<ul><li>Leadership should provide context for what is to be achieved, why it matters, and then create a system of work that enables people to identify with those outcomes.</li><li>Leadership should provide clarity.</li><li>Control is reached by designing feedback loops, not by telling people what to do.</li></ul>

Unlearning management

<ul><li>Create options for small steps: List as many options as possible. Pick one that will most likely move you forward. Then celebrate, regardless of the result.</li><li>Find the right behaviour that aligns with your level of motivation and ability.</li><li>Start even smaller than you think.</li></ul>

Conditions for relearning

There comes a time in every person's life when the methods and thinking that brought you success in the past won't continue to bring you success in the future.  Your past successful strategies can bring you down. The key is to notice the signals and adapt before it's too late.

The paradox of success

<ul><li>Organisations and the people in them must continuously be stimulated to succeed in the long run.</li><li>An organisation is transformed with a continuous individual transformation of both leaders and workers. </li><li>As a leader, you are responsible for enabling organisational learning by reducing learning anxiety across your organisation.</li><li>Give people the opportunity to practice new behaviours deliberately.</li></ul>

Unlearning with people and organisations

Peter Senge's, The Fifth Discipline, points out the Laws of System Thinking:<ul><li>Today's problems come from yesterday's "solutions".</li><li>The harder you push, the harder the system pushes back.</li><li>Behaviour grows better before it grows worse.</li><li>The easy way out usually leads back in.</li><li>The cure can be worse than the disease.</li><li>Faster is slower.</li><li>Cause and effect are not closely related in time and space.</li><li>Small changes can produce big results, but the areas of highest leverage are often the least obvious.</li><li>Dividing an elephant in half does not produce two small elephants.</li><li>There is no blame.</li></ul>

Why we need to unlearn

<ul><li>Companies have two customers: the people you sell to and your employees.</li><li>Direct, raw, unfiltered feedback from customers is much better than reports from within the company.</li><li>When customers reach out, and they know they're heard and that their feedback will improve the product, they become more loyal. </li></ul>

Unlearning with customers

<ul><li>Reflect</li><li>Feed forward learnings to the next experiment.</li><li>Align impact and increase psychological safety.</li><li>Increase your speed of unlearning.</li></ul>

Necessary conditions for breakthrough

Each time we need to adapt and innovate, we go through distinct steps. <ol><li>Unlearn: Unlearning starts with acknowledging that what you're doing now isn't working. You need to let go of past viewpoints or behaviours, then take action.</li><li>Relearn: As you unlearn, you can take in new data and perspectives. You must be willing to be open to information that goes against your beliefs. You may need to learn how to learn again. You must create an environment for relearning.</li><li>Breakthrough: It is the result of unlearning and relearning. </li></ol>

How to unlearn

<ul><li>Identify a challenge your want to address. The best place to start is where you are now.</li><li>Define success as if you would view it from hindsight. What behaviours would you, your team, or customers be exhibiting to confirm that you have succeeded?</li><li>Seek courage over comfort. Moving out of your comfort zone requires courage and a willingness to be vulnerable.</li><li>Commit to, start, and scale the cycle of unlearning. Commit to moving through the Cycle of Unlearning continually.</li></ul>

Conditions for unlearning

A transformative system that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success. There’s a learning curve to running any successful business. But when leaders begin to rely on past achievements or get stuck in old thinking and practices that no longer work, they need to take a step back—and unlearn. This innovative and actionable framework from executive coach Barry O’Reilly shows leaders how to break the cycle and move away from once-useful mindsets and behaviors that were effective in the past but are no longer relevant in the current business climate and may now stand in the way of success. With this simple but powerful three-step system, leaders can: 1. Unlearn the behaviors and mindsets that keep them and their businesses from moving forward. 2. Relearn the skills, strategies, and innovations that are transforming the world every day. 3. Break through old habits and thinking by opening up to new ideas, perspectives, and resources. Good leaders know they need to continuously learn. But great leaders know when to unlearn the past to succeed in the future. This book shows them the way.

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A transformative system that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.There’s a learning curve to running any successful business. But when leaders begin to rely on past achievements or get stuck in old thinking and practices that no longer work, they need to take a step back—and unlearn. This innovative and actionable framework from executive coach Barry O’Reilly shows leaders how to break the cycle and move away from once-useful mindsets and behaviors that were effective in the past but are no longer relevant in the current business climate and may now stand in the way of success.With this simple but powerful three-step system, leaders can: 1. Unlearn the behaviors and mindsets that keep them and their businesses from moving forward. 2. Relearn the skills, strategies, and innovations that are transforming the world every day. 3. Break through old habits and thinking by opening up to new ideas, perspectives, and resources. Good leaders know they need to continuously learn. But great leaders know when to unlearn the past to succeed in the future. This book shows them the way.

Unlearning management

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