I love the dynamics of negotiation. Skillful negotiators, of which I am among the best, are forceful, persistent, perceptive and patient. I thrive on seeking out and defining my opponent's comfort zone, that imaginary box (…), and then placing an offer on the inside rim of that comfort zone closest to my own best interests. This delicate
Sayfa 106Kitabı okudu
The concepts of love and performance became fused in my mind. Love became something earned by saying and doing the right things. In my mind, great performances got you love; bad performances left you abandoned and alone. An
exquisite performance secured affection. But if you sucked, you sucked by your damn self.
Fish Oil-Balık Yağı
There is good experimental evidence from trials in which people are given fish oil pills that these can help prevent recurrence of heart disease, and some indications that it can prevent dying from a primary heart attack. Hence people are advised to eat oily fish at least once a week.
But what about the effect of fish oils on the brain? There are claims that giving children fish oil pills improves their academic performance. Sixty per cent of the dry weight of the brain is fat and the most important fats are the long-chain polyunsaturated fats found in fish oils. These fats are critical in brain development, but that does not mean that eating more will make children more intelligent or better at concentrating and there is no consistent evidence to support these claims. It has been suggested that fish oil supplements might help to treat behavioural impairments such as dyslexia, dyspraxia, and ADHD (attention-deficit hyperactivity disorder), but not all studies show a beneficial effect.
But what we’d really
like to know is not what does or doesn’t stop us, but what makes some people go so much further than others. And what we have discovered so far is not what makes some people excel but rather what doesn’t. Specifically:
• It isn’t experience. Not only are we surrounded by highly experienced
people who are nowhere near great at what they do, but we have also
seen evidence that some people in a wide range of fields actually get
worse after years of doing something.
• It isn’t specific inborn abilities. We’ve seen extensive evidence that calls into question whether such abilities exist, and even if certain types of them might, they clearly do not determine excellence. People who seem to possess abilities of this type do not necessarily achieve high
performance, and we’ve seen many examples of people showing no
evidence of such abilities who have produced extraordinary achievement. It isn’t general abilities such as intelligence and memory. The research finds that in many fields the relation between intelligence and performance is weak or nonexistent; people with modest IQs sometimes perform outstandingly while people with high IQs sometimes don’t get past mediocrity. Memory seems clearly to be acquired.
The most recent studies of business managers confirm these results.
Researchers from the INSEAD business school in France and the U.S. Naval Postgraduate School call the phenomenon “the experience trap.” Their key finding: While companies typically value experienced managers, rigorous study shows that, on average, “managers with experience did not produce high-caliber
outcomes.”
Bizarre as this seems, in at least a few fields it gets one degree odder.
Occasionally people actually get worse with experience. More experienced doctors reliably score lower on tests of medical knowledge than do less experienced doctors; general physicians also become less skilled over time at diagnosing heart sounds and X-rays. Auditors become less skilled at certain. types of evaluations.
What is especially troubling about these findings is the way they deepen, rather than solve, the mystery of great performance. When asked to explain why a few people are so excellent at what they do, most of us have two answers, and
the first one is hard work. People get extremely good at something because they work hard at it. We tell our kids that if they just work hard, they’ll be fine. It turns out that this is exactly right. They’ll be fine, just like all those other people who work at something for most of their lives and get along perfectly acceptably
but never become particularly good at it. The research confirms that merely putting in the years isn’t much help to someone who wants to be a great performer.
So our instinctive first answer to the question of exceptional performance does not hold up.
How should act a really strong, motivational leader?
"A really strong, motivational leader who is admired
and respected is one who does not have to be right about
anything. Ever.
Because being right is never going to matter in the long run. What’s going to matter in the long run is achieving something. I can be wrong about absolutely everything day in, day out, and still be a wonderfully great leader. Why? Because I brought out the best in my people. I’ve taught them to make their own decisions. I have drawn out their strengths, their loyalties, their high performance, and all the numbers have tumbled in my direction.|
Sayfa 140Kitabı okudu
