<ol><li> The Psychology of Achievement: Skill requires talent and effort, and Achievement requires skill and effort.</li><li>Grit and Goal Structures: Have a top-level goal (or “ultimate concern”).</li><li>The Power of Passion and Practice: Embrace long-term deliberate practice, and Work on weaknesses</li><li>The Guiding Light of Purpose and Hope: Be an optimistic self-improver.</li><li> Creating Grit from the Outside In: Grit can be cultivated in our external environment, via parents and role models, extra-curricular activities, and teams and cultures.</li></ol>

Short Summary:

<ul><li> Grit is the combination of passion (a deep, enduring knowledge of what you want) and perseverance (hard work and resilience).</li><li> It’s about moving in a direction with consistency and endurance, like having a clear inner compass that guides all your decisions and actions.</li><li>Grit = Passion + Perseverance</li></ul>

What Is Grit?

<ul><li>Effort (which is sustained by grit) is doubly important. </li><li> You must put in effort to hone your natural talents into tangible skills through practice and improvement.</li><li> You must also put in effort to apply those skills to solve real-world problems to attain achievement.</li><li>Talent x Effort = Skill</li><li>Skill x Effort = Achievement</li></ul>

Why Grit Is Important?

<ul><li>INTEREST: Loving what you do.</li><li>PRACTICE: Focusing on improvement no matter what.</li><li>PURPOSE: Believing strongly that your work matters to yourself and to others.</li><li>HOPE: Works hand-in-hand with all 3 components above to determine how you respond to failures—if you get up and keep going, or stay down and be defeated.</li></ul>

Developing Grit:

• Our interests, passions and calling are not inborn; they’re cultivated over time.• Grit paragons don’t suddenly discover their passion in a magical, fireworks-filled moment. Instead, they spend years exploring different interests before focusing on one area.• As they practice and hone their skills, they also develop a deeper understanding and appreciation of their craft until it becomes a burning passion.

DEVELOPING GRIT FROM INSIDE-OUT:

• Spend time to explore and discover your interest.• Deep interest emerges with time, and comes from a blend of age, real-life triggers, a period of interest development and support from others.

Discovering your Interests:

<ol><li>Break down the steps/components of deliberate practice.</li><li>Examine the difference/relationship between deliberate practice and flow (a high-performance state coined by Mihaly Csikszentmihalyi)</li><li>Explain how you can increase your rate of learning significantly.</li></ol>

Deepening Through Practice:

<ul><li>Purpose is “the intention to contribute to the well-being of others”.</li><li> Both gritty and non-gritty people seek short-term pleasures, but gritty people are drastically more likely to also seek to contribute to others. </li><li>They usually spend years developing their skills and interest, before they discover their purpose later in life. </li></ul>

Developing a Sense of Purpose:

Hope is “the expectation that our own efforts can improve our future”. It helps us to persevere; it gives us the strength to get up each time we fall and to keep going.

Nurturing Hope:

"In this must-read book for anyone striving to succeed, pioneering psychologist Angela Duckworth shows parents, educators, athletes, students, and business people--both seasoned and new--that the secret to outstanding achievement is not talent but a focused persistence called "grit." Why do some people succeed and others fail? Sharing new insights from her landmark research on grit, MacArthur "genius" Angela Duckworth explains why talent is hardly a guarantor of success. Rather, other factors can be even more crucial such as identifying our passions and following through on our commitments. Drawing on her own powerful story as the daughter of a scientist who frequently bemoaned her lack of smarts, Duckworth describes her winding path through teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not "genius" but a special blend of passion and long-term perseverance. As a professor at the University of Pennsylvania, Duckworth created her own "character lab" and set out to test her theory. Here, she takes readers into the field to visit teachers working in some of the toughest schools, cadets struggling through their first days at West Point, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she's learned from interviewing dozens of high achievers--from JP Morgan CEO Jamie Dimon to the cartoon editor of The New Yorker to Seattle Seahawks Coach Pete Carroll. Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that--not talent or luck--makes all the difference"--

productivity

Productivity

personaldevelopment

Personal Development

mindfulness

Mindfulness

motivationandinspiration

Motivation & Inspiration

books

Books

In this instant New York Times bestseller, pioneering psychologist Angela Duckworth shows anyone striving to succeed—be it parents, students, educators, athletes, or business people—that the secret to outstanding achievement is not talent but a special blend of passion and persistence she calls “grit.” Drawing on her own powerful story as the daughter of a scientist who frequently noted her lack of “genius,” Duckworth, now a celebrated researcher and professor, describes her early eye-opening stints in teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not “genius” but a unique combination of passion and long-term perseverance. In Grit, she takes readers into the field to visit cadets struggling through their first days at West Point, teachers working in some of the toughest schools, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she’s learned from interviewing dozens of high achievers—from JP Morgan CEO Jamie Dimon to New Yorker cartoon editor Bob Mankoff to Seattle Seahawks Coach Pete Carroll. Among Grit’s most valuable insights: *Why any effort you make ultimately counts twice toward your goal *How grit can be learned, regardless of I.Q. or circumstances *How lifelong interest is triggered *How much of optimal practice is suffering and how much ecstasy *Which is better for your child—a warm embrace or high standards *The magic of the Hard Thing Rule Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that—not talent or luck—makes all the difference.

Angela Duckworth is an accomplished writer whose work has resonated with readers around the world. Angela Duckworth has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Angela Duckworth's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Angela Duckworth

Grit

Sleep Chronotype is a classification system using a person's topology. It gives you insights into your sleep-wake cycle and peak productivity times so you can plan your activities to complement with what works best for your body.Your chronotype depends on several factors, including genetics, environment, age, and sex.Most of us fall under 1 of 4 chronotypes: bear, wolf, lion and dolphin.( <a href="http://chronoquiz.com/">Quiz</a> to know your chronotype)Below are what you can do to get a good night sleep and maxinize your productivity based on your chronotype according to board-certified sleep specialist Dr. Michael J. Breus

 Your Chronotype And How To Use It To Your Advantage

Most people fall under the bear chronotype.Their sleep-wake cycle goes along w/ the sun, waking and going to bed relatively early; waking and falling asleep w/ almost no problem. Bear types typically get 5 full (90-min) sleep cycles in 1 night and likely to wake up around 7 a.m. 450 min (5 sleep cycles) + the roughly 20 min it takes to fall asleep = 470 min, subtracted from 7 a.m = 11:10 p.m. optimal bedtime They're productive before noon, so they would do well NOT to schedule important tasks in the afternoon when they might hit a post-lunch slump between 2-4 p.m. when the dip occurs.

The Bear Type

Wolf chronotypes often have troubles waking up in the morning and feel more energetic when they wake up at noon, especially because their peak productivity starts at noon and ends about 4 hrs later.Wolf types get another boost around 6 p.m. They do best with calm, slow mornings and do bigger tasks later in the day as they tend to get a lot done when everyone else is done for the day—even as late as after dinner!

Wolf Chronotype

The true blue morning personThey can easily wake up at the crack of dawn; keen on a 6 a.m. wake-up time and are at their best up until noon. They also sleep for full sleep cycles and take about 20 minutes to fall asleep.if a lion is getting up at 6 a.m., they wind down and fall asleep at around 10:10 p.m. sometimes a bit earlier.Because lions can be prone to sluggishness as they get through the afternoon, they should do well to schedule important tasks in the morning. Ig thry need to catch a second wind, some light exposure later in the day would help a lot

Lion Chronotype

If you have trouble falling asleep and waking up; trouble following any sleep schedule, then you may be a dolphin.They typically sleep for 4 sleep cycles and can take up to 40 minutes to doze off. Their optimal wake-up time is at around 6:30 a.m. and their bedtime at 11:50 p.m. They often don’t get enough sleep because they have a hard time quieting the thoughts in their heads which can be remedied by keeping a "worry journal" and also due to their sensitivity to disturbing factors like noise and light.They're productive between the hours of 10 a.m. and 2 p.m.

Dolphin Chronotype

The bottom line is, sleep schedule differ from 1 person to another so figuring out your chronotype and working around it is a good start. And of course, you have to keep your routine as consistent as possible.

The Takeaway9

My previous article was about the Wolf Chronotype. This one includes information on all chronotypes.

Each of us falls under one of four different "sleep chronotypes," and understanding yours can help you optimize your energy levels during the day.

health

Health

habits

Habits

Sleep Chronotypes: How to Work with your Body's Natural Tendencies to Achieve Maximum Productivity

We start out with the hardest question on the planet for most people to answer: "<a href="https://www.inc.com/bill-murphy-jr/people-who-embracethe-z-y-x-rule-have-very-highemotional-intelligence.html">Why? </a>"<ul><li>Why do you want that job? </li><li>Why are you so interested in that reward? </li><li>Why are you spending your time--your most valuable and limited resource, by the way--on the specific things that consume your day? </li></ul>We can answer "why" to most things superficially, but that's not enough.<ul><li>I want the job because I want to make money. (OK, but why?) </li><li>Well, I need money because I have to maintain this lifestyle. (OK, but why?) </li><li>If I don't maintain this lifestyle, I'll feel like a failure. (OK, but why?) </li></ul>

1. Learn to ask why (over and over)

"Don't just stand there," some people say. "Do something!" But often, that's backward. (Don't just do something. Stand there.) Learn to <a href="https://www.inc.com/bill-murphy-jr/people-who-use-this-brilliantly-simple-trick-have-very-high-emotional-intelligence.html">wait a minute </a> (or an hour, or a day) before acting. I promise, there is power in restraint. There is potency in silence. He or she who pauses before responding to almost any external stimuli -- be it an email, or a message, or an insult, or a complaint, or even an opportunity -- often winds up with the upper hand.

2. Learn to pace yourself

For all the<a href="https://www.inc.com/bill-murphy-jr/people-who-embrace-this-controversial-word-have-very-high-emotional-intelligence.html">emotional baggage </a> attached to the simple, four-letter word, "quit," in our society, emotionally intelligent people understand that quite often, quitting is the answer. How can that be? We grow up hearing that quitters never win, and that quitting small things makes it easier to quit bigger things later in life. Sometimes, yes. Sometimes, no. But quitting in a vacuum is a morally neutral act; it's the thing one quits, among other factors, that lends its relevance. But, it takes emotional intelligence and bravery to learn to admit the possibility.

3. Learn to quit, when it's time to quit

No matter what you choose, you might actually do the same thing afterward: sit still, look receptive, try to listen. But the latter language choices inspire openness and the welcoming of an ongoing relationship. We all have habits we're not even aware of: especially language habits.  Emotionally intelligent people recognize this, and therefore they work hard to develop language habits with intention -- literally, specific words and phrases -- because they understand that these choices are likely to inspire emotions.

4. Learn to rehearse what you'll say

We say honesty is the best policy; I think that's right. But, it's not just about just honesty toward other people; it's about being honest with yourself. Here's an example. As a boss, you might smartly make a habit of asking your employees if they have everything they need to be successful. Maybe they tell you they do, and that's comforting to hear. But, an emotionally intelligent boss might put himself or herself in the employee's shoes, and think of some of the emotional reactions that might go into their response.

5. Learn to look for hard truths

This is the corollary to the second habit, above. Don't just look for your "why." Ask yourself what motivates other people to do the things they do, too. Often enough, you can come up with a working theory. You might ask more questions to clarify. But often (this is the emotionally intelligent part) you won't share your conclusions. Why not? Because you're trying to do at least two things at the same time:  <ul><li>Identify other people's emotional motivations; and </li><li>Avoid triggering additional emotional reactions, which might be counterproductive to the result you seek. </li> </ul>

6: Learn to dissect other people's motivations

People often go into conversations without a clear goal in mind, or a clear structure. If they do think about structure, they sometimes do so only in basic terms, by articulating length and goals:<ul><li>By the end of this 20-minute meeting, I hope we can agree on X, Y, and Z. </li><li>Let's take a minute to talk about where we want to go to dinner tonight. </li><li>Can we clear the air briefly? I hope I didn't offend you with my comment the other day. </li></ul>Honestly, these are good starts. But, truly emotionally intelligent people recognize that there are other structural dimensions to conversations.

7. Learn to think about conversational geometry

We could write an entire book simply on learning this particular habit. I may just do so. But for now, let's focus on just one easy example: <a href="https://www.inc.com/bill-murphy-jr/how-rule-of-3-makes-people-listen-better-remember-more-understand-what-you-have-to-say.html">the rule of three </a>.In short, we're hard-wired to respond better, and remember things more easily, if they're grouped in threes. So, wherever possible, emotionally intelligent people try to make their three points at a time.This is why the late Steve Jobs organized almost every product unveiling (<a href="https://www.inc.com/bill-murphy-jr/how-emotionally-intelligent-minds-like-steve-jobs-use-rule-of-3-to-become-exceptionally-persuasive.html">the original Macintosh, the iPod, the iPhone, etc. </a>) with a 3-point structure.

Every conversation is made up of many smaller conversations, and people with high emotional intelligence understand that there's a sense of momentum that can ebb or flow as you proceed.That's why it can be so useful to structure conversations so that you pile up agreements and understandings along the way--leading to even bigger and better understandings.One way to learn to do that sometimes is to be strategically vulnerable.I've written before about one of the most controversial manifestations of this (but one I believe is accurate): the use of vocal uptick, or high rising terminal.

8. Learn to be strategically vulnerable

I'm sure you can envision this: Their voice trends upward during the course of a sentence? So that even though they're making a statement, it sounds like a question? And it's been stereotypically associated with younger people, and perhaps with women? While I think this habit requires care and calibration, it comes from a place of high emotional intelligence. There's an astute recognition that someone has less power in a conversation. So, he or she has to guide others through their points, chalking off small points of agreements and understandings along the way.

I'm sure you can envision this: Their voice trends upward during the course of a sentence? So that even though they're making a statement, it sounds like a question? And it's been stereotypically associated with younger people, and perhaps with women? While I think this habit requires care and calibration, it comes from a place of high emotional intelligence. There's an astute recognition that someone has less power in a conversation (a junior employee, for example). So, he or she has to guide others through their points, chalking off small points of agreements and understandings along the way.<warningtag>In a difficult conversation, for example, perhaps you can learn to structure what you're saying so that the emotional undercurrent becomes, "</warningtag><warningtag>we all face this common problem sometimes, let's solve it </warningtag><warningtag>," as opposed to, "</warningtag><warningtag>you did something wrong and you need to fix it </warningtag><warningtag>."</warningtag><ul><li><warningtag>"I wonder if you might have forgotten about our meeting Monday? I've done this a few times myself; I know it's tough to start the week that way."</warningtag></li><li><warningtag>"You promised you'd be there Monday, and you skipped it. What gives?"</warningtag></li></ul>

We started with the hardest lesson to learn (asking "why" over and over), so let's end on the easiest: Emotionally intelligent people will go out of their way to find something they can express gratitude for, toward the end of every conversation.Even better: Learn to express thanks for something you know the other side will agree with, rather than something that might trigger an undesired emotional reaction. <ul><li>easy examples: "Thank you for meeting with me today," "Thank you for taking the time to talk."</li><li>Tougher one: "Thanks for understanding," "Thank you for coming around to my way of thinking."</li></ul>

9. Learn to end with gratitude

The point here is to leave people feeling good about your gratitude; rather than bothered by disagreement. "People will forget what you said," someone once said (I think it was Maya Angelou, but there's some controversy. "People will forget what you did. But, people will never forget how you made them feel." In that spirit, allow me to end on gratitude.

In a difficult conversation, for example, perhaps you can learn to structure what you're saying so that the emotional undercurrent becomes, "we all face this common problem sometimes, let's solve it ," as opposed to, "you did something wrong and you need to fix it .""I wonder if you might have forgotten about our meeting Monday? I've done this a few times myself; I know it's tough to start the week that way.""You promised you'd be there Monday, and you skipped it. What gives?"

Continuation Of Habit 8

After spending more than a year at my current job, emotional intelligence is clearly a skill that I need to nourish. Therefore, this is my first result in searching about it

Habit #5: Learn to look for the difficult truths.

Understand yourself and those around you.

psychology

Psychology

mentalhealth

Mental Health

communication

Communication

9 Simple Habits That Will Improve Your Emotional Intelligence

We all have the same hours in the day, yet how we prioritize our time and energy will dictate our ability to execute tasks efficiently.
Working smarter is the ability to be productive and efficient when working toward your goals, rather than looking and feeling busy and out of time.
Use your headspace to work smarter, and not harder, using the following perspectives:

Prioritize Your Time

The Pareto Principle states that 80% of your results will be generated from 20% of your focused efforts. This was discovered when economist Vilfredo Pareto noticed that 20% of his garden peapods produced 80% of his peas. Translated into your own life, you could benefit from spending more time<a href="https://www.glassdoor.com/blog/5-tactics-to-improve-focus-during-a-long-work-week/?utm_source=referral&utm_medium=FastCo"> focusing on tasks that yield greater results </a>, and less time on the things that don’t. Next time you find yourself working late, ask yourself, “<a href="https://thisiscrowd.com/news/pareto-principle-working-smart/">Which 20% of my actions can contribute toward 80% of the end goal? </a>“

The Pareto Principle

Working when you’re <a href="https://www.glassdoor.com/blog/beat-anxiety-and-stress-in-the-workplace/?utm_source=referral&utm_medium=FastCo">overly stressed and tired</a> does not make you more productive, nor should it be a badge of honor.
Try and establish a sleep routine by going to bed and waking up every day at the same time. If you can give yourself enough time between working and sleeping, you’ll have an easier time turning your brain off and relaxing without any screens.
Give yourself time to go on a walk, practice some deep breathing, and meditate.

Rest and Recharge

Remember that what might take you five hours could take someone else eight. This does not mean you’re doing anything wrong, working less hard, or being lazy! Working longer hours does not ensure higher productivity.
Give yourself the time you need to set and achieve your own goals.
Have the confidence to know that you’re doing exactly what needs to get done.

Focus On Your Own Journey

Read about the most popular productivity systems and choose the one that fits you best

problemsolving

Problem Solving

Productivity Systems

Be confident to work at your own pace, and not be fazed by others.

timemanagement

Time Management

How to increase productivity without giving up your free time

"It's not the lack of confidence, it's fear of making sacrifices."

‌"The people you attract(or don't) reflect your vibes": The vibe you put out is crucial. Check your vibe to attract high-quality people in your life. Positive people attaracts, negative repels.

Positive People Attracts, Negative Repels

No one give a damn about your opinion until you show results. Don't Say it Show it.

Don't Say It, Show It

Many people seek to be thought leaders or to build an online audiance. Fine. Remember this: NOBODY CARES IN THE BEGINNING. We pay attention to the people who have results, not loud voices that have achieved nothing and use clickbait to recreate the CNN news headline. Time in the game beats time commenting in the game.

Time In The Game Beats Time Commenting In The Game

"It's not lack of confidence, it's fear of making sacrifices.": Talent has nothing to do with it. What you achieve in life is in direct proportion to how many sacrifices you are willing to make. Big goals starts out with sacrifices. If you make them for long enough then the result with lower the number of sacrifices you need to make in the future. Hard choices easy life, Easy choices hard life.

Hard Choices Easy Life, Easy Choices Hard

You truly appriciate life only after you almost die: Life is a miracle. You have a one in a billion chance of being here, yet here you are. Every day should be a celebration that you’re alive, and that you didn’t die yet. Call it gratitude if you must. There are billions of dead people in graves all around the world, hoping to have what you have right now. Still upset with the world?

Gratitude Is A Must 

You don't know how important it is until you loose it: When we loose something we crave it again.

Know The Value Of Things Not The 

Most people don't know you exist and don't care about you: You can go from being held back by the buffet lunch of tragedies available to you in life, or you can take the bad stuff that’s happened to you and use it as a form of inspiration to help people facing the same problem. One is pointless. One is useful. The choice is yours.

How We Respond To Any Situation Is What Create Difference

It doesn't matter how much you learn, you will never feel ready: You learn by doing. Get some inspiration and then experiment with the magic of trial and error, to turn the generic learning you’ve done into a customized path forward.

Do It And You Will Learn Execution Is The King 

“Every single person you love will die, or you die first.”

The Ultimate Truth: Death

Life is unexpected but if we know some basic things those unexpected things will be beautiful.

The one where you think all of your problems are unique. Or a life where you think your sh*t doesn’t stink. I was that person for years. One of the antidotes to the devastation was listening to…

Eight Uncomfortable Truths About Life That Will Wake You Up

When a clown moves into a palace, he doesn't become a king. The palace becomes a circus

In honour of Johnson's Turkish ancestry, an old Turkish proverb is perhaps appropriate at this juncture

leadershipandmanagement

Leadership & Management

Old Turkish proverb

Revenge bedtime procrastination refers to a phenomenon in which people put off going to bed to engage in activities that they don’t have time for during the day. It is a way of finding time for leisure and entertainment—at the expense of sleep.

What Is Thatt??

The term ‘bedtime procrastination’ was introduced in a 2014 paper.The addition of the word ‘revenge’ first came to use in China to describe how people often working 12-hour days would stay up as their only way to take back some control of their time.

Why Bedtime Procastination?

<ul><li>The delay in going to sleep must decrease a person's overall sleep time per night. </li><li>This delay in going to sleep is not due to any other reason, such as being sick of an environmental source interfering with sleep. </li><li>People who engage in the behavior are fully aware that it may lead to negative consequences, but they choose to engage in it anyways. </li> </ul>

Signs Of "Revenge Bedtime Procastination"

Online shopping, scrolling through social media posts, reading, and watching streaming services are examples of easy things that people enjoy doing when they are putting off sleep.

What Do They Do On Phones? 

It often starts small. You might stay up to play on your phone or catch up on your favorite shows. Soon 10 or 15 minutes turns into an hour or two. ﻿ In some cases, you might find yourself up well into the early hours of the morning doing inconsequential things before finally giving in and going to sleep.

Do I Do It?

<ul><li>Anxiety</li><li>Depression</li><li>Difficulty concentrating</li><li>High blood pressure </li><li>Increased risk of cardiac problems</li><li>Weakened immunity </li><li>Weight gain</li><li>Worse memory</li></ul>

It's Negative Effects

If your goal is to <a href="https://www.verywellmind.com/how-to-get-better-sleep-5094084">get better rest </a>, the first thing you can do is make sleep a top priority. Remind yourself why getting to bed on time is important. If you feel more rested the next day, you’re more likely to have the energy to get through the tasks you need to accomplish.

How Not To Do It?                Tip #1: Prioritise Sleep

Establishing some <a href="https://www.verywellmind.com/what-is-sleep-hygiene-5085887">quality sleep practices </a>can improve the overall quality and amount of sleep you get. Some things you can strive to do include having a consistent bedtime and wake-time, skipping alcohol and caffeine in the afternoon and evening, and creating a comfortable sleep environment.

Tip #2: Practice Good Sleep Habits 

Since you’re cutting things out of your schedule, focus on replacing those unwanted activities with time to indulge in some of the things that you love. This may not always be easy, particularly for parents or professionals who don’t have the ability to step away from their obligations and responsibilities.

Tip #3: Schedule Time For Yourself

Turn off the autoplay feature on your streaming service and skip scrolling through social media sites while lying in bed. Instead, focus on practicing relaxation habits that promote sleep, such as doing some gentle stretches, <a href="https://www.verywellmind.com/what-is-meditation-2795927">meditating </a>, or reading a book.

Tip #4: Turn Off Your Digital Devices

Revenge bedtime procrastination involves staying up late in order to make time for leisure. Learn more about why it happens and how to cope.

What Is Revenge Bedtime Procrastination?

Motivation is often incorrectly perceived as an innate capability or characteristic. More accurately, it is a socially influenced quality related to a person’s desire to pursue a goal or act in a particular way. Notably, this quality is instilled or enhanced within individuals if they are ready to accept change. Motivational interviewing does just that; it is a counseling style that challenges people to develop the internal motivations necessary to counteract or change certain behaviors they consider problematic in their lives.

Motivational Interviewing: History, How it Works, Effectiveness

Motivational interviewing is a counseling style that challenges people to develop the internal motivations necessary to counteract or change certain behaviors they consider problematic in their lives.

moneyandinvestments

Money & Investments

Motivational Interviewing: History, How it Works, Effectiveness - The Human Condition

Today's employees want a manager who is invested in their personal and professional development. They want frequent feedback -- and opportunities to do more of what they do best. They want to consistently grow as they pursue a compelling purpose.In this new world, the best path to an exceptional employee experience -- not to mention, high performance -- is for employees to have a coach, not a boss.

The Boss Is Obsolete

Quick-fix coaching programs haven't made coaching intuitive or accessible.These transactional trainings don't prepare managers because they lack real-world applications and practical coaching behaviours.Also, many managers have misconceptions about coaching, such as:<ul><li>Coaching is like therapy.</li><li>Coaching is time-consuming.</li><li>Coaching is the same as independent executive coaching.</li></ul>

The State Of Coaching

Coaching starts with asking more and telling less -- becoming more inquisitive about employees as human beings. What do employees need? What are their strengths? What are their goals?Then, the best coaches listen to understand. They listen to truly comprehend employees' circumstances, goals, challenges and needs.

Coaching Behaviours: Being Curious

Coaches are curious for a reason: They use discoveries about employees' motivations, concerns and aspirations to demonstrate care and dismantle barriers to performance and engagement.The point is to have an authentic, ongoing dialogue with the individual to identify their top concerns and show support accordingly.

Coaching Behaviours: Supporting With Genuine Conversations

<ul><li>Coaches set clear expectations and performance goals, and they hold employees accountable for those targets. </li><li>Coaches are future-focused when it comes to performance -- whereas bosses typically look for errors and punish performance mistakes.</li><li>Great coaches also focus on each worker's one-of-a-kind strengths, which helps them individualize their leadership style. </li><li>By emphasizing employees' strengths, coaches cultivate employees' natural abilities and position teams for excellence.</li></ul>

Coaching Behaviours: Focusing on Performance, Strengths and Engagement

Like all employees, managers take their cues from leaders -- so leaders must create buy-in by providing the resources, development and accountability managers need. For leaders, preparing managers to coach requires more than asking them to start coaching.

The Role Of The Leader

To abandon traditional bossing and start coaching, managers need coaching themselves from leaders who genuinely care. When leaders support managers, they can make coaching systemic in their organization -- part of "how we do things around here" (the culture) -- and equip managers to succeed.

The Role Of The Leader: Become A Coach For The Manager

Excessive complicated administrative tasks make it difficult for managers to prioritize conversations with employees. And burned out, overworked managers will find it difficult to muster enthusiasm for coaching. In fact, reducing administrative tasks could better engage your best managers. This is why leaders must redefine and clarify managers' role expectations and performance metrics. Leaders don't have to design a whole new management structure; they can just modify expectations and resources to align with coaching goals.

The Role Of The Leader: Change Job Expectations

People join companies, but they leave managers. Because today's employees demand something different from their job, coaching is a must for managers. Plus, coaching creates an environment of high development, which is the most productive type of culture for your business and your employees. Coaching accelerates everything from collaboration and agility to performance and productivity.

The Role Of The Leader: Developing Managers

Coaching becomes approachable when managers have access to proven development. Best of all, coaches have a ripple effect that extends beyond bottom-line measures like turnover. When managers serve as coaches, they can improve employees' lives and wellbeing.

The Bottom Line

Coaching employees and leading teams is the job of the manager. But ensuring those managers work in a culture where coaching is encouraged? That’s the job of a leader.

corporateculture

Corporate Culture

Don't Overcomplicate the Best Management Practice: Coaching

Employees are hungry for feedback from their leaders, managers and peers. They want to gain insights that advance their abilities and future potential. And more than ever, feedback is pivotal for engaging employees.With business moving at warp speed, it's tempting to move on to the next task or objective after a client presentation or a busy shift. But meaningful feedback doesn't hinder performance -- it fuels it.

Facts About Employee Feedback

The Fast Feedback approach makes giving feedback easier and more straightforward for managers, who often find the activity intimidating and overwhelming. When feedback is easy and commonplace, everyone can feel at ease and walk away knowing what and how to improve. And as Fast Feedback becomes part of the norm, a culture of meaningful feedback -- the ultimate goal -- will emerge.

Fast Feedback

<ul>
<li>Supports agility: Fast Feedback energizes employees and enables teams to make real-time, on-the-fly performance adjustments that create a competitive edge.</li>
<li>Inspires excellence: Employees are 3.6 times more likely to strongly agree that they are motivated to do outstanding work when their manager provides daily (vs. annual) feedback.</li>
<li>Retains talent: Employees today are looking for purpose-driven work and a manager who acknowledges and accelerates their progress.</li>
</ul>

Benefits Of Fast Feedback

Managers who continually listen, ask questions, gain context and promote dialogue have progressed to a coaching mindset. These best-in-class managers use ongoing conversations to deliver energizing feedback that celebrates successes and calibrates performance.

The Manager's Central Role in a Feedback Culture

Meaningful feedback is frequent.Effective feedback has an expiration date. Feedback should be a common occurrence -- for most jobs, a few times per week. People remember their most recent experiences best, so feedback is most valuable when it occurs immediately after an action.

Meaningful, Fast Feedback: Frequency

Meaningful feedback is focused.Ineffective feedback is vague and doesn't inform change. For instance, ranking all team members on the same general measures won't capture each individual's unique strengths and day-to-day work.The best managers individualize feedback to employees' natural talents and performance needs. They ensure feedback is relevant to the individual's contributions and the organization's purpose -- showing employees how their day-to-day efforts influence the big picture.

Meaningful, Fast Feedback: Focus


Meaningful feedback is future-oriented.Harping on an employee's prior blunders is anything but motivating. Managers can inspire growth by emphasizing the current moment and what's ahead -- recognizing employees' accomplishments and removing roadblocks for tomorrow. What can we do to get even better? How can we prepare for the future? What did you learn from this phase?That's not to say managers shouldn't acknowledge the past: Reflection facilitates learning. Top talent workers aren't looking only for "feel-good" feedback -- they want to be pushed to be their best.

Meaningful, Fast Feedback: Future-Oriented

The first action that leaders need to take is to transform managers into coaches. Coaching is a unique skill set that managers need to cultivate. Fortunately, the right manager development demystifies <a href="https://www.gallup.com/workplace/350057/gallup-finds-silver-bullet-coach-once-per-week.aspx">coaching</a> and evolves a manager's mindset -- giving them exactly what they need to become coaching aficionados who provide excellent feedback.

Managers As Coaches

In a development-focused work culture, feedback isn't a one-way, top-down event. Individuals, managers and leaders should all give and receive feedback -- showing appreciation for one another's efforts through an honest, open, ongoing dialogue. Peer-to-peer feedback strengthens relationships and cross-departmental collaboration.Leaders should model the behaviours they want their managers to display by sharing "Fast Feedback" with them.

Become a Feedback Evangelist

Leaders need to abandon annual reviews in favor of the <a href="https://www.gallup.com/cliftonstrengths/en/296192/coaching-conversations-role-relationship-orientation.aspx">five coaching conversations</a> that are scientifically shown to improve performance. Leaders should assess their current performance management approach, then implement the necessary changes to shift to feedback-rich performance development.

Management Practices and Performance Metrics

Employees crave feedback, and they don't need a special occasion to hear it. Learn how to give meaningful feedback in a few minutes.

How Fast Feedback Fuels Performance

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