Know Yourself, Be Yourself Awareness-Based Strategies for Success
Know Yourself, Be Yourself Awareness-Based Strategies for Success 2012 Professional Womens Forum Weave Your Vision Lets Talk About . . . Introductions
Leadership The Genius Study Developable Success Traits Own your future Door Prize Drawing Page 2 www.thetreergroup.com 717.653.6118 | Are Leaders Born or Developed? What are the traits of leadership? Are these traits natural or developed?
What are your natural traits? Page 3 www.thetreergroup.com 717.653.6118 | Your Path to Here and Forward Planned path vs. luck and chance How did you get to this point? Are you pleased with where you are? How clear are you about the future of your career? Do you get the projects and promotions that you want?
How well do you know yourself? There is no right or wrong! We need all of the different styles. You are who you are and you have choices. Page 5 www.thetreergroup.com 717.653.6118 | How the Best Think About Success
Groundbreaking seven-year scientific study into what really drives individual performance and success. Led by Jay Niblick, CEO, Innermetrix, Inc. Pool of 300,000 individuals world-wide interviewed World-class top performers interviewed (the Geniuses) Statistically significant findings Organizations and Individuals alike benefit Page 6 www.thetreergroup.com 717.653.6118 | The Problem There is a growing trend of people who feel unfulfilled in their roles and
dissatisfied and frustrated with personal results or success. Page 7 www.thetreergroup.com 717.653.6118 | The Problem In lectures around the world to executives of business, this question was asked over and over: How many of you feel fulfilled by your roles and are satisfied with your level of performance and success? Consistently ~ 50% of the audience raises their hand.
The Problem is an epidemic of people who feel frustrated and dissatisfied with their own performance and success. Page 8 www.thetreergroup.com 717.653.6118 | The Genius Study Profiled 197,000 employees from 23 countries Measured 80 natural talents relating to natural talents Business performance metrics:
Level I - Below Average Level II - Average Level III - Above Average Level IV - Excellent Level V - Genius Page 9 www.thetreergroup.com 717.653.6118 |
The Genius Study Also interviewed hyper-successful people WITHOUT The Problem: Anthony Robbins Personal Life Coach and Peak Performance expert Dan Lyons CEO of Team Concepts Inc., seven-time National Team member, World Champion and Olympian in rowing Frances Hesselbein Founding Director of the Peter F. Drucker Foundation and former CEO of Girl Scouts of America Dr. Marshall Goldsmith NY Times best-selling business author & executive coach to Fortune 500 CEOs Michael Lorelli former Chief Marketing Officer and President of PepsiCo Inc. International Mickey Rogers World Authority Demolitions Expert Page 10 www.thetreergroup.com
717.653.6118 | The Genius Study The Findings of the Research: No statistically significant correlations between performance and any natural talents All roles, all industries, all levels Two acquired talents (Self-Awareness & Authenticity) Meaning: Anyone can achieve the 5th Level of performance But it requires concrete self-awareness & authenticity Page 11 www.thetreergroup.com 717.653.6118
| The Genius Study Findings Self-Awareness average performance 1st through 3rd level performers less than 47% 4th level performers 62% 5th level performers 89% Authenticity average levels 1st through 3rd level performers 63% 4th level performers 79% 5th level performers 91% Page 12 www.thetreergroup.com 717.653.6118
| Findings Genius Project Data 100 8991 A c q u ire d Ta le n ts 90 79 80 70
50 40 63 59 60 46 37 62 47 Self-awareness
Authenticity 40 30 20 10 0 1st 2nd 3rd 4th
Level of Performance Page 13 www.thetreergroup.com 717.653.6118 | 5th The Simple Take-Away Page 14 www.thetreergroup.com 717.653.6118
| The Non-Genius Approach Page 15 www.thetreergroup.com 717.653.6118 | The Genius Approach Page 16 www.thetreergroup.com 717.653.6118
| The Big Difference for a Genius Turning Right much more than Turning Left Page 17 www.thetreergroup.com 717.653.6118 |
Why Do People Turn Left? The result of these outdated management beliefs leaves individuals undervalued and unengaged Job is sacrosanct - individual is sacrificial Legacy of dependence Myth of strengths and weaknesses vs. talents and nontalents Follow the crowd Not following their own best way Page 18 www.thetreergroup.com 717.653.6118 | The Solution
How to Change Directions To cure The Problem, organizations and individuals can: Replace the Legacy Beliefs of a bygone era Break with conventional wisdom on how to treat and develop talent Create role flexibility Develop better individual awareness Foster and demand authenticity Page 19 www.thetreergroup.com 717.653.6118 |
The Solution How to Change Directions To achieve more flexibility, consider: Equally consider both the job and the person fit Allow more autonomy/independence Involve people in the strategic setting of their roles Use SMART goals in performance metrics Page 20 www.thetreergroup.com 717.653.6118 |
The Solution How to Change Directions To achieve better awareness of individual talents and non-talents . . . just measure them. What How Why Page 21 www.thetreergroup.com 717.653.6118 |
Genius Study Observations The Problem costs organizations $ Billions It costs much more than that to the individuals It grows out of a legacy of outdated management principles and beliefs Those Geniuses around us have figured out how to stop it Challenge conventional thinking, introduce new beliefs and flexibility, enlist opinions, get out of the way Page 22 www.thetreergroup.com 717.653.6118 |
Genius Study Summary Organizations: Turn on the Geniuses hiding in your midst Individuals: You get what you accept Know Yourself, Be Yourself Page 23 www.thetreergroup.com 717.653.6118 | Talents & Non-Talents Natural Talents
Easy for us, even when its hard for others Gives us energy Natural Non-Talents Hard for us, even when its easy for others Drains our energy Build on Talents Avoid Creating a Weakness Page 24 www.thetreergroup.com 717.653.6118 | Where Do You Want To
Go? Page 25 www.thetreergroup.com 717.653.6118 | Do You & Your Organization? Page 26 www.thetreergroup.com 717.653.6118 |
Your Personal Strategy Personal planning is like business planning in many ways I encourage you to make life and career plans Know what you want Make a plan Follow the plan Review and revise as appropriate Page 27 www.thetreergroup.com 717.653.6118 |
The Path to Success ~~~~~~~~~~~~~~~~~~~~ To go where you have never been, you must do what you have never done. ~~~~~~~~~~~~~~~~~~~~ Page 28 www.thetreergroup.com 717.653.6118 | Success Means Goals Are: S.M.A.R.T:
SPECIFIC MEASURABLE ATTAINABLE REALISTIC TIME-BOUND Developed into annual career plans with projects, timelines and commitments Review regularly and revise as appropriate Page 29 www.thetreergroup.com
717.653.6118 | Key Questions: Will . . . you sustain your energy and motivation? . . . your Career Plan support the major strategies or goals of your professional and personal life? . . . you use your natural strengths or non-strengths? Page 30 www.thetreergroup.com 717.653.6118
| Actions Are the Key Lets take a couple of minutes and set some goals. Drawing for ADVanced Insights profiles Page 31 www.thetreergroup.com 717.653.6118 | Thank You! If you passed in a business card for the drawing, I will send you a link to get my eBook,
Lee Radley Walter Thomas Mackenzie Turner ... The Parris family included an older brother named Thomas and a younger sister named Susannah, instead of just the daughter Betty Rev. Parris never graduated from Harvard - he dropped out Ann/Ruth was...
A good education means that all schools have drinking water and toilets. Extension. A good education means that all children are enrolled in school. A good education means that all children go to school between 9am and 3.30pm for five...
Persic & Salucci 1996 Casertano & van Gorkom 1991 Dwarf Irr : DDO154 the prototype Courbes de rotation Forme 3D des halos Forme 3D des halos de DM Formation de PRG par accrétion Formation de PRG par collision Tully-Fisher pour...
Program Slicing Xiangyu Zhang What is a slice? S: …. = f (v) Slice of v at S is the set of statements involved in computing v's value at S. [Mark Weiser, 1982] Data dependence Control dependence Why Slicing Debugging...
Dihedral Angles define protein secondary structure Using Support Vector Machines it is possible to predict dihedral angles We (hopefully!) can use predicted dihedral angles to improve the accuracy of secondary structure prediction. Jonathan Hirst Hirst group members BBSRC The University...
Crayola: Which box will make the best picture? Box of 8: Brown Box of 64: Sand, Tan, Khaki, Copper Box of 120: Almond, Antique Brass, Beaver, Cornflower, Tumbleweed, Chestnut EXAMPLE: In early times, no one knew how volcanoes formed or...
Ready to download the document? Go ahead and hit continue!