BOUNCE by Keith McFarland
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Transcript of BOUNCE by Keith McFarland
The art of turning The art of turning tough times tough times into into triumphtriumph
*It’s often during life’s most difficult times,
*that we discover our most critical hidden strengths
*And that we forge our most important capabilities
*Question # 1:
*What is the one quality you most like about yourself?
*Question # 2:
*Can you think of a time in your life when you first discovered or developed your higher level of adaptability?
*People discover or develop their most important qualities when times get tough
*At some point, you hit the bottom (disintegration)
*And then you reintegrate (bounce back) around some new ideas – ideas that include a really important quality or adaptability
*To continue to move up the competitive ladder, there is always a tougher disintegration
*People are too concerned about getting the right people,
*when they should be concerned about the people right.
*The Army does this by focusing 10 % of the effort on getting the right people,
*And 90 % on getting the people right .
*Pressure always generates anxiety
*You need to have the right type of anxiety
*there are 2 types of anxiety
*Type 1: the fear of change
*Type 2: the fear of what will happen to you if you don’t change
*Anxiety 2 always exceeds Anxiety 1
*The job of the leader is to convert Anxiety 1 to Anxiety 2 by showing what can be done about the situation.
*Christmas ornament: hold shoulder high, drop it and it shatters – falls apart
*Orange: hold shoulder high, drop it, and it plops, lands with a thud, bruises
*Rubber Ball: hold shoulder high, drop it, and it bounces back, pretty high! – grow stronger
*Ability to bounce back
*How do you improve your resilience structure?
*Learn new ways to deal with setbacks
*Avoid reverting to what you always used to do
*Mental aspect to an effective bounce
*See reality clearly
*Treat causes, not symptoms
*“We control,” not “they control”
*Hold hands in traffic - stay together
*Mental Toughness
*1 .. Embrace the bounce
*2 .. Manage the anxiety
*3 .. Manage the mental factors
*4 .. Manage the money
*5 .. Manage the mission
*6 .. Manage the morale
Think of these as concentric layers of a ball, each outer layer dependent on underneath layers
*Life is adaptation, repeated disintegration and reintegration in the face of change.
*Never a matter of IF, but always WHEN
*Successful people disintegrate and reintegrate quickly and successfully
*Most resilient people are good at giving up old ways of thinking, and of adapting new ideas and approaches, which can significantly influence the depth and duration of the drop
*Leaders need to learn how to (1) absorb and contain anxiety when anxiety levels get high and (2) master the art of turning one kind of anxiety into another
*Shifting the fear from “what might happen to us” to “what might happen to us if we don’t change” helps to relieve organizational stress
*See things as they really are –
*Avoid reverting to old ways of thinking and acting
*Avoid being influenced by wishfulness, which can cause an underestimation of the situation
*Involve other people in thinking through the issue
*Involve outsiders – more objective, less prejudice
*Emphasize ‘we control” vs “they control”
*Hold hands in traffic – stay together
*Ability to generate value, by providing value
*Act as a shock absorber – balance the drive to expand with the need to protect
*Act as a strategic compass -- prioritize -- don’t focus a large amount of time and energy on a low amount of return
*A sense of purpose that is the central organizing principle of everything you do
*Highly specific, clearly stated, and widely embraced goal that carries with it a strong sense of the imperative
*Mission is the thing upon which all the other things are based
*Morale - Firmness in the face of danger, failure and difficulties
*Leaders who strike a balance between decisive action and thoughtful consideration
*During difficult times, face the facts squarely and strongly reinforce a belief in the ability to solve whatever problems are being faced and emerge even stronger as a result. The trick is to stress both at the same time
* it is the people in an organization who will, in the end, determine the morale