Oprah Winfrey, Zumra discussed on THE BRENDON SHOW



Perhaps inclusive. Then habits. There's nothing more inclusive. Then habits because we can talk about habits the understand that the things that we do not just who we are. And this discussing habits is a way to get away from the concerns of discrimination. Discussing observable shared performance habits even frees us when people don't the exact result we needed them to get because we have a process to examine. I think this is important I know I was getting a lot of blowback on this research when when people see this for the first time in the, they haven't studied a lot of literature performance I. Know That's not you all, but it's so funny because. Everyone's must be tied to compensation and like how many of you all know somebody who's highly paid but not high-performing at work In and saying who who's worker manager who got paid a lot but didn't do squat. You know what I'm saying so no pay doesn't mean you're just because you could pay more you're going perform or you've all learned that we all know that as compensation professionals. OMG, right. We also know it's important. It's not about personalities strengths, which is so freeing for those of us who've ever taken assessments that measured one of those things than we felt bad about ourselves because we didn't get the results we wanted I. Think this is a very important point. So please allow me to hammer it a little bit. The research showed high performance is not about one's strengths. Because? A lot of strengths. There have the right habits to get stuff done. And here's what we found out high-performance did not report working on their strengths any more than other people do I know that sounds crazy but listen to this. It's because high performers ask themselves less often who am I? What am I good at naturally? Say What's required to be of value and service here, and how do I grow into that and lead others and deliver that value and service. It's the question not of strengths, but what is required to be of service? And tell me that's not vital. This you're. Right, think about that like how many of us have strengths that just got blown out of the water this year and we had to adapt. Right. Adaptation. The ability to to understand what needs to happen in an organization to be most productive or prolific or of service outweighs. Strings listen I wouldn't be here with you if I was here, just based on my natural strikes. Right that this is supposedly the space movement, which by the way I'm not discounting, I'm just saying it correlates less with longterm success, well being and positive relationships than these six Pacific habits. So please hear me I am not discounting the strengths revolution. I think it's a wonderful conversation I think they're great tools and coaches all around the world on this topics it just founding correlated way higher than that. Only because a lot of strengths, we naturally have it birth or find proclivity to are always the things required to lead and serve at the next level of performance because remember high performance long-term, continued consistent success that requires growing into one's role into one's capability into potential, and it's now we all do the work. We don't do the work this to celebrate. Someone's good at. We also do the work to develop that person to their full potential salaries. In being of service to the context required. My personal example is I. Want you know I it was a mortified person in terms of public speaking. Yup Me. I'm the guy now was twenty six online courses. Speak Pretty much every day to ten to fifteen. Thousand people every single day whether it's by Zumra out there in used to be out on the road. The blessing of having videos with three hundred million video views. Over twenty five million hours of my training courses have now been consumed worldwide twenty, five, million hours. That's a lot. You can tell them. You, know. Well, what happens is I was mortified a public speaking, but I recognised just like many of you to go to another level of service in the world I had to get outside of my comfort zones where my strengths lied. And develop new competences. And I know we all live for that. But I think that got lost a little bit of a celebrate people's strengths stuff and what we found correlations is these habits are more important. Only because of that context, I need to learn how to serve. I need to grow into who I must become in order to serve at a level required of me or that I desire. So that leads back the six. IPHONES, habits, and hope this is helping you and I talk about these things I also wanted to know these aren't just theoretical concepts to me because we've been implementing these worldwide in. So many ways probably since for for over decades since two thousand nine, the book came out in two thousand seventeen. But that research was ongoing for a long time. You saw to build that audience base and that research base that we could leverage, and so we've got a lot of tools to make this practical in your organizations. So what would we be making practical six Pacific things? Let's walk through each of these right now. Okay. Number One. The number one personal habit. Of high-performers is that they seek clarity more often than underperformers. Seek clary notice it doesn't say get clarity because clarity has never gotten and locked right seeking clarity means the adoption of the learning mindset the growth mindset. It's the person at work who you have to remind them. Hey, make sure you prepare for the meeting and ask what is the outcome of this meeting? What do we want to achieve the person who does that is seeking claritin before they go in any performance environment they're asking Oh what's required of me here what will be of service to meet your? Many of you know I've had the blessing of teaching high-performance to Oprah Winfrey and her entire leadership team. and. One thing that I learned in that process of doping horses with her and doing other work with over was that she starts every meeting by saying what's the intention? Of Today's meeting. I think everyone knows over pretty high-performing person and she achieves that by starting with our intention that's a that's a practice of seeking clarity. Well, we've got to help people see clarity for themselves right now, and that clarity is a practice of a set of questions around. Themselves right. There's there's like four different categories of clarity and this might be helpful to you. Even as those of you working from home ready to seek imagine we've got seek clarity. Of Self. Who Am I? What am I about? What do I find engaging? Filling. We've to seek clarity of socially add value how he socially connect with other people how we want to intend to treat other people and what we need from other people we have to seek clarity about the skill sets we need to develop. To achieve our goals. And with the seek clarity about the service that we want to provide the things that we find purposeful. Meaningful. And so we're seeking clarity constantly self social skill and service merit. This hour we're seeking clarity self social.

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