What Sports Can Teach Leaders
“Athletics teach you to maximize your strengths, while also asking you to compensate for your weaknesses by relying on the strength of others. [Sports] asks you to embrace and respect the unique skills and talents of your teammates and how what they bring to the table contributes to the overall success of the team.” So says Chris Smith, former college athlete and CEO of Athlete Network.
Writing in Fast Company, Smith says the following lessons, which generate success on the field, build better leaders off it:
Success is a “we” thing – It’s a result of how seamlessly you integrate with teammates or co-workers.
A Diverse Team is Strongest -- Tackling a problem or question from a variety of viewpoints, backgrounds, and perspectives is empowering.
Nobody Wants to Work with a Brilliant Jerk -- Talent will take you places; arrogance, close-mindedness and ego won’t.
We agree. Working toward a common goal and respecting others’ skills is as necessary in business as in sports.
We want to hear! What business lessons have sports taught you? Join the conversation and click "comments" on our Community of Practice Forum.
Good communication and interpersonal relationships are as important for families and schools as they are at work. Aggression and coercion are harmful to the wellbeing of adults and children in any setting. The principles we teach to help make work environments more nurturing are the same as those prevention scientists are now following to help families and schools become more nurturing.
In his new book, The Nurture Effect, Anthony Biglan, Ph.D., a senior scientist at Oregon Research Institute, describes numerous family and school programs that help reduce the use of coercive behavior. For example, beginning in the early seventies, psychologist Gerald Patterson began to observe moment-to-moment interactions between family members. Patterson and colleagues showed that the main reason families interacted aggressively was that each person got a brief respite from others’ adverse behavior by engaging in adverse behavior themselves. A child might do something a parent didn’t like and the parent might say something nasty or raise their voice. Often the child would cry or whine and the parent would escalate even to the point of hitting, and the child might then desist. The parent’s aggression just got reinforced! Likewise, a mother might ask a child to do something and the child might whine. Perhaps the mother became more demanding. If the child further escalated, screaming or breaking something, the parent might back off. This time the child’s adverse behavior got reinforced.
Our communication programs develop skills for responding to others’ adverse behavior in ways that don’t escalate conflict, but instead promote patient listening and cooperative problem solving. Now family and school programs greatly increase positive reinforcement in order to generate more prosocial behaviors. As Biglan writes, “There is a growing understanding of the importance of prosocial behavior and values, and a growing movement to make all of our environments more nurturing. As this movement progresses we will see lower levels of conflict and problem behavior than we have ever seen in history.”
We want to hear! What proscial skills do you use in the workplace that might also also be effective at home and in schools? Join the conversation and click "comments" on our Community of Practice Forum.
As Valentine’s Day approaches, consider giving your loved ones these gifts – each with more staying power than flowers, cards, and chocolates:
1. Listen when your impulse is to argue. Listening, a rare and pure gift from the heart, requires us to be quiet long enough to ponder our partner’s message.
2. Edit accusations that could make your partner feel put down and judged. Instead, describe your feelings. “I feel lonely” has a different ring than “you’re selfish and unresponsive.”
3. Acknowledge your role in a problem. Every issue has another side. When we describe how we contributed, even unintentionally, to a problem, we encourage our partner to hear us out.
4. Agree on a solution. Reach an explicit, collaborative agreement about what each of you will do differently in the future.
5. Follow up on your agreements. Many attempts at resolving conflict end in failure and fighting, but following up proves your commitment to view conflict resolution as a process rather than a one-shot deal.
As marriage and business partners for 40 years, we can attest that while confronting issues is never easy, avoidance is worse. And we still endorse chocolate too. It’s good for your heart.
We want to hear: What communication behaviors would you like to change in your relationships this year, and what steps are you taking to do so? Join the conversation and click "comments" on our Community of Practice Forum.
Just Tell the Story!
We humans have told stories to one another since the dawn of language and civilization. Now business gurus are calling storytelling the most powerful strategic tool for anyone who wants to influence and persuade. We agree!
But what draws people to a particular story? Keith Quesenberry, a lecturer at the Center for Leadership Education at Johns Hopkins, dissected two years’ worth of Super Bowl commercials using Freytag’s Pyramid, named after a German novelist who saw common patterns in the plots of novels: Act 1, scene setting; Act 2, rising action; Act 3, turning point; Act 4, falling action; Act 5, resolution/release.
Quesenberry’s team coded Superbowl commercials for their number of acts and predicted the Budweiser commercial “Puppy Love” would win the ratings. It was the viewers’ top pick in a USA Today poll, and the beer’s sales rose.
When stories don’t work, Linderman says, it’s because we judge, analyze and explain an experience, rather than tell it. In our Persuasion and Influence course we consistently emphasize that a great story includes characters – with their voices -- and a compelling plot.
We want to hear. What has been your experience with stories – both as a teller and a listener? Join the conversation and click "comments" on our Community of Practice Forum.
Credit: Het Nieuwe Instituut