skills Archives -

What skills come easily and effortlessly to you? Are you currently getting paid to use them? These questions don’t only matter to consultants like me who choose what services to offer and how to price them. They are also relevant to people within organizations. Indeed, the strengths-based movement in talent development (Gallup, Marcus Buckingham, etc.) is based precisely on this premise.

Below is a post I wrote earlier this year for my personal blog. It describes my discovery of what may be my greatest strength and my astonishment that I hadn’t thought of it during a two month period of trying to identify my greatest strengths. Go figure!

May this story entice you to explore your deepest strengths, particularly those you may be overlooking precisely because they involve so little effort. [Read more…] about Skills that are easy and effortless

Last month’s issue highlighted the importance of practicing leadership every day. We looked at the Rule of 300/3000: 300 repetitions produce bodily memory. 3000 repetitions allow you to fully embody the new skill. This is as true for becoming competent at difficult conversations or framing decisions strategically as it is for learning to drive a stick shift car. Thus, I advised: start practicing today.

Now, here’s the rub: practicing a skill, particularly something new, is frequently uncomfortable and sometimes darn painful. A major reason Americans fear public speaking more than death is that most of us have little practice at it, and most of the practice we do have is as beginners. This is true of so many activities, even those we look forward to with excitement. I remember how thrilled I was a decade ago to take classes in swing dancing, first in Ann Arbor, then in San Francisco. The energizing music, the elegant moves, and the romantic environment-all of it felt hip and fun. It was also a chance to get a taste of an earlier era. Yet my actual experience in class was about 85 percent embarrassment at my own awkwardness and 15 percent glee when my dance partner and I actually pulled off a move. This was on a good day.

I remember this experience when I ask the leaders I coach to try something new. As with swing dancing, most shifts in leadership behavior involve both starting something new and ending something habitual. Consider, for example, someone who has made a commitment to negotiating around interests rather than positions (as described in Getting to Yes and its successor books). He not only has to learn to assess his interests, listen for others’ interests, and speak from a place of win-win. He also has to unlearn his old habits of unconsciously identifying with narrow positions, listening for whether or not the other person supports his position (and what it will take to persuade them), and speaking from a place of win-lose. These habits are neither minor nor new. [Read more…] about Practice, Fakers and the Sincerity Police, Part 1 [February 2008]