
6.SKILLS PRACTICE6.SKILLS PRACTICE7.NEAR-REAL SIMULATIONS7.NEAR-REAL SIMULATIONS
6.SKILLS PRACTICE6.SKILLS PRACTICE7.NEAR-REAL SIMULATIONS7.NEAR-REAL SIMULATIONS
6.SKILLS PRACTICE6.SKILLS PRACTICE7.NEAR-REAL SIMULATIONS7.NEAR-REAL SIMULATIONS
Attend to what’s important
Be aware of tunnel vision
Don’t let others control your
focus with words / attitudes
Attend to what’s important
Be aware of tunnel vision
Don’t let others control your
focus with words / attitudes
6.SKILLS PRACTICE6.SKILLS PRACTICE7.NEAR-REAL SIMULATIONS7.NEAR-REAL SIMULATIONS
8.FOCUS CONTROL8.FOCUS CONTROL
9.COMMON SENSE9.COMMON SENSE
6.SKILLS PRACTICE6.SKILLS PRACTICE7.NEAR-REAL SIMULATIONS7.NEAR-REAL SIMULATIONS
8.FOCUS CONTROL8.FOCUS CONTROL
9.COMMON SENSE9.COMMON SENSE10.COURAGE10.COURAGE
Why we failWhy we failWhy we failWhy we fail
Simple Human ErrorSimple Human ErrorSimple Human ErrorSimple Human Error
Why we failWhy we failWhy we failWhy we fail
Simple human errorSimple human error
Inattentional BlindnessInattentional Blindness
Simple human errorSimple human error
Inattentional BlindnessInattentional Blindness
Why we failWhy we failWhy we failWhy we fail
InexperienceInexperienceInexperienceInexperience
Why we failWhy we failWhy we failWhy we fail
InexperienceInexperience
Reaction TimeReaction Time
InexperienceInexperience
Reaction TimeReaction Time
Why we failWhy we failWhy we failWhy we fail
InexperienceInexperience
Reaction TimeReaction Time
We can become predictable We can become predictable to othersto others
InexperienceInexperience
Reaction TimeReaction Time
We can become predictable We can become predictable to othersto others
Why we failWhy we failWhy we failWhy we fail
Others are unpredictableOthers are unpredictable
Information, misinterpretation, or Information, misinterpretation, or miscommunicationmiscommunication
Others are unpredictableOthers are unpredictable
Information, misinterpretation, or Information, misinterpretation, or miscommunicationmiscommunication
Why we failWhy we failWhy we failWhy we fail
Others are unpredictableOthers are unpredictable
Information, misinterpretation, or Information, misinterpretation, or miscommunicationmiscommunication
PANIC!PANIC!
Others are unpredictableOthers are unpredictable
Information, misinterpretation, or Information, misinterpretation, or miscommunicationmiscommunication
PANIC!PANIC!
The ThreeThe Three Elements of Panic!Elements of Panic!
The ThreeThe Three Elements of Panic!Elements of Panic!
I’m Trapped!I’m Trapped! (nowhere to run)(nowhere to run)
I’m Alone!I’m Alone! (sense of isolation)(sense of isolation)
I Can’t Do This!I Can’t Do This! (I’m helpless)(I’m helpless)
I’m Trapped!I’m Trapped! (nowhere to run)(nowhere to run)
I’m Alone!I’m Alone! (sense of isolation)(sense of isolation)
I Can’t Do This!I Can’t Do This! (I’m helpless)(I’m helpless)
Is The Archenemy of Survival
Is The Archenemy of Survival
-Ben Sherwood:
“The Survivors Club”
-Ben Sherwood:
“The Survivors Club”
“Chicago Cubs Mental Ineptitude Becoming Routine”
By Carl Stine(Featured Columnist) on June 19, 2010
As a lifelong Cubs fan, I am used to watching failure. From the infamous Bartman ball, to being swept out of the playoffs by the Dodgers in 2008, inability to win games has been a hallmark of Chicago Cubs baseball. This season, however, has been even more difficult to watch than usual due to the slew of mental errors and unforced mistakes.
“Chicago Cubs Mental Ineptitude Becoming Routine”
By Carl Stine(Featured Columnist) on June 19, 2010
As a lifelong Cubs fan, I am used to watching failure. From the infamous Bartman ball, to being swept out of the playoffs by the Dodgers in 2008, inability to win games has been a hallmark of Chicago Cubs baseball. This season, however, has been even more difficult to watch than usual due to the slew of mental errors and unforced mistakes.
Cubs' Comedy Of Errors Results In 3-2 Loss To Giants
by Al Yellon
Mar 16, 2012 7:00 PM CD
Cubs' Comedy Of Errors Results In 3-2 Loss To Giants
by Al Yellon
Mar 16, 2012 7:00 PM CD
Why we failWhy we failWhy we failWhy we failPoor Training or Poor Training or ArtifactsArtifactsPoor Training or Poor Training or ArtifactsArtifacts
Practice Makes Practice Makes Permanent!!!Permanent!!!
Why we failWhy we failWhy we failWhy we failPoor Training or ArtifactsPoor Training or ArtifactsSimple lack of knowledgeSimple lack of knowledgeRisk Thermostat gets set Risk Thermostat gets set by routine!by routine!
Poor Training or ArtifactsPoor Training or ArtifactsSimple lack of knowledgeSimple lack of knowledgeRisk Thermostat gets set Risk Thermostat gets set by routine!by routine!
Police and the mythology of Police and the mythology of RISKRISK
Better equipment and training Better equipment and training are the variables that matter.are the variables that matter.We seek less and less risk in our We seek less and less risk in our lives.lives.Veterans are at less risk than Veterans are at less risk than rookies.rookies.
Police and the mythology of Police and the mythology of RISKRISK
Better equipment and training Better equipment and training are the variables that matter.are the variables that matter.We seek less and less risk in our We seek less and less risk in our lives.lives.Veterans are at less risk than Veterans are at less risk than rookies.rookies.
HOMO PRUDENSHOMO PRUDENS•ZERO RISK MANZERO RISK MAN•SEEKS LOWER RISKSEEKS LOWER RISK•A MYTHA MYTH
HOMO PRUDENSHOMO PRUDENS•ZERO RISK MANZERO RISK MAN•SEEKS LOWER RISKSEEKS LOWER RISK•A MYTHA MYTH
•HOMO ALEATORIUSHOMO ALEATORIUS•DICE SHOOTING, GAMBLERDICE SHOOTING, GAMBLER
•RISK TAKING IS GLORIFEDRISK TAKING IS GLORIFED•LIFE IS UNCERTAINLIFE IS UNCERTAIN
--GAMBLERS GAMBLERS OUT OF NECESSITYOUT OF NECESSITY
-RISK IS PART OF -RISK IS PART OF FULFILLMENTFULFILLMENT
-LIVE BY THE DANCE OF -LIVE BY THE DANCE OF RISK RISK THERMOSTATSTHERMOSTATS
•HOMO ALEATORIUSHOMO ALEATORIUS•DICE SHOOTING, GAMBLERDICE SHOOTING, GAMBLER
•RISK TAKING IS GLORIFEDRISK TAKING IS GLORIFED•LIFE IS UNCERTAINLIFE IS UNCERTAIN
--GAMBLERS GAMBLERS OUT OF NECESSITYOUT OF NECESSITY
-RISK IS PART OF -RISK IS PART OF FULFILLMENTFULFILLMENT
-LIVE BY THE DANCE OF -LIVE BY THE DANCE OF RISK RISK THERMOSTATSTHERMOSTATS
RISK THERMOSTATRISK THERMOSTATRISK THERMOSTATRISK THERMOSTAT
Police and the Police and the mythology of mythology of RiskRisk
–Just don’t use the word Just don’t use the word ““ROUTINEROUTINE”” and we’ll be okayand we’ll be okay–We evaluate risk with cold, We evaluate risk with cold,
hard reason…hard reason…
Police and the Police and the mythology of mythology of RiskRisk
–Just don’t use the word Just don’t use the word ““ROUTINEROUTINE”” and we’ll be okayand we’ll be okay–We evaluate risk with cold, We evaluate risk with cold,
hard reason…hard reason…
THE DANCE OF RISKTHE DANCE OF RISKTHE DANCE OF RISKTHE DANCE OF RISK
PROPENSITYTO TAKE
RISKS
PROPENSITYTO TAKE
RISKS
PERCEIVEDDANGER
PERCEIVEDDANGER
BALANCING BEHAVIORS
BALANCING BEHAVIORS
REWARDSREWARDS
ACCIDENTSACCIDENTS
EXAMPLES OF RISK EXAMPLES OF RISK COMPENSATIONCOMPENSATION
EXAMPLES OF RISK EXAMPLES OF RISK COMPENSATIONCOMPENSATION
THE 55 MILE LIMITTHE 55 MILE LIMIT
THE AIRBAG EXPERIENCETHE AIRBAG EXPERIENCE
SEATBELTS IN SCANDINAVIASEATBELTS IN SCANDINAVIA
THE 55 MILE LIMITTHE 55 MILE LIMIT
THE AIRBAG EXPERIENCETHE AIRBAG EXPERIENCE
SEATBELTS IN SCANDINAVIASEATBELTS IN SCANDINAVIA
UNDERSTANDING RISKUNDERSTANDING RISKUNDERSTANDING RISKUNDERSTANDING RISK
VOLUNTARY V. VOLUNTARY V.
INVOLUNTARYINVOLUNTARY– WE TOLERATE MUCH WE TOLERATE MUCH
MORE VOLUNTARYMORE VOLUNTARY
REAL RISK V. REAL RISK V.
VOLUNTARY V. VOLUNTARY V.
INVOLUNTARYINVOLUNTARY– WE TOLERATE MUCH WE TOLERATE MUCH
MORE VOLUNTARYMORE VOLUNTARY
REAL RISK V. REAL RISK V.
PERCEIVED RISKPERCEIVED RISKPERCEIVED RISKPERCEIVED RISK
RESILANCE
Harden the Target!RESILANCE
Harden the Target!
DEALING WITH RISKDEALING WITH RISKDEALING WITH RISKDEALING WITH RISK
RESILIANCERESILIANCE– HARDEN THE TARGETHARDEN THE TARGET
ANTICIPATIONANTICIPATION– TRAININGTRAINING– EXPERIENCEEXPERIENCE
WE LEARN FROM OURS AND OTHERSWE LEARN FROM OURS AND OTHERS
– RITUALS NOT ROUTINESRITUALS NOT ROUTINES
Understanding RiskUnderstanding Risk
ANTICIPATIONANTICIPATION•TRAININGTRAINING•EXPERIENCEEXPERIENCE
•WE LEARN FROM WE LEARN FROM OURS & OTHERSOURS & OTHERS
•RITUALS NOT RITUALS NOT ROUTINESROUTINES
ANTICIPATIONANTICIPATION•TRAININGTRAINING•EXPERIENCEEXPERIENCE
•WE LEARN FROM WE LEARN FROM OURS & OTHERSOURS & OTHERS
•RITUALS NOT RITUALS NOT ROUTINESROUTINES
REAL RISK
PERCEIVED RISK
UNTRAINED
REAL RISK
PERCEIVED RISK
TRAINED
REAL RISK
PERCEIVED RISK
DETRAINED BY ROUTINE
REAL RISK
PERCEIVED RISK
TRAINED
REAL RISK
PERCEIVED RISK
DETRAINED BY ROUTINE
ROUTINEROUTINE
ROUTINE AS TRAINERROUTINE AS TRAINER
IT IS INVISIBLE BY ITS NATUREIT IS INVISIBLE BY ITS NATURE
A REPETITION IS A REPETITIONA REPETITION IS A REPETITION
IF I DO IT I LEARN ITIF I DO IT I LEARN IT
IF I DO IT A LOT, I LEARN IT WELLIF I DO IT A LOT, I LEARN IT WELL
IT IS INVISIBLE BY ITS NATUREIT IS INVISIBLE BY ITS NATURE
A REPETITION IS A REPETITIONA REPETITION IS A REPETITION
IF I DO IT I LEARN ITIF I DO IT I LEARN IT
IF I DO IT A LOT, I LEARN IT WELLIF I DO IT A LOT, I LEARN IT WELL
ROUTINE AS TRAINERROUTINE AS TRAINER
LEVELS OF LEARNINGLEVELS OF LEARNING–COGNITIVECOGNITIVE–ASSOCIATIVEASSOCIATIVE–AUTOMATICAUTOMATIC
(A Habit)(A Habit)
LEVELS OF LEARNINGLEVELS OF LEARNING–COGNITIVECOGNITIVE–ASSOCIATIVEASSOCIATIVE–AUTOMATICAUTOMATIC
(A Habit)(A Habit)
How to break habits (from The Power of HHow to break habits (from The Power of Habit by Charles abit by Charles DuhiggDuhigg) - YouTube) - YouTube
How the military uses habits by Charles How the military uses habits by Charles DuhiggDuhigg (author of The Power of Habit) - YouTube (author of The Power of Habit) - YouTube
Complacency Complacency KILLSKILLS
Complacency Complacency KILLSKILLS
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
REINFORCE TRUE RISKSREINFORCE TRUE RISKS
MAKE THE JOB MORE MAKE THE JOB MORE FULFILLINGFULFILLING
REINFORCE TRUE RISKSREINFORCE TRUE RISKS
MAKE THE JOB MORE MAKE THE JOB MORE FULFILLINGFULFILLING
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
MAY OR MAY MAY OR MAY NOT BE REALNOT BE REALMAY OR MAY MAY OR MAY NOT BE REALNOT BE REAL
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS
HELP US BY INNOCULATIONHELP US BY INNOCULATION
THE ROLE OF THE TRAINERTHE ROLE OF THE TRAINER– MAKE YOUR ACCIDENTS REALISTICMAKE YOUR ACCIDENTS REALISTIC– MAKE YOUR ACCIDENTS EMOTIONALMAKE YOUR ACCIDENTS EMOTIONAL– MAKE YOUR ACCIDENTS SAFEMAKE YOUR ACCIDENTS SAFE
HELP US BY INNOCULATIONHELP US BY INNOCULATION
THE ROLE OF THE TRAINERTHE ROLE OF THE TRAINER– MAKE YOUR ACCIDENTS REALISTICMAKE YOUR ACCIDENTS REALISTIC– MAKE YOUR ACCIDENTS EMOTIONALMAKE YOUR ACCIDENTS EMOTIONAL– MAKE YOUR ACCIDENTS SAFEMAKE YOUR ACCIDENTS SAFE
The Closer to the The Closer to the Performance the Performance the
Feedback the Greater Feedback the Greater the Effect!the Effect!
MAXIMIZE YOUR CHANCE
OPPORTUNITIES
MAXIMIZE YOUR CHANCE
OPPORTUNITIES
LISTEN TO YOUR LUCKY HUNCHESLISTEN TO YOUR LUCKY HUNCHES
EXPECT GOOD FORTUNE
EXPECT GOOD FORTUNE
TURN YOUR BAD LUCK INTO GOODTURN YOUR BAD LUCK INTO GOOD
THE DANCE OF RISKTHE DANCE OF RISK
PROPENSITYTO TAKE
RISKS
PERCEIVEDDANGER
BALANCING BEHAVIORSBALANCING BEHAVIORS
REWARDS
ACCIDENTS
Are the BEST Antidote For
ROUTINE There Is!
Are the BEST Antidote For
ROUTINE There Is!
We Defeat Routine
We Defeat Routine
By Creating Rituals
By Creating Rituals
David Lee Roth and his M and M’sDavid Lee Roth and his M and M’s
CREATE YOUR OWN
CREATE YOUR OWN
PILOT’S CHECKLIST
PILOT’S CHECKLIST
Maintaining Optimism Maintaining Optimism
Optimism:Optimism:-More than a -More than a
glass half full or glass half full or half emptyhalf empty
Optimism:Optimism:-More than a -More than a
glass half full or glass half full or half emptyhalf empty
Internal Belief Internal Belief SystemsSystems
Internal Belief Internal Belief SystemsSystems
OptimistsOptimists
Locus of Control Locus of Control – Who controls your life and destiny?Who controls your life and destiny?
OptimistsOptimists
Locus of Control Locus of Control – Who controls your life and destiny?Who controls your life and destiny?
Victim-Based Victim-Based ThinkingThinking
Victim-Based Victim-Based ThinkingThinking
“There are Two Things I Hate!”“There are Two Things I Hate!”
Victim-Based Victim-Based ThinkingThinking
Victim-Based Victim-Based ThinkingThinking
Merging of personal and Merging of personal and
professional rolesprofessional roles
Hypersensitive to change Hypersensitive to change
(change is an assault)(change is an assault)
Merging of personal and Merging of personal and
professional rolesprofessional roles
Hypersensitive to change Hypersensitive to change
(change is an assault)(change is an assault)
Victim-Based Victim-Based ThinkingThinking
Victim-Based Victim-Based ThinkingThinking
Rigid/InflexibleRigid/Inflexible
Believes control lies Believes control lies with otherswith others
Rigid/InflexibleRigid/Inflexible
Believes control lies Believes control lies with otherswith others
Victim-Based Victim-Based ThinkingThinking
Victim-Based Victim-Based ThinkingThinking
Retaliate for perceived wrongsRetaliate for perceived wrongs
Social isolation from most othersSocial isolation from most others(only a chosen few of “the good people”)(only a chosen few of “the good people”)
Grandiose sense of self-Grandiose sense of self-importanceimportance
Retaliate for perceived wrongsRetaliate for perceived wrongs
Social isolation from most othersSocial isolation from most others(only a chosen few of “the good people”)(only a chosen few of “the good people”)
Grandiose sense of self-Grandiose sense of self-importanceimportance
Victim-Based Victim-Based ThinkingThinking
Victim-Based Victim-Based ThinkingThinking
Exaggerated perception of Exaggerated perception of
own accomplishments and own accomplishments and worthworth
Sense of entitlementSense of entitlement
Exaggerated perception of Exaggerated perception of
own accomplishments and own accomplishments and worthworth
Sense of entitlementSense of entitlement
ForgivenessForgivenessForgivenessForgiveness
•Can you forgive others who wrong you?
•Can you forgive yourself when you do
wrong?
•Can you forgive others who wrong you?
•Can you forgive yourself when you do
wrong?
Understand the Understand the Power of Power of
Forgiveness…Forgiveness…
Understand the Understand the Power of Power of
Forgiveness…Forgiveness…
Forgiveness Forgiveness Gives YouGives YouFreedom!Freedom!
Forgiveness Forgiveness Gives YouGives YouFreedom!Freedom!
Leadership for Optimal Leadership for Optimal Performance!!Performance!!
Dave SmithDave [email protected]@gmail.com