Not all practice is the same nor equally beneficial.

Some practice is no more than merely playing or conditioning.

The reality with most practice is that we focus on the things that we enjoy doing the most, which are typically the things that we are already good at. It is like an athlete engaging in a scrimmage. Sure, there are advantages of this kind of practice, but it does not provide as much opportunity for the brain to engage in the practice as it does the muscles. And, unfortunately, it creates potentially detrimental muscle memory of skills not yet well developed.

K. Anders Ericsson, who has done extensive research into the benefits of different kinds of practice suggests that when playing a game, you get only a single change to make a shot from any given location. You don’t get to figure out how you can correct mistakes.

Think of a golfer who always just plays golf by themselves and never watches others golf and never goes to the practice range. They can use their score as an indicator of whether their game is improving, but how will they know which aspect of their game (driving, iron shots, pitches, chips, putts, sand shots, etc) needs improving if they don’t keep some simple stats and then deliberately practice those aspects of their game that add the most strokes. But even just going to the driving range and hitting balls aimlessly will do nothing more than provide some conditioning benefit while potentially reinforcing bad habits while extending the learning curve.

All learning starts with awareness. We all have some degree of self-awareness, but that will only take us so far. Playing and practicing with others—especially with the assistance and direction of coaches and mentors—provides increased awareness and accelerates learning and the development of skills. We need to be open to feedback and, better yet, ask for it.

The best form of practice is an approach called deliberate practice, which involves purposeful and systematic practice. In golf this involves picking a target, measuring the distance, consistently lining up shots—potentially with an alignment stick, having somebody watch and provide feedback—or use a video camera, etc.

Deliberate Practice is a form of intentionality and most people will not do it because it requires additional effort and is not [seemingly] as much fun. But intentionality is all about doing the little things that are as easy to do as not to do and from which the results are not easy to measure in the short term. Hence why most don’t engage in deliberate practice.

Ericsson has determined that deliberate practice involves two kinds of learning: improving the skills you already have and extending the reach and range of your skills.

Deliberate Practice also requires intentional concentration. The famous violinist Nathan Milstein wrote, “Practice as much as you can with concentration.” His mentor, Professor Auer, suggested, “It really doesn’t matter how long you practice. If you practice with your fingers, no amount is enough. If you practice with your head, two hours is plenty.”

Ericsson notes that across a wide range of experts, including athletes, novelists, and musicians, very few appear to be able to engage in more than four or five hours of high concentration and deliberate practice at a time.

Great Leaders understand that deliberate practice not only shortens a learning curve but allows others to achieve much more of their personal best. That is why great leaders provide valuable feedback while challenging others to stretch beyond their comfort zone.

Gain more insights from K. Anders Ericsson’s Harvard Business Review article, The Making of an Expert.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Without respect there is no trust.

That is why respect is such an important element of leadership.

Respect cannot be demanded. It must be earned, just like leadership capital must be earned. And as difficult as it can be to earn respect it can easily and quickly be eroded, if not erased, by careless behaviors, attitudes, and words.

Respect is also considered to be one of the cornerstones of team engagement. Nothing evaporates intrinsic desire like being disrespected.

Respect is defined as:

1. A feeling of deep admiration for someone or something elicited by their abilities, qualities, or achievements.
2. Due regard for the feeling, wishes, rights, or traditions or others.

Respect is demonstrated in how we treat not only people, but places and things as well.

Respect is different from dignity in that respect must be earned, while dignity is something that is inherent in our humanity.

In his blog, 6 Transformative Benefits of Respect in the Workplace (https://blog.bonus.ly/6-transformative-benefits-of-respect-in-the-workplace), Johnny Duncan, author and consultant, claims that over half of employees don’t regularly get respect from their leaders. He points out that a simple act like saying good morning is “showing respect for another person, not just by greeting them, but by simply acknowledging that they exist.”

People deserve to be valued and not diminished. Saying good morning is a simple way of showing another person that you value them. In the same way saying please and thank you also conveys value. Simple behaviors that self-absorbed people, including many leaders, feel are unnecessary or beneath them.

Johnny Duncan points out that respect for others in the workplace provides at least six transformative benefits:

1. Higher Job Satisfaction
2. Increased Employee Engagement
3. A Fairer Environment
4. Stress Reduction
5. Better Knowledge Sharing [and Collaboration]
6. Enhanced Bottom Line

Duncan says, “With respect in the workplace, the workplace becomes a blessing, not a burden. Respect replaces jealousy with joy, backstabbing with pats on the back, and harassment with high fives.”

Showing respect involves appropriate behaviors as it relates to people, places, and things.

Lisa Quast, former Forbes Leadership Contributor, shares some suggestions for earning respect in the workplace (https://www.forbes.com/sites/lisaquast/2012/02/27/r-e-s-p-e-c-t-how-to-earn-respect-at-work/#6eec9a5d5749):

• Use active listening skills – really listen and hear what people are saying.
• Treat others with dignity and courtesy at all times.
• Keep all your commitments – and never make a commitment you can’t keep.
• Be patient with people; realize that most people want to do what’s right.
• Treat others as they would like to be treated; in other words, learn to flex your social style so you can work better with others.
• Don’t state your opinions unless you can back them up with data. And be sure you fully understand the situation before you comment on it.
• Be sincere.
• Be generous.
• Be humble.
• Be confident, but exhibit confidence without arrogance.

To be a great leader is to be aware of your behaviors and the respect that they convey, or not. That is why great leaders do not rely on their own awareness and seek the observation and perspective of others. We all have blind spots, but great leaders avail themselves of as many mirrors as possible to do everything in their power to maintain a high respect environment and culture.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Policies are good, provided they are not seen as the end-all.

Unfortunately, once a policy has been established too many people stop thinking and simply refer to policy.

I believe the intent of policies is to provide clarity and guidance so as to direct behaviors and actions. There is, however, no policy that will fit every circumstance. And a wrongfully applied policy can be more harmful than no policy at all.

I have often heard staff site policy to customers to avoid taking care of a customer’s issue. I had my own experience with this when my HVAC company would not honor their 10 year warranty. They said the warranty is only 5 years if the product is not registered within 90 days of install. The State of California has consumer protection laws to keep manufacturers from imposing unjust policies and the manufacturer admits that in California no product registration is required to receive the 10 year warranty.

My AC system was less than 10 years old, but the builder had neglected to inform us about the product registration stipulation. When I followed up with the manufacturer I was repeatedly told that their “policy requires…”

A better approach than constantly referring to policies is to be clear and intentional about core values: defining what they are, clearly communicating them to staff, creating a culture where actions and behaviors are aligned with the values, and providing appropriate accountability when things are out of alignment. Add to this a dose of grace for when a situation is not clear cut.

Policies are the letter of the law, while core values represent the spirit of the law. Never lose touch with the human element. People do business with people and the relationship is always more important than the transaction. 

Whatever you do, don’t hide behind policies. Rather discuss the situation and figure out how core values should dictate an appropriate response.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Consensus represents a general agreement; a common direction.

The core role of a leader is to get a team from HERE to THERE. 

Imagine how much time, energy, and resources are wasted when people pull in different directions.

THERE is ultimately defined by the stakeholders, but it’s the leader’s job is to mold the attitudes, passions, desires, behaviors, and ultimately actions of a group of people to get THERE. 

How a leader molds the hearts and minds of followers is what determines the cohesiveness and effectiveness of the team and ultimately the results produced. That is why some teams perform better than others.

An engine provides a helpful analogy. Many diverse inputs come together and create the energy to propel the vehicle forward. Diversity is celebrated in a controlled environment, but then the energy is funneled to maximize propulsion. 

In like manner, Great Leaders celebrate diversity within controlled environments, but then ensure that consensus is reached for maximum team effectiveness.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.