“Knowing where the trap is- that’s the first step in evading it.” Frank Herbert
In Outsmarting the Seven Hidden Obstacles to Success, David Covey and Stephan Mardyks identify the seven modern workplace traps, our typical response to each, and a better response. All numbers and percentages are the result of their research. The first three traps are individual-focused, the next three traps are team-focused, and the last trap is organization-focused.
Let’s first look at the team-focused traps.
- The Trigger Trap, allowing emotion to taint your perspective because we: (a) want to control the unpredictable nature of life; (b) ruminate on interactions and people we can’t control; or (c) generalize our past experiences to today’s circumstances.
The conventional response … Read the rest
“A trap is only a trap if you don’t know about it. If you know about it, it’s a challenge.” China Mieville
In Outsmarting the Seven Hidden Obstacles to Success, David Covey and Stephan Mardyks identify the seven modern workplace traps, our typical response to each, and a better response. All numbers and percentages are the result of their research.
The first three traps are individual-focused:
- The Busyness Trap, or drowning in the thick of thin things. In 1970, there were approximately 1000 interactions at work per year. Today, we have over 25 thousand interactions.
The conventional response is to become a better juggler. But multitasking leads to as much as a 40% drop in productivity, increased stress … Read the rest
“Human beings perform best and are most productive when they alternate between periods of intense focus and intermittent renewal.” Tony Schwartz
Jamie Millard and Gus Murby gave a great presentation at Training 2019 titled: Disrupt the Talent Development Mindset of Your Managers.
They talked about what managers need to do to develop their employees, by using delegation in a thoughtful manner. They identified three areas of focus: Head, Heart and Hands.
Head has to do with making a can-do mind shift that involves embracing employee development as a high priority and critical to short- and long-term success.
Heart has to do with unleashing the can-do spirit in their employees so they are doing work that is important to them.… Read the rest
“The most important thing in communication is hearing what isn’t said.” Peter Drucker
Laura Arellano gave a wonderful workshop at the Training 2019 Conference in Orlando, titled Techniques for Handling Resistant Learners.
Ms. Arellano spoke about the learning brain, which she says is composed of the conscious mind and the subconscious mind (otherwise known as the reptilian brain located in the amygdala). According to her, the job of the subconscious mind is to do what the conscious mind tells it to.
She believes that there are four major roots of resistance: (1) priorities (other things to do); (2) relevance (how does this relate to my job?); (3) boring (lecture-based); and (4) fear (of change, of job loss, of … Read the rest
“I have no special talent. I am only passionately curious.” Albert Einstein
I just read this article about “Why Are So We Curious?”by Tom Stafford. Rather than attempting to paraphrase, let me quote the salient parts that explain why we are neotenic- and why that’s a good thing.
“Evolution made us the ultimate learning machines and the ultimate learning machines need to be oiled by curiosity.
… We humans have a deeply curious nature, and more often than not it is about the minor tittle-tattle in our lives. Our curiosity has us doing utterly unproductive things like reading news about people we will never meet, learning topics we will never have use for, or exploring places we will … Read the rest
“Coaching is unlocking people’s potential to maximize their own performance. It is about raising awareness and responsibility- helping them to learn rather than teaching them.” John Whitmore
Coaching for performance is when a manager, through a dialogue with an employee, helps him or her learn their way in achieving a specific personal or professional goal that leads to increased performance on the job. In the coaching relationship, a manager suspends for a moment her supervisory function, and acts as a sounding board and a lighthouse for the employee to discover, through their own introspection, the solution to their challenge or problem they face. A manager does not give advice or share their experience or opinions, and strictly focuses on … Read the rest