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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Understand where you fit to understand where you'll excel Fit: When Talent and Intelligence Just Won't Cut It answers the fundamental performance questions that people have asked for generations. Why is that some individuals are consistently high performers, how do they keep performing in varying situations, organisations and contexts, why can some people just not seem to be able to crack that code, and why do some individuals perform exceptionally well in certain organisations but not in others? This fresh new book challenges current thinking about the war for talent and the role intelligence plays in high performance sport and business. Over 3,000 profiles of elite corporate managers and professional elites have been studied to find the answers as to why certain individuals consistently get exceptional results and why great talent doesn't transfer across teams and businesses. Fit considers real live cases and well-known examples of spectacular successes and failures through the lens of the Hogan Personality Tools. This shows how elite performance is dependent on three things; understanding what role your behaviours are best suited to, what culture you perform your best in and how you're likely to derail your career. Armed with this knowledge, this innovative text allows you to connect the dots on your past performances and prepares you to find roles, organisations and teams which best fit you - opening the door for elite performance. Instead of talent management and changing behaviour, look to Fit as a key to your performance improvement. You'll find that performance does not have a one-size-fits-all formula - it is bespoke, personal and different for each individual. * Understand how you can align your natural style with the right roles to achieve elite performance in your professional and personal lives * Appreciate your unique behavioural patterns that impact personal and team success * Discover that true success is not totally dependent on talent and intelligence, but on discovering what you're good at and where you fit. Fit: When Talent and Intelligence Just Won't Cut It unearths the hidden traits of elite performance and enables you to find your fit to further enhance your engagement and success.
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Seitenzahl: 450
Veröffentlichungsjahr: 2015
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Warren Kennaugh is one of Australia's elite coaches. I particularly admire the parallels he makes between business and sports coaching. Business and sport have a lot to learn from each other. Warren has a deep understanding of Hogan assessments which is accurately captured in this book. For anyone wanting some keen insights into what makes for a high performing team, this book is a must read.
— Peter Berry, Managing Director and Hogan Consultant, Peter Berry Consulting
Most sports, and certainly the one I am involved with (rugby), include considerable physical mastery and significant technical skill. But of course, to be a true champion of your chosen profession, you have to know who you are and how you respond under pressure situations, be in control of yourself and know how you best operate. This book exposes the absolute importance of the performance mindset of the athlete and that as managers and coaches we simply cannot afford to ignore this critical area. To do so would be negligent! This book ‘fits' with me!
— Lyndon Bray, SANZAR Game Manager, former Test Match Rugby Referee
For some time now I have struggled with the overly prescriptive view taken on talent and leadership. In Fit, Kennaugh sheds light on why and the inherent risk of adopting a one size fits all approach to high performance. What makes this piece eminently readable is the rich portfolio of experience that Kennaugh draws on to bring the theory of high performance to life; at all times backed up by a solid body of theory and research. Kennaugh clearly brings a deep passion for the field and it shows in Fit.
— Mark Busine, Managing Director, Australia, DDI-Asia/Pacific International, Ltd
Thanks Warren, at last a simple approach that makes sense and cuts through high performance hype. Fit shows simply and impactfully how to put yourself in your own sweet spot of high performance.
— Leanne Christie, CEO, Ovation Speakers Bureau
I can't remember the last time I was so excited about a book. It's frank, refreshing and just plain honest about what makes high performance. It has great real life examples, backed up by extensive research and cross referencing. Before reading any other book on performance, read Fit.
— Angela Howard, Chief Human Resource Officer, Metcash Ltd
As in most businesses, the great challenge of high performance is managing and understanding what makes different people tick. In order to achieve consistency in this, you have to understand the complexities of human behaviour. In my role as the head coach of a professional cricket team, I spend most of my time managing people. In Fit, Warren Kennaugh is able to simplify man management; a concept which is often confusing, and always challenging. Fit is frank, refreshing and honest and an interesting guide to high performance.
— Justin Langer AM, Head Coach, Western Warriors and Perth Scorchers cricket teams
Not only does Fit challenge conventional thinking about performance, it actually provides the formula about how YOU best fit. Once you start reading you won't be able to put it down as you begin to identify yourself within this book — well done Warren for cracking the high performance code.
— David Mathlin, Director and Senior Principal, Sinclair, Knight & Merz (Australia)
Wow, what a magical piece of writing on the complexities of human performance. Frankly, from the moment I started to read Fit, I couldn't stop until the final page. Warren has clearly ‘tilted the lance at some sacred cows', but so what, this is exactly why this is a must-read for everyone and every team leader who wants to perform consistently better.
— Tony Pensabene, former CEO, Johnson & Johnson Medical, Taiwan and New Zealand
Warren Kennaugh is more committed to enabling high performance in individuals and teams than any other person on the planet. His no-nonsense, at times humorous approach is reflected throughout this great book. Kennaugh makes it powerful yet simple to understand and provides direction for everyone to be a high performer in all aspects of life — if you're interested in exceptional performance then this book is for you.
— Brett Rumford, PGA Golfer, five times winner on the EPGA Tour
Compelling. Fit challenges years of tightly held theory on talent which has left business poorer financially and culturally. Kennaugh provides an inspiring science-based solution presented in a humanistic way, an engaging must-read for anyone in business.
— Mark Smith, Group Executive, Perpetual Private
This book is an interesting and informative read for anyone who is passionate and committed to improving their individual and team performance. There is something for everyone who wants to try and reach their potential because it focuses on the individual personality and challenges you to engage with the exercises, reflect and learn from the experience of Warren's work. Never hesitate at the price of a book, please think about the value that it can give you — and there is plenty of value in this one.
— Simon Taufel, ICC Umpire Performance & Training Manager, ICC Umpire of the Year 2004–2008
It's like getting stock tips from Warren Buffett. Warren Kennaugh's experience and work in high performance is to be envied. He hasn't just studied high performance, the elite ask him to work with them. If you want to understand high performance learn from the best.
— Chris Webb, High Performance Manager, Australian Equestrian Team, former General Manager High Performance, Emirates Western Force and Rugby WA
Warren Kennaugh has written the definitive book on high performance. His research, compelling case studies and experience share insights that are profoundly true. I recommend this to managers, leaders, and any individuals interested in performing at their highest levels.
— Steve Weston, CEO, Mortgages, Barclays UK
FIT
WHEN TALENT AND INTELLIGENCE JUST WON’T CUT IT
WARREN KENNAUGH
First published in 2016 by John Wiley & Sons Australia, Ltd
42 McDougall St, Milton Qld 4064
Office also in Melbourne
© WK Global Pty Ltd 2016
The moral rights of the author have been asserted
National Library of Australia Cataloguing-in-Publication data:
Creator:
Kennaugh, Warren, author.
Title:
Fit: When Talent and Intelligence Just Won't Cut It / Warren Kennaugh.
ISBN:
9780730324942 (pbk.)
9780730324959 (ebook)
Notes:
Includes index.
Subjects:
Hogan Personality Inventory.
Personality tests.
Personality assessment.
Dewey Number:
155.283
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
Cover design by Wiley
Disclaimer
The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.
CONTENTS
About the author
Acknowledgements
Foreword
Introduction
PART I
Chapter 1 Talent is not the answer
The war against talent
Identifying the red herrings
Worshipping a false god
Chapter 2 The cost of performance failure
Leadership failure
The truth about incentives
Chapter 3 The impact of personality on performance
So what is personality?
The five-factor model
Hogan Profiles
PART II
Chapter 4 Appreciating your bright side
Adjustment
Ambition
Sociability
Interpersonal Sensitivity
Prudence
Inquisitive
Learning Approach
The power of combinations
Chapter 5 Embracing and managing your dark side
Excitable
Sceptical
Cautious
Reserved
Leisurely
Bold
Mischievous
Colourful
Imaginative
Diligent
Dutiful
The descent into dysfunction
Managing the ‘crazy'
The role of discretion in derailment
Chapter 6 Recognising what's driving you from the inside
Recognition
Power
Hedonistic
Altruistic
Affiliation
Tradition
Security
Commerce
Aesthetics
Science
The power of combinations
‘Inside' and its impact on performance
PART III
Chapter 7 Finding the right fit
Cultural fit
Network fit and engagement
Unconscious bias
Chapter 8 Team analytics
Two ways to manage a team
Chapter 9 Start from where you are
Bespoke solutions
Zero to hero just doesn't work
Conclusion
Index
Companion Website
Advert
EULA
List of Tables
Chapter 5
Table 5.1
List of Illustrations
Introduction
Figure I.1
the three components of fit
Chapter 3
Figure 3.1
the sweet spot
Chapter 5
Figure 5.1
interpersonal directional pull
Guide
Cover
Table of Contents
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ABOUT THE AUTHOR
Warren is a behavioural strategist specialising in the coaching and development of elite performance. Harvard-trained and a Fellow of the Institute of Coaching (Harvard Medical School Affiliate), Warren assesses individual and team capability and designs and implements bespoke coaching programs for professional athletes, sport officials and senior executives.
Warren has conducted over 14 000 hours in projects ranging from coaching elite coaches, advanced leadership, human capital due diligence, athlete profiling for performance enhancement and consistency, personal career planning, sales and strategy development, and team development in both sports and business.
Past and present clients include AMP, ANZ Bank, Aon, ARU Wallabies, Australian Cricketers Association, Australian Federal Police, BT Financial Group, BUPA, Colonial First State, Cricket Australia, Equestrian Australia, European PGA, Fairfax, Herbert Smith Freehills, Hewlett Packard, ING Group, Jacobs Engineering, Johnson & Johnson, KPMG, Macquarie Group, Manpower Services, Melbourne Storm (NRL), Merck Sharp & Dohme, NSW Waratahs, Pfizer, PricewaterhouseCoopers, Smith & Nephew, Sydney Roosters (NRL), Thiess Construction, Toyota Motor Company and Westpac Banking Corporation.
The tools outlined in this book, and 21 years of experience helping others unlock their highest potential, have given Warren an uncanny knack for getting to the ‘seed' of an issue and uncovering accurate predicators of behaviours, and therefore outcomes. These insights make it possible for individuals — whether elite sports stars, senior executives or business leaders — to appreciate what sets them apart, how to enhance that ‘bright side' capability, understand their internal drivers and manage their ‘dark side', which can, if left unchecked or unappreciated, so easily derail even the most promising career.
Once understood it is then possible to orchestrate ‘best fit' in terms of the individual, team role and the environment, accelerating consistent high performance through feedback and subtle behaviour modification.
Warren writes regularly on LinkedIn (@warrenkennaugh) and blogs regularly on his website www.warrenkennaugh.com. If you've ever watched sports stars implode or senior executives make poor business decisions and wondered why, then be sure to follow Warren on LinkedIn and Twitter (@Warren_Kennaugh). His engaging, witty and direct approach shines a light on human behaviour that is not only fascinating but also extremely useful for personal discovery and improved performance.
Warren has also been published in The Wall Street Journal, HRMonthly, INTHEBLACK, Business Review Weekly, AIM Magazine, The Australian Financial Review and AGSM Magazine.
ACKNOWLEDGEMENTS
Writing a book can be a daunting challenge: collecting thoughts, theories, research and practical examples, and distilling it into a body of work that is simple, adds value and enriches the lives of those that read it. It's a task that has glorious moments and many mind-numbing challenges; it's a task that I couldn't have completed without assistance and support from a band of loved ones, friends and colleagues.
It's these groups of believers who over many years have provided insight, challenged my thinking and kept me on the path. I'd like to acknowledge their contribution.
Business leaders — More than 60 large corporations and hundreds of senior executives have contributed, over many years, to my bank of knowledge. Special thanks for their support go to David Mathlin; Steve Weston; Brian Benari; Trent Alston; Jennifer Wheatley; Mark Smith; Anna Gladman; Cheryl Williams; Varina Nissen; Leanne Christie; Angela Howard; Drew Hall; Andre Szarukan; Trevor Scott; Dean Nalder; Russell Peace; Neil Duncan; Steve Cullen; Jeremy Topple; Quentin Jones; Lincoln Crawley; Gary Waldron; and Mark Busine.
Sports leaders — The elite sporting community has been a crucial partner in the development and practice of FIT. Their willingness to explore, provide feedback and focus on sporting outcomes provided strong direction; and excellent support has seen this material tested at the highest level on the world stage. Thank you to the coaches, players, managers and support staff in cricket, rugby union, equestrian, rugby league and golf. Special mention goes to Ben Smith and his PDMs; Sean Easey; Bob Parry; the NUP and UHPP; Simon Taufel; Andrew Coles; Lyndon Bray; Scott Young; Steve Walsh; SANZAR PMT; SANZAR Referee Panel; Joel Jutge; John Connelly; Robbie Deans; Chris Hickey; Mike Foley; Phil Waugh; Phil Thomson; Chris Webb; Prue Barrett; Eventing WEG and Olympic Teams; Tim Horan; Grant Hackett; Justin Langer; David Gallop; Paul Heptonstall; David Rollo; Brett and Sally Rumford; Ian Davies; Andrew and Ashley Dodt; and Pat Wilson.
Hogan Partners — Without a strong, credible tool FIT would just be a difficult-to-prove concept. The team at Hogan Assessment Systems has supported my efforts over the past ten years and allowed me to take their inventories into areas where fit really matters. I'd like to especially thank Shayne Nealon; Peter Berry; Elliot Sparkes; Sam Fowler; Daniel Yee; Lynn Taravel; Trisha Haly; all the team at PBC in Australia; Bob Hogan; Tomas Chamorro-Premuzic; and the HAS Team.
Professional colleagues — Sharing ideas and striving for accuracy and excellence would not have been possible without a strong peer network. Thank you to the team at Melbourne Business School, and for enduring support from Tony Pensabene, Ross Anderson, Terri Mandler, Doug MacKie, Michael Donovan, Craig Hawke, Michael Curtain, Peter Bryant, Ross Reekie, Murray Kelly and Stephen Balogh. A special thanks to Karen McCreadie for her wonderful editing skills and ability to assist in crystallising concepts, for providing guidance in times of chaos and for challenging my thinking as this book took shape.
Family — My father, Lance, who has always seen my bright side; and my mother, Norma, who gave her loving support but passed before seeing the final manuscript published.
And finally to my wonderful girls Jennifer and Sophia. Thank you for your support and encouragement in times when I needed it most, for your insightful perspectives and for believing in me.
FOREWORD
Few psychological topics have attracted as much lay interests as talent, and nowhere is talent more visible and astonishing than in professional sports. Yet the question of why top athletes, and indeed businesspeople, achieve such exceptional levels of performance is still widely debated, and there is no universal formula to turn an average human into the next Tiger Woods, Roger Federer or Richard Branson. One of the reasons for this disappointing state of affairs is that evaluations of talent tend to rely mostly on improvised, intuitive, and experience-based observations. In other words, there is no clear theoretical framework, no robust measurement tool, and, above all, an absence of objective, data-driven, facts about talent and human potential. As a consequence, even most experts play it by ear and we are left with interesting but anecdotal stories about top performers, which amount to mythological rather than scientific views on the subject.
That's why this book is so important. Warren Kennaugh is unlike any other author in this area because of his vast expertise, not only in sports sciences, but also in personality assessment. He has pioneered the use of scientific profiling tools in competitive sports and in business, evaluating hundreds of athletes and managers, linking dozens of personal qualities, competencies, and traits, to actual performance metrics. He achieved this in a variety of business sectors and sports and with a level of rigour uncommon outside of academia, not only understanding, but also advancing the science in this field. More importantly, this book is an unprecedented attempt to digest all this evidence and present it in an accessible, non-technical, and user-friendly way. Fit is bound to become a benchmark work in sports psychology and in business, essential for anyone interested in understanding the key determinants of athletic and organisational performance, at the individual, team and corporate level. In addition, it will be an extremely useful resource for athletes and managers themselves, given the wealth of evidence-based advice on coaching and self-coaching. I also believe that Fit can be a game-changer when it comes to furthering people's interests in assessment-based solutions for professional sports. We have long assumed that rigorous profiling tools can be applied to enhancing performance in sports, much like they are in the world of education, human resources, and the military — thanks to this book, we now know it.
Finally, Fit will no doubt surprise readers with one of its main postulates: the idea that talent is overrated, particularly compared to personality. Although this idea is counterintuitive, it mirrors our own conclusions from assessing millions of individuals across different domains of competencies and industries over the past three decades. In fact, one could take this idea further and argue that talent is little more than personality in the right place. That is, once we can decode what people typically do, what their default emotional and behavioural tendencies are, and how they consistently differ from others, all we need to do is put them in the right context, and their natural habits — which we can call character or personality — will turn into strengths. In other words, the only reason for not having talent is failing to find where you fit.
Tomas Chamorro-Premuzic
CEO at Hogan Assessments & Professor of Business Psychology at University College London and Columbia University
INTRODUCTION
Everyone is looking for high performance but no one seems to know definitively what it is or, perhaps most importantly, how to achieve it consistently.
Having worked with over 3000 elite sports stars, athletes and business people over 21 years I felt sure that if we looked hard enough we would find a psychological profile or a set of characteristics, behavioural strategies and personality traits that underpin top-flight performance in any domain.
My thinking was that if I were able to unravel the performance DNA of individuals who excel far beyond their peers, the rest of us would know the recipe for high performance and would be better able to emulate their success. I was so sure that there was something different about these individuals that I started to collect detailed psychological profiles with a view to analysing them so I could identify the key elements of their success. Only, that independent research indicated no formula. There were no statistically significant correlations that marked certain traits as must-have characteristics or processes for achieving high performance.
At first I was quite disappointed, and my ambition to write this book started to fade. But the more I thought about it the more I realised this was good news, not bad. After all, what if the research had identified a specific high-performance recipe of personality traits and characteristics? What if the rest of us didn't have those ingredients? Were we meant to go crawl under a rock and accept a life of mediocrity? That didn't seem right (or helpful) — and, as it happens, it's not!
It turns out that star performance comes in all shapes and sizes. The fact that there is no performance lottery was actually an exciting realisation. Not only does this research finally disprove the often-touted theory that the alpha male, A Type personality is the only route to success, but it offers real hope for a solution that could massively impact performance for the many, not just the few.
So. If performance isn't a collection of strengths, characteristics and a specific skill set, what is it that makes elite performers elite performers?
In a word: fit!
The more an individual's natural strengths, characteristics, skill set and values fit with the requirements of a role, and with the organisation itself, the higher the performance will be. And yet the notion of fit is almost exclusively ignored in favour of talent, intelligence or some other holy grail of performance.
The weird thing is that we have all experienced or witnessed what happens when fit is ignored. Take sport, for example: how many times has a ridiculously expensive, highly talented sports star moved to a new club, only to fall flat and never really reach their expected potential? The player is still playing the same sport in the same position. He still has the talent and IQ he arrived with, but he just doesn't fit in the new team. It may be that they coach differently and he doesn't respond to the new style; perhaps he's allowed more free rein in this club and gets into trouble off field. Whatever the reason, he doesn't fit and is eventually moved on or ‘kicked upstairs' to a well-paid, senior, but largely ineffectual position. This also happens in business, where individuals are headhunted for huge recruitment fees and yet never reach their previous heights. It can be extremely difficult to get rid of those people once they're in, so they are moved around the organisation or shipped off to a new territory. Whatever the outcome, they just never seem to realise the promise they were hired to deliver.
* * *
So what does fit actually mean? Surely there are a huge range of circumstances that can cause someone to fit or not fit — in which case fit becomes as useless as talent or IQ, because its impact comes down to chance? Not so.
What I discovered was that while the content of fit is different between individuals, the context of fit, and therefore its role in star performance, is not. In other words, while there may be thousands of ways that a person can fit into a particular role or organisation there are only three areas you need to look at in order to ascertain fit. These three areas effectively create a structure or framework that makes high performance possible, and this framework is common to all elite performers.
Think of this framework like the skeleton in the human body. Everyone has a skeleton underneath their skin and muscles. Every skeleton has exactly the same number of bones that do exactly the same job. The skeleton is our framework, or context.
The content — height, weight, skin, hair and eye colour and so on — is what makes us all look different on the outside. On the inside, though, we all have the same bones, in the same place, doing the same job.
It's the same with high performance. All the elite performers studied in the research looked very different from the outside — playing different sports or working in different professions in different industries. And while I didn't discover an identikit profile of what someone capable of high performance looks like, I did discover that underneath their outward appearance there was a framework that, when understood, can help us all achieve elite performance by ensuring we are in the right place, doing the right thing, in the right team or organisation for us. In short, ensuring we fit.
What I've discovered is that star performance is not so much about what you do (which, incidentally, is what almost all performance improvement programs focus on) but about how you do it, why you do it and where you do it (see figure I.1, overleaf). In fact, the only important thing about what you do is what you do to screw things up.
Figure I.1 the three components of fit
The reason high performance is so mysterious and inconsistent for so many people is that we are almost solely focused on improving behaviour, skills, knowledge and experience that an individual brings to a sporting or corporate team. As a result we completely dismiss the impact of personality on performance.
When we look at individuals we see a seemingly infinite array of complex and unpredictable thoughts, emotions and behaviours. This apparent randomness is too overwhelming, too daunting and too confusing, and as a result most performance improvement theories don't dig deeply enough into wiring or personality. If there is any focus at all on this internal invisible world it tends to be on visualisation or meditation techniques, or on making a person comfortable and happy so that their natural ability can express itself unhindered by negativity or upset. If, however, we go further than the superficial and seek to identify the unique wiring, we can very quickly uncover and understand the process that an individual uses time and time again to deliver results. And when we do a great deal of that, overwhelming randomness disappears and predictable, consistent process emerges from the chaos.
When we understand our innate patterns of behaviour and they are no longer confusing it becomes possible to turn on performance. Even if we find ourselves in a role or organisation we don't naturally fit into, this knowledge allows us to orchestrate and implement simple, practical bespoke solutions that can radically alter performance almost immediately.
I realise that's a bold claim, but this book seeks to back it up.
What I have found across over 3000 profiles of elite performers in sport and business is that they all have four or five behaviours that evolve as a result of their unique personality. And they use those same four or five behaviours consistently. The difference between mediocrity and stellar performance is that mediocre performers are not consciously aware of exactly what those behaviours are, so they either deploy them inconsistently or deploy them in a role or environment that doesn't need or value those particular behaviours. As a result, performance is at the mercy of chance: exactly the right combination of environment and behaviour, or the planets aligning at just the right moment! Sometimes it comes together as ‘fit' and it works, and sometimes it doesn't. Why do you think sport is riddled with superstition and weird pre-game rituals? Why are there players who only play in a certain pair of socks, or who only eat a certain food prior to a game, or who touch a ‘lucky' charm and turn anticlockwise three times before going on the field? They do it because they have absolutely no idea what makes the difference between them on a good day and them having a shocker!
The stars, on the other hand, know what their own particular behaviours are, or they innately know how to deploy them at the right time and in the right place most of the time. I'm not implying that superstars consciously understand the formula any better than the rest of us. Some definitely do, but for the most part it comes down to a subconscious understanding, or to consistent, dedicated practice that has hardwired it into their physiology. Either way, star performers just seem able to access their best, get into their groove and operate there most of the time. This book is about helping you to find your own groove so you can get better at everything.
Understanding the quirks, improving performance
If you understand the quirks of your personality and learn to appreciate the process you have created to function in the world you can make little, almost imperceptible shifts that ensure you are in the right place. Collectively these shifts can have a profound impact on performance.
I worked with a Super Rugby side for many years. One of their key backline players was outstanding. But when I watched recordings of his games he would almost always do something off the wall in the second half of the game. I raised this issue with the coaching staff, and not only were they already aware of it — they already knew that it always occurred between the 48th and 62nd minute of the game!
Unfortunately, they had no idea what to do about it. They had tried to fix the behaviour using all the usual performance techniques, but nothing worked. So we all got together for a meeting. The player was asked if he was aware of the behaviour. ‘Not really', he replied. So he watched some video footage of his most impressive howlers and we asked him what was actually going through his mind in those moments. He thought for a while and said, ‘To be honest I think I just get bored'. He went on to explain that when this happens he feels the urge to mix things up a bit and try something new. Often he will make a crazy pass or try and kick 60 rows long (that is, kick 60 rows vertically up or down the pitch), causing havoc and often giving the opposition an opportunity to punish the experimentation. This type of long vertical kick usually resulted in the opposition regaining possession of the ball; maintaining possession and kicking horizontally to another teammate would have been a better and safer play.
We asked if he ever practised any of these crazy-arse moves in training. ‘Oh no, I just try them in the game!' So here we had a very talented, successful, highly paid professional rugby player who tried stuff he'd never tried before during critically important games — because he was bored! It was bonkers. Occasionally it would work and he would look like a genius, but most of the time it would backfire. When it went wrong he would lose confidence and overcompensate; he'd try even harder to fix it, which usually led to another, even crazier move and it would all turn to custard.
We didn't have time to work out why he got bored. We didn't need him to lie on a couch and discuss his childhood or what happened to his pet rabbit. We didn't need him to visualise successful outcomes to his crazy-arse moves. What we needed was a behavioural strategy that allowed him to better fit the team while working within his existing process to improve performance NOW.
When pressed, the player admitted that he was aware of when he was getting bored in a game, so all we did was ask him to shift his existing behaviour by a fraction: ‘Okay, so do you think that the next time you get bored that you could kick the ball 60 rows deep instead of 60 rows long?' In other words, could he kick the equivalent of 60 rows across the pitch rather than up or down the pitch? He looked at me, surprised. ‘What — that's all you want me to do?' ‘Yep — that's all.' A huge smile spread across his face and he said, ‘Sure, I can do that'.
And that's what he did. When he found himself getting bored he kicked 60 rows deep into the stand (putting the ball out and safe for the home team), which was sufficiently unusual and unexpected to get him re-engaged with the game but was not so unusual that he lost confidence or handed the opposition an opportunity to score.
It was simple. It was practical. And that single alteration extended his career by two years.
What we need to appreciate is that performance is performance, regardless of where it's deployed. So the thing that consistently derails your golf or tennis game or your performance on the basketball court or sports pitch is actually the same thing that derails your performance when you're seeking to meet sales targets, execute your chosen strategy or meet any of your personal or professional objectives.
We don't need performance coaches to unlock and foster talent in every separate area of our life. What we need is a genuine awareness and understanding of fit and the performance framework that lies beneath results. When we have this we can create behavioural strategies unique to each individual that come together to create high performance in anything.
If you already have the skill, ability and expertise, then consistently high performance is a tweak and a shift away. Major life-altering change is rarely required. The art of ‘intimate' and subtle change, awareness and adjustment within our own unique process is not acknowledged at all in modern performance improvement. What we have to understand is that there is not one approach to high performance in anything that works for everyone. But there is one single framework that, when understood and applied, will facilitate high performance in anything, and it works for everyone.
If you want to improve your performance you need to look beyond the convenient solutions and traditional approaches. You need to understand your favoured patterns of behaviour and foster enough behavioural flexibility to deploy the right behaviour in the right place.
This book is dedicated to that journey so that you can tap into your own brand of high performance. You might already be a star but don't know how to maintain consistency and improve over time. You might be managing a star but can't get the team to gel or can't seem to unlock consistent effort. Perhaps your performance has hit the dreaded plateau or started to diminish and you can't figure out why. Or perhaps you are an aspiring star who already has the skills, ability and expertise to fulfil your potential but don't know how to take your performance to the next level. This book will unpack the mystery of elite performance.
Part I of Fit explores the history and the context of our attempts to understand the ‘secret' behind elite performance — and the high cost of discounting the impact of personality and fit. True success does not hinge on talent, but on personality and motivation: understanding how you approach tasks, why you perform them, and where you fit in.
Part II is dedicated to exploring the three primary Hogan personality assessments, which are powerful tools for understanding personality and its impact on individual and collective performance. These chapters guide you in creating a personality profile that provides insight into your ‘bright side' (how you work under normal, good circumstances); your ‘dark side' (how you behave under pressure); and your ‘inside' (your intrinsic drivers). Understanding these aspects of your personality allows you take conscious control of fit — and your performance — rather than leave it to chance.
Part III outlines the powerful impact that personality and fit has on organisations, performance and engagement. Values and unconscious biases govern decision-making, determine leadership style and drive culture, which has a profound impact on a business or team. When we understand the dynamics at play we know where we are: conscious, realistic strategies are the most effective way to improve performance and fit, and they are absolutely dependent on an understanding of personality.
Everyone is different. The key to high performance is different for each individual and it has much less to do with skills, knowledge and experience than we have been led to believe.
In order to operate at a consistently high level you must understand some fundamental aspects of your personality, including your intrinsic motivation or purpose, your favoured patterns of behaviour for meeting those needs, and how you sabotage yourself under pressure. When you understand this framework you can finally take charge of your performance, success and happiness by ensuring fit!
PART I
CHAPTER 1TALENT IS NOT THE ANSWER
Over the last few decades we have become increasingly obsessed with high performance, in the sporting arena and in business. We've needed to be, because competition is fierce. In business customers are much more discerning; in sport there is considerably more money involved. As a result it's become necessary to squeeze every last drop of value from every resource and to find a way to elevate performance across the board. Not only is breakthrough development harder and harder to come by but the information, knowledge and insights around those breakthroughs are also becoming harder and harder to protect. We live in a volatile, uncertain, complex and ambiguous world, and this drive for elevated performance is not going to subside. If anything, it will accelerate.
The problem is that, so far, all the solutions put forward to address performance have focused on what someone does. When it comes to securing high performance, conventional wisdom tells us that talent is the answer.
Our collective obsession with talent was largely started by McKinsey & Company. Of course, when one of the most prestigious management consulting firms in the world talks, people listen. During the dotcom boom of the 1990s McKinsey launched an initiative called the War for Talent. The objective was to find out what made top-performing American companies different when it came to hiring, firing and promotion. They distributed thousands of questionnaires to businesses across the US and 18 companies were singled out. McKinsey interviewed leaders in those companies, from the CEO down, and concluded that the very best companies had leaders who were obsessed with talent. They focused on attracting and recruiting star performers, often with disproportionate reward, and constantly pushed them into more and more senior roles.
McKinsey is a highly respected organisation and the argument is plausible. As a result, talent was positioned as the key to long-term success and high performance. Today companies like AT&T, Pfizer and Deloitte all have a Chief Talent Officer on the payroll. IT giant Cisco has created a talent centre in India to achieve a sixfold increase in recruitment of Indian engineering talent. Even governments are taking the talent solution seriously. The Chinese, South Korean and Singapore governments have all started nationwide talent strategies to ensure long-term performance and competitiveness.
There is no doubt that talent plays a part in high performance. You absolutely need to have the skills and abilities to do what you need to do. But to imply that it's all you need is simplistic and unhelpful. Besides, is 18 companies from a pool of thousands really a statistically significant sample from which to create a theory that has shaped the last two decades? Perhaps more importantly, what of the countless people who possess blistering talent but never quite deliver? Everyone who has been in business or coached a sports team for more than, say, five years will have witnessed ‘talent' disappear or implode precisely because it is pushed into more and more senior roles that don't fit. In business there is even a name for it: the Peter Principle.
The Peter Principle was formulated in 1969 by Dr Laurence J. Peter and Raymond Hull in their humorous book of the same name, and states that eventually everyone is promoted to their ‘position of incompetence'. In a typically hierarchical organisation, individuals are promoted on the basis of perceived talent, ability or performance they display in their current role. The argument goes that as long as someone demonstrates talent and ability they will continue to be promoted until they stop being promoted — which would indicate that they are no longer competent in that role. Sooner or later everyone is therefore promoted to their own position of incompetence!
The reason the book is considered funny is because everyone knows someone who has clearly reached their position of incompetence. And they reach that level regardless of whatever perceived or real talent that they may have displayed. Promoting someone to a new role on the basis of their ability in their current role doesn't take adequate account of the skills and experience the new role will require.
Talent and potential
I was recently working with a general manager in a large financial services organisation. He was talking about unleashing the potential of one his state managers. I asked him how long he had been expecting to see a change in her ability. Was it a recent aspiration, or developmental, or longer term? He thought for a moment and said, ‘Oh probably for about 18 months'.
My response was that she is highly likely to be performing at her potential, and I suggested he not confuse potential with self-promotion and talking a good game. My point was that if they had been developing her for 18 months and she had been genuinely working on it, and there was limited or no change, then she was at her potential!
The mismatch between current talent and the requirements of a new role is often evident in sport where it's just assumed that a great player will be a great coach. Take Wayne Gretzky, Magic Johnson or Diego Maradona.
Gretzky (also known as ‘The Great One') is widely considered the best ice hockey player of all time. He was nine-time Most Valuable Player (MVP), four-time Stanley Cup champion and the leading scorer in NHL history. But he sucked as a coach.
As a Hall of Fame player Magic Johnson won five NBA titles, earned three league MVPs and was a 12-time All-Star with the Lakers, but he too sucked as a coach. (Under his charge the Lakers won only five out of 16 games in the 1993–94 season.)
Diego Maradona, who starred for the Argentinian team that won the 1986 World Cup, is widely regarded as one of the best football players ever. His ability on the pitch, however, was never paralleled off the pitch: his coaching record was abysmal.
Talent alone is never enough, and it will never be enough.
Although McKinsey were not the only ones advocating the prime importance of talent, their standing in the business community undoubtedly helped convert the theory from an idea into the new corporate religion, which was then used as intellectual justification for lavish compensation packages.
And it's not a coincidence that this approach led to one of the largest corporate bankruptcies in US history — Enron.
Enron took McKinsey's advice to heart. In his book What the Dog Saw, Malcolm Gladwell notes that prior to the meltdown McKinsey billed in excess of $10 million a year across 20 separate projects with Enron. A McKinsey director regularly attended board meetings and Enron CEO Jeffrey Skilling had been one of the youngest partners in McKinsey history — so to say McKinsey had an influence on Enron would be a gross understatement.
Enron was famous for hiring smart, ‘talented' people who thought they deserved to be paid a great deal of money, and then paying them more than they thought they were worth! As a business it lived and eventually died by its obsession with talent. They scoured Ivy League universities and top-tier business schools to recruit the cream of the crop. They paid outrageous salaries and bonuses and allowed their talent free and unquestioned rein. And in the end it was the business's undoing.
It is so easy to look at exceptional performance and put it down to luck or talent. It's much more romantic to assume that some people are just born special. It's also much more convenient to subscribe to the ‘divine spark' theory, because it allows us to abdicate responsibility for performance. After all, if talent is the result of some unfathomable and uncontrollable genetic lottery we can't really be blamed for not being at the front of the queue when the gods were dishing out talent!
And to be fair, the argument seems logical! It just didn't quite stack up. McKinsey certainly made talent sexy, but talent-fuelled corporate collapse after talent-fuelled corporate collapse raised serious questions about the approach.
The war against talent
In the inevitable backlash against talent we were told that talent was not only nowhere near as important as McKinsey and others were leading us to believe, but that it didn't even exist.
Malcolm Gladwell's Outliers popularised the 10 000 hours philosophy. The research he referred to in the book was conducted by K. Anders Ericsson, Ralf Krampe and Clemens Tesch-Römer, who published a paper called ‘The Role of Deliberate Practice in the Acquisition of Expert Performance', which stated that while they could not find evidence of natural gifts they did notice something else: no matter the activity, excellence took years of disciplined practice to achieve.
Adding weight and engaging narrative to the argument, Gladwell gave two business examples of the relevance of 10 000 hours — Bill Joy, computer scientist and co-founder of Sun Microsystems; and Bill Gates, founder of Microsoft.
In the 1970s computers were the size of tennis courts, cost an absolute fortune and took forever to program. Plus they were not very powerful (the smartphone in your pocket is probably more powerful!). Needless to say, their size and cost didn't exactly make them accessible to the general public. Programming involved punching rows and rows of holes into cardboard, which then needed to be input by an operator. Complex codes often required hundreds, sometimes thousands, of hole-punched lines, and computers could only run one program at a time. Time-sharing changed all that and the programmer could input straight to the mainframe using a telephone line.
At the time Bill Joy was at the University of Michigan, one of the first places in the US to have time-sharing computers. Joy had initially planned to be a biologist or mathematician, but then he discovered the computer centre and became obsessed.
The same is true of Bill Gates. Most people know the Microsoft legend … the story of how Gates dropped out of Harvard to build the BASIC programming language with Paul Allen after informing Micro Instrumentation and Telemetry Systems (MITS; the makers of the Altair 8080, billed as the world's first microcomputer) that they had developed a programming language that could be used on the Altair 8080. (All this despite having never even seen an Altair 8080 or programmed a line of code.) What's less well known is how Gates got to be so ‘talented' with computers and therefore confident enough to make the bluff and deliver.
Gates was not born a computer genius; he made himself one through thousands of hours of practice. He went to Lakeside, a private school in Seattle that, in his second year, started a computer club. The computers were time-sharing — not bad, considering that most colleges and universities didn't even have time-sharing computers at the time. Gates said, ‘It was my obsession … It would be a rare week that we wouldn't get twenty or thirty hours in'. Gates even tracked down a computer lab at the University of Washington that had a slack period between 3 am and 6 am. Such was his obsession that he would sneak out of his house in the middle of the night, walk or take the bus to the university, program for three hours and then sneak back in time for breakfast. Gates's mother later said that she'd wondered why it was so hard for him to get out of bed in the morning.
Both Bill Joy and Bill Gates admit that they must have spent thousands of hours mastering computers. In Outliers Gladwell presents a convincing argument that they would each have spent at least 10 000 hours, and that was what created their formidable ‘talent'. He goes on to quote neurologist Daniel Levitin: ‘… no-one has yet found a case in which true world-class expertise was accomplished in less time. It seems that it takes the brain this long to assimilate all that it needs to achieve true mastery'.
Nobel Prize–winner Herbert Simon and William Chase proposed another version of the 10 000 hour rule with the ‘ten year rule'. Their research focused on chess masters and they concluded that it wasn't possible to reach the upper echelons of chess without a decade or so of intensive study.
In his book Talent Is Overrated Geoff Colvin states that despite serious scientific enquiry over the last 150 years, and a mountain of research gathered over the past 30 years, there isn't a single study that has successfully proven that talent even exists.
Colvin suggests that our rush to assume talent exists is based on faulty information and assumptions. To demonstrate his point he tells the stories of Mozart and Tiger Woods.
The legend tells us that Mozart was composing music at age five and giving public performances by age eight. What is less well known is that Mozart's father was a famous composer in his own right. He was a domineering man who started his son on intensive composition training by the time he was three. His father had a passion for music and how it was taught to children. In addition, many of Mozart's early compositions were not in his own hand; his father would ‘correct' them before anyone saw them. Mozart's first work universally considered a masterpiece is his Piano Concerto No. 9. But he composed that at age 21 — some 18 years after he first started learning and composing music.
Tiger Woods is the other example that people regularly point to as an expression of innate talent, but again there is much more to the story. His father Earl Woods had retired from the army, was golf crazy and loved to teach. Tiger Woods was universally recognised as brilliant at age 19 when he was a member of the US Walker Cup team. What is less well known is that Tiger was just seven months old when his father first placed a proper metal putter in his hand. By the age of two he and his father would go to the golf course to play and practise regularly and he appeared on the Mike Douglas Show demonstrating his already apparent skill. By the time he was considered a genius Tiger Woods had been practising golf with unprecedented intensity for 17 years. Neither Tiger Woods nor his father ever suggested that Tiger had a gift for golf; both put his success down to sheer hard work.
Mozart and Tiger Woods are both powerful examples of just how influential environment is in shaping personality and in determining what talents manifest in the first place.
Rory McIlroy has a similar story to Tiger Woods in that he also started playing golf at a very young age (18 months old). He was also coached by his father (Gerry, who played off scratch), and Rory also appeared on national TV demonstrating his skill — by chipping golf balls into a washing machine! He won the US Open, his first major, by eight shots with a record-breaking 16 under par. And since then he's gone from strength to strength.
In My Story, legendary golfer Jack Nicklaus identifies important traits beyond the expected attributes such as confidence, concentration and discipline. He pinpointed four qualities shared by those who would consistently win: thinking clearly under pressure, patience, self-centredness (to not be distracted by what competitors are doing), and to work harder at all of these qualities ‘when you are playing poorly than when you are playing well'.
