Listen: Andrew, Meryl Streep And San Francisco discussed on Podcast | Don Rheem
"And business development element and the c._e._o. Of habits at work chicago-based firm that helps people create and master high impact work habits andrew has spent over a decade mccade researching workplace habits that makes business performance thrive over the years. He's created a powerful actionable framework for habit change and today is going to speak with us about three fundamental habits within that framework that create and support magnetic leadership welcome andrew and thank thank you for taking the time to be here on. It's a pleasure to be on the show. Thank you for having me. I'm excited to talk to you. Andrew dedicated the many years of your career coaching leaders and organizations really at all levels to learn and master the power of habits to create thriving high-performance employees and companies for our listeners who might be nuclear work. Can you briefly recap the eleven habits just for context and then perhaps we can turn our focus to the three habits. We're going you talk about in this episode around creating and supporting magnetic leadership the way we thought about this is to look at the research literature and people's experience at work to ask which things do we do repetitively over time of course we call these habits that really make the biggest difference to people show up and stand out at work. Is there evidence that says some things make you an effective magnetic productive human being a leader and the answer. We've come come to is that use indeed there are inactive you eleven habits that defined the highest level of performance and and many of them will occur for you as things that are quite obvious. It's a little bit though like driving a car. Many people are able to drive from a to b but not many of us are racing car driver levels and there's a difference between good enough and mastery so the habits that we look at our habits in which if you become a monster you will completely stand out and be extraordinary compared to everyone else. Include things like running effective meetings. We spend half of our life in meetings and most of complain. They're terribly unproductive. It includes how you present ideas and tell stories the habit of solving problems in keeping your word how you negotiate said that you get what you want and others get what they need and we'll be talking about next week the habits of prioritizing self care and choosing to do the right things at the right tom planning and prioritizing the three. We're going to talk about today. Though are the three that really make people stand out and have people be attracted to you. They are number one the habit of getting good at getting right at anything that's the habit of giving and receiving feedback number two the habit of glistening empathic eighty and number three the habit of posing the right questions to unlock new pathways for action for yourself and father people. We're lucky enough to continue our conversation with andrew in the next episode as we explore habits around performance and self care which is the subject of your book the eleventh a habit design your company culture to foster the habits of high performance and you can look for that book link in our show notes andrew of the three habits you just mentioned that support magnetic leadership could we break each one of them down for our listeners and just talk about what they mean and their significance. What is this habit number one in a deliberate practice with feedback. This is the habit that has you become a master at whatever you choose to become good at and if you think about what we are attracted to other human beings it's often that they are extraordinary at something that the tiger woods of golf all their the meryl streep of acting acting because they are just so much better than everyone else and the question is how do you become remarkably good at something and for most people. The answer is well. It's lucky it's born in talent but the truth is it's not it's hours of what we call deliberate practice with feedback so what is delivered practice in is practicing intentionally intentionally with the focus on how you can improve using feedback in order to improve and the way to distinguish it is from repetitive practice is just doing the same thing over and over again in work co-lead experience and what we've noticed is people with a lot of experience unknown. People who generally are mazdas because experience in our view is the enemy of mastery whereas deliberate practice is the genesis basis of genius and there's a beautiful story to illustrate. This very strange got named laszlo. Polgar decided to conduct what what some people think is frankenstein's top experiment but really is a monster clinic in this audience that deliberate practice can create greatness. He had three daughters and e coached each of them. Since he's a chase player in the auto playing chess and they lifetime they became respectively the world's champion the second based and the six based women's champions on the planet and you might say well you know that's that's jeans and they were just lucky to be born into that family but when you studied that story you'll see that it was years and years of deliberate practice with feedback and it's rainy the feedback that's magical so if we pull us apart the habit that we're looking for is how do you ask receive and use feedback. That's great andrew. Let's let's talk about the second habit empathetic listening what what is empathetic listening have to do with magnetic leadership and why is this important to creating an engaged and successful workplace replace environment where people thrive. There's an old saying which says to be interesting which is an aspect of mag- magnetism be interested and and what it means to listen to someone is to pay attention to them. We tend to think we listened without years but the reality is when we judging someone's listening to us or not we looking at asked whether the is all focused on us with the body language and faces reflecting how we're speaking in what we're saying so we think empathetic or empathic listening is three things it's of course listening to what someone says but it's being able to empathize and feel with how they feel based on what they say and then even to dig beneath that and to look for listen for what really matters to those people in their life what are they concerns and if you can recreate for someone how they are speaking what they feel and what really matters to them you'll leave feeling not just heard but completely understood understood and gotten and we have evidence from our experience our personal experience that listening is essentially falling in love. Just think of someone who you consider to be an extraordinary listener and if you can think of that person ask yourself. How do i feel about them and i would a bit anything that your responses. I love the my them. I like them. I think that great it's almost a golden rule that those who listen best of the people we like trust and admire the most. I couldn't agree with you more andrew. I did a <hes> a fedex talk and one of the things that got picked up the most and that was just line line. The future of work will be defined more by how it feels than how it pays and someone just sent me a picture over the over for the weekend of a billboard <hes> start side of san francisco and berkley and the signed said the future of business is about feeling and i thought wow who would put data that up but it was one of the big <hes> sort of cognitive consulting companies that deals with numbers and process and technique and here even they are coming around to this. This felt sense of what it's like to be at work. And of course we want someone to listen and pay attention to us and be empathetic. That's that's awesome. There was a third habit then for this magnetic leadership. What tell me about the third habit the third one is an interesting one at his posing the right question with curiosity and just like listening learning. We think we're good at asking questions and indeed human beings us off good. We ask good questions all day long. But there are a class of questions we call powell questions uh-huh that unlock for people new insights and new pathways for action they couldn't see before an example of that is that kim to hotel group known as the leading boutique hotel in fact they coined that phrase and they are not only the greatest right of return for shareholders in their industry will provide that they're nine for every guest every day having an awesome and unique experience and for every employee ranking them as one of the best places to work and the reason for that is twofold well number one. They make a big promise to employees. They say if you can think it we can do it but the responsibility that comes with that promises helping employees to figure out how can we think to be be more innovative and steepen eighty. One of the co founders spent thirty years going from one hotel to the next coaching employees to ask a single question. What's one thing i."