The Power of Passion & Perseverance
Angela Duckworth, a professor of psychology at the University of Pennsylvania, won a 2013 MacArthur Fellowship, an award so prestigious that it is also known as the “genius grant.” As Duckworth explains in the foreword to her latest book, Grit, the award of the grant reminded her that throughout her childhood, her scientist father would despair that she was no “genius” — in other words, that she just wasn’t smart enough or didn’t have a great-enough talent in anything.
And he was right. As Duckworth explains in her book, genius or talent didn’t win her the coveted MacArthur Fellowship: It was grit. According to Duckworth, grit is the combination of unbridled passion and unrelenting perseverance — a combination, she writes, that will overcome innate talent or hard work or high IQ or any of the other assumed key success factors for individuals. Duckworth first demonstrated the power of grit at West Point, where she sought to answer a question that had eluded a number of psychologists for decades: Why did so many new cadets drop out in the first training program of their West Point careers? Only a tiny portion of candidates make it through the admission gauntlet into West Point — and only if they receive a high-enough Whole Candidate Score, which carefully measures the likelihood that candidates have the mental and physical capabilities to make it at West Point. Thus, most should be in a position to survive the brutal seven-week training course known as “Beast Barracks.” Yet, many didn’t — and surprisingly their scores on the Whole Candidate Score bore no correlation to whether or not they dropped out.
In July 2004, Duckworth had new cadets take her Grit Scale, which was…(click here to continue reading)
How to Discover Your Leadership Voice
Date: Tuesday, October 25
Time: 12:00 PM ET
Speaker: Steve Cockram
Click here to register!
In order to lead others effectively, we need a true understanding of ourselves, our natural tendencies and patterns of behavior. Are you focused on relationships, values, and people? Or are you oriented more toward tradition, money, and resources? Do you know how others hear your voice? Do you appreciate the contributions of others on your team?
In this Soundview Live webinar, How to Discover Your Leadership Voice, Steve Cockram will help you identify your natural leadership style, and give you a framework for leveraging your strengths.
What You’ll Learn:
- How to find your foundational leadership voice
- How to hear and value the voices of others
- How to know yourself before leading others
- How to connect and communicate well with team, family and friends
Not too many years ago, the idea of a hotel chain that didn’t own a single building or an international taxi service that didn’t own any cars might have seemed ludicrous. Today, of course, we know there are international companies worth billions of dollars in market value whose business model depends on customers connecting with independent suppliers of the service — not on the ownership of physical assets. In The Network Imperative, authors Barry Libert, Megan Beck and Jerry Wind describe the scalable, networking-based business model that is revolutionizing industries. Ebay, Uber, TripAdvisor and even Visa are examples of companies built on a network business model. One could argue that network firms are specific to certain industries. The authors disagree. “Be aware,” they write. “Investor capital, customer revenue and affinity, top talent and market buzz are shifting away from established firms toward network organizations.” According to their research, “digital networks are entering almost every industry, even some of the most mundane.”
A quick comparison by the authors of market values between traditional and what they call “network firms” is revealing. For example, Hertz boasts a $7 billion market capitalization; Uber’s valuation is listed at more than $70 billion. Other business-performance measures also highlight the value of network firms. For example…(click here to read the full review)
Speaker, Leadership/Business Guru, and Author of over 50 books, including The One Minute Manager
Learn How to Lead at a Higher Level
with Ken Blanchard
Effective leadership is needed at work, home, and in the community. Now is the time to discover the personal “leadership point of view” all great leaders possess- and apply it throughout your entire life.
Click here to register for FREE
In this FREE Soundview Live webinar, How to Lead at a Higher Level, Ken Blanchard brings together everything he’s learned about world-class leadership. This webinar extends Blanchard’s breakthrough work on delivering legendary customer service, creating “raving fans,” and building “Partnerships for Performance” that empower everyone who works for and with you.
You will learn:
- How to create targets and visions based on the “triple bottom line”
- Coaching techniques for creating higher-level leaders
- How to create a higher-level culture throughout your organization
What Ideal Team Players Are Made of
Ideal team players possess adequate measures of humility, hunger and people smarts, according to Patrick Lencioni in The Ideal Team Player. They have little ego when it comes to needing attention or credit for their contributions, and they are comfortable sharing their accolades or even occasionally missing out on them. Ideal team players work with a sense of energy, passion and personal responsibility, taking on whatever they possibly can for the good of the team. Finally, they say and do the right things to help teammates feel appreciated, understood and included, even when difficult situations arise that require tough love. Most of us can recall having managed or worked with ideal team players in our careers, as they are quite appealing and memorable. How exactly should a leader go about evaluating people for humility, hunger and smarts? There is no easy, quantitative diagnostic, but there are reliable, qualitative approaches that can work very well. There are a number of questions managers can ask themselves about a given employee to determine whether he or she is humble, hungry or smart.
Humble. Does he genuinely compliment or praise teammates without hesitation? Does she easily admit when she makes a mistake? Is he willing to take on lower-level work for the good of the team? Does she gladly share credit for team accomplishments? Does he readily acknowledge his weaknesses? Does she offer and receive apologies graciously?
Hungry. Does he do more than what is required in his own job? Does she have passion for the “mission” of the team? Does he feel a sense of personal responsibility for the overall success of the team? Is she willing to contribute to and think about work outside of office hours? Is he willing and eager to take on tedious and challenging tasks whenever necessary? Does she look for opportunities to contribute outside of her area of responsibility?
Smart. Does he seem to know what teammates are feeling during meetings and interactions? Does she show empathy to others on the team? Does he demonstrate an interest in the lives of teammates? Is she an attentive listener? Is he aware of how his words and actions impact others on the team? Is she good at adjusting her behavior and style to fit the nature of a conversation or relationship? Teamwork is not a virtue but rather a choice. For those organizations that are sincere about humility, hunger and smarts, here are a few simple ideas for embedding those virtues into your culture.
• Be explicit and bold. Leaders who believe teamwork is important and expect their people to be humble, hungry and smart should come right out and say so. They should tell everyone. Employees. Vendors. Partners. Customers. It’s not marketing but rather expectation-setting.
• Catch and revere. Leaders should be constantly on the lookout for any displays of the virtues. And when they see those displays, they should hold them up as examples for everyone to see. Great team leaders will acknowledge an act of humility, hunger or people smarts not because they want to be seen as sophisticated or clever managers but because they want everyone to know exactly what kinds of behavior they expect and appreciate.
• Detect and address. Whenever you see a behavior that violates one of the values, take the time to let the violator know that his behavior is out of line. And don’t just do it in egregious situations. Often, the smaller offenses are the ones that are harder for employees to see and the ones they learn from the most. Of course, doing this well requires tact and good judgment. The key is that leaders and, eventually, teammates don’t squander opportunities for constructive learning.
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