Mental Toughness Overview - OrgEx - Jim Connolly
•
6 likes•1,117 views
Mental Toughness, Mental Toughness, organizational performance, human behavior, consulting, training, Orgex, Jim Connolly
Recommended
More Related Content
Recently uploaded
Recently uploaded (15)
Featured
Featured (20)
Mental Toughness Overview - OrgEx - Jim Connolly
- 1. www.OrgEx.com Mental Toughness Every organization is perfectly designed to achieve the results it is currently achieving Jim Connolly Thomas, Connolly & Phelps
- 2. www.OrgEx.com Challenges • We are imperfect people… in dysfunctional organizations…. using flawed processes… working hard to achieve superior results™ • Every organization is perfectly designed to achieve the results it is currently achieving • The leader’s job is to deliver industry-leading results consistently over time.
- 3. www.OrgEx.com Mental Toughness • Introspective process • that causes people to evaluate their mindsets, thoughts, feelings, attitudes and beliefs • in order to understand how those factors directly impact their behavior and their results 3
- 4. www.OrgEx.com Assumed Mental Toughness Formula • Behavior creates Results 4
- 5. www.OrgEx.com The Formula In Action Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 5
- 6. www.OrgEx.com But, The Formula Fails Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 6
- 7. www.OrgEx.com Finally, The Complete Formula • Thinking creates Behavior and then… • Behavior creates Results 7
- 8. www.OrgEx.com So, We Try Again Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 8
- 9. www.OrgEx.com And We Fail Again Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 9
- 10. www.OrgEx.com Secret: Deal With Thinking First Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 10
- 11. www.OrgEx.com Better Thinking/Behavior = Desired Results Desired Desired Desired Thinking Behavior Results Current Current Current Thinking Behavior Results 11
- 12. www.OrgEx.com Mentally Tough Habits Become Automatic Thinking Behavior Results Cue Reward Routine Craving 12
- 13. www.OrgEx.com Mental Toughness Addresses Challenges • We are imperfect people… in dysfunctional organizations…. using flawed processes… working hard to achieve superior results© • Every organization is perfectly designed to achieve the results it is currently achieving • The leader’s job is to deliver industry-leading results consistently over time.
- 14. www.OrgEx.com What’s Different? Critical Thinking • We help individuals / teams / organizations: ▫ raise their current mindset, thinking and behavior to level of conscious awareness ▫ Incriminate themselves with their own thinking ▫ conclude that the current results are unacceptable ▫ learn the Mental Toughness model (examples from all areas of life) ▫ implement model and improve results professionally and personally 14
- 15. www.OrgEx.com Mental Toughness is a Tool • Influence how work gets done and how employees communicate • Change the culture of a team, department or organization • Address specific performance issues (employee / team) • Provide science based and actionable feedback as part of employee development and performance review processes 15
- 16. www.OrgEx.com Why Mental Toughness? • Backed by science ▫ Thinking ▫ Habits ▫ Human behavior in the workplace • Delivers Results ▫ Professional athletes, coaches, teams ▫ Johnson & Johnson, Proctor & Gamble, Toyota, Target, Alcoa ▫ Hundreds of other companies over past 20+ years ▫ Thousands of lives changed 16
- 17. ________________________________________________________________________________________________________ Average Manager Results • Mixed financial and operational results • Ineffective leadership • Employees don’t respect this manager • Average employee engagement (19%) Behavior • Urgent focus leaves little room for important issues • Focuses on obstacles / rationalizes mixed results • Inconsistent / Ineffective leadership behaviors • Employee development is an afterthought Thinking • Managing people is what I do on top of my real job • Other managers don’t work as hard as I do • I need to focus on my part, not anyone else’s parts • I don’t get paid to deal with these headaches • Employees will either sink or swim Peak Performing Manager Results • Competitive position is improved • Organizational results are improved strategically • More peak performing employees • More engaged / energized employees (50+%) Behavior • Accepts responsibility for team results • Focus employees on customers / goal achievement • Is always developing employees • Proactively works to improve results Thinking • My job is to be the most effective leader I can be • We work together as a team to deliver results • Improved results will come from strategic thinking • My job is to make my employees Peak Performers • I balance strategic thinking with urgent tasks Mental Toughness Lesson #4: Thinking creates Behavior and Behavior creates Results Are you interested in improving the culture and the results of your company? It starts with leaders and managers. Notice these striking differences between an Average Manager and a Peak Performing Manager. A manager’s thinking creates their behavior and their behavior creates their results. More importantly, managers impact the Thinking, Behavior and Results for each of their employees. How much is each Average Manager costing your company? For more information, visit www.orgex.com/management 17
- 18. ________________________________________________________________________________________________________ Average Employee Results • Delivers good performance • Average employee engagement (19%) • Expects more compensation for good performance • Regarded by others as a good individual contributor Behavior • Does what he/she is asked to do (up to a point) • Often brings obstacles to the boss for a solutions • Quick to alert others about why something won’t work • Expects credit / recognition Thinking • My compensation is OK, but I should be paid more • Will 5:00 / Friday ever get here? • Is the workload distributed fairly among my peers? • What’s in this for me? • My boss cares about me as a person – What’s the catch? Peak Performing Employee Results • Delivers excellent performance and results • Above average employee engagement (40%+) • Demonstrates readiness for more responsibility • Regarded by others as an unofficial leader/mentor Behavior • Solves problems for internal/external customers • Anticipates and overcomes obstacles • Accepts responsibility for deadlines • Recognizes the contribution of and trains/mentors others Thinking • My compensation is a result of the value I create • I like feeling a sense of accomplishment • My company isn’t perfect, but it’s a great place to work • I get what I want by helping my company achieve its goals • My boss cares about me as a person – I appreciate that Mental Toughness Lesson #4: Thinking creates Behavior and Behavior creates Results Are you interested in improving employee performance and organizational results? Notice these striking differences between an Average Employee and a Peak Performing Employee. An employee’s thinking creates their behavior and their behavior creates their results. The secret is that most employees are not consciously aware of their thinking and its impact on their behavior and their results. Compared to the ROI for a Peak Performing Employee, how much is each Average Employee costing your company? For more information, visit www.orgex.com/management 18
- 19. ________________________________________________________________________________________________________ Average Salesperson Results • Adequate/average sales results; sales results vary • Few, if any, referrals • Forecast is often inaccurate Behavior • Seems comfortable with their results • Focuses on getting the customer to buy • Doesn't prospect enough / consistently • Doesn't track behavior (meetings, calls) • Busy, Busy, Busy Thinking • I'm doing enough / I’m doing the best I can • The market is the cause of my results • The company should do more marketing • I need more time, training, budget, etc. • I can’t predict sales • Our processes make it hard to get sales Peak Performing Salesperson Results • Above average / superior results • Solves customer problems • Regarded as a trusted advisor Behavior • Always prospecting and probing for needs • Sees opportunities that others miss; listens better • Proposes innovative solutions • Tracks performance closely • Practices / Rehearses for sales calls Thinking • How can I do more next quarter? • How can I work smarter? • I am the customer’s best solution • How do I get better at selling? • I am in business for myself • I control my results Mental Toughness Lesson #4: Thinking creates Behavior and Behavior creates Results Are you interested in improving employee performance and organizational results? Notice these striking differences between an Average Salesperson and a Peak Performing Salesperson * A salesperson’s thinking creates their behavior and their behavior creates their results. * How much is each Average Salesperson costing your company? * For more information, visit www.orgex.com/sales 19
Editor's Notes
- Our current process
- Our current process doesn’t yield the desired results. Why? Because we’re missing part of the formula (next slide).
- Even with the complete formula, our current thinking is getting in our way
- As a result, once again, we don’t achieve the desired results
- The solution is to understand that thinking creates behavior and behavior creates results.
- When we look critically at our current thinking and our behavior, we can move toward desired thinking and desired behavior.
- 40% of the actions people perform each day are NOT actual decisions, but habits – Duke University, 2006 – Bas Verplanken and Wendy Wood, “Interventions to Break and Create Consumer Habits,” Journal of Public Policy and Marketing 25, no. 1 (2006) 90-10 David T. Neal, Wendy Wood and Jeffrey M. Quinn, “Habits – A Repeat Performance,” Current Directions in Psychological Science 15, no. 4 (2006): 198-202 With Mental Toughness we can make Desired Behavior automatic habits and, in the process, achieve Desired Results
- Do you see how Mental Toughness can help address these challenges?
- What’s Different about Mental Toughness? Critical thinking (not positive thinking). The magic of Mental Toughness is in the process we use to surface current thinking so that participants are “found guilty” of average thinking by using their own words against them.