{"id":13102,"date":"2023-09-09T21:48:50","date_gmt":"2023-09-09T21:48:50","guid":{"rendered":"https:\/\/mysourcefunding.com\/leadership\/less-perfect-performance-more-intentional-learning-strengthen-success\/"},"modified":"2023-09-09T21:48:52","modified_gmt":"2023-09-09T21:48:52","slug":"less-perfect-performance-more-intentional-learning-strengthen-success","status":"publish","type":"post","link":"https:\/\/mysourcefunding.com\/?p=13102","title":{"rendered":"Less Perfect Performance, More Intentional Learning Strengthen Success"},"content":{"rendered":"
\n

\u201cWhen you’re green, you\u2019re growing. When you’re ripe, you rot,\u201d the late McDonald\u2019s leader Ray Kroc liked to say. Maybe being too \u201cripe\u201d rather than a little \u201cgreen\u201d explains why some people feel stalled in their careers and teams don\u2019t make progress as expected. In a recent conversation, Eduardo Brice\u00f1o, CEO of Growth.how, cofounder of Mindset Works and author of The Performance Paradox: Turning the Power of Mindset into Action<\/em>, explains how we can become trapped as chronic performers\u2014trying to do everything perfectly\u2014rather than operating in the learning zone, actively exercising our capacity to grow and change.<\/p>\n

We get stuck in performance \u201cwhen we focus on getting things done as best as we know how, trying to minimize mistakes,\u201d Brice\u00f1o contends. \u201cIt\u2019s a mental state where we\u2019re focused on getting things done and we use strategies to do what we know works and try not to take risks. The learning zone is where we go beyond what we have done before, what we have already mastered. We focus on what\u2019s unknown. We pay attention to the things that surprise us, to the mistakes that we make. And we use strategies that are not just about getting things done but that lead to improvement.\u201d<\/p>\n

It\u2019s appropriate to be in performance mode if the stakes are high, says Brice\u00f1o, when success depends on minimizing errors and doing whatever has been proven to work. In the long run, though, organizational strength comes from being willing to take risks, experiment and acknowledge mistakes. Brice\u00f1o provides several examples of how to prime a growth mindset that lets us intentionally experiment and \u201cextract the lessons\u201d from things that go wrong, thereby enhancing organizational culture and effectiveness.<\/p>\n

Help People Spend More Time In The Learning Zone<\/h2>\n

Brice\u00f1o encourages leaders to identify what people care most about and what they want to accomplish, and then to assess how their approaches or habits might make it harder for them to achieve their goals. But since it can be stressful for people to accept corrective feedback, perhaps the most important thing leaders can do is to \u201csolicit feedback frequently and broadly\u201d for themselves and model the idea that this practice is \u201cimportant for everyone in the company to do.\u201d<\/p>\n

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For example, if all executive team members \u201cshare one thing that they\u2019re working to improve so that they can support each other\u201d in making that change, then other team members can provide relevant information, access to networks or other resources, thereby supporting each other\u2019s development. When executives consistently model that approach for their own functional teams, the habit of sharing for mutual improvement can take hold across the organization.<\/p>\n

A willingness to be vulnerable, exposing one\u2019s errors and accepting feedback and support demonstrates humility as well as a willingness to grow and change. When executives take this stance they show employees at all levels that acknowledging mistakes and weaknesses and asking for support are valued behaviors worth emulating. Over time, notes Brice\u00f1o, openness and humility become normalized and less vulnerability is required overall.<\/p>\n

Foster Growth Through Relationships<\/h2>\n

Good relationships at work foster well-being. They make it feel safer to focus on learning and show imperfections and inadequacies, rather than remaining stuck in performance mode, feeling required to appear at the height of our game without deviation or rest. When colleagues collaborate and support each other, they develop mutual understanding and deeper connections. \u201cIn sharing what I\u2019m trying to improve, in sharing what I\u2019m unsure about\u2014sharing my mistakes and my lessons\u2014I\u2019m disclosing more of myself to you,\u201d says Brice\u00f1o. This creates an opportunity to \u201cknow each other more deeply in ways that other people might not get to know me as deeply because I\u2019m not sharing as much with them. I\u2019m not sharing as much of my thoughts and emotions. And so that creates a deeper bond with you, because I am more transparent with you than I tend to be with other people.\u201d The result is a virtuous cycle of closeness and growth that fosters both stronger collaboration and retention.<\/p>\n

Get More Benefit From Providing Varied Learning Opportunities<\/h2>\n

\u201cThe most powerful learning happens when the person is choosing it\u2014when they are saying, \u2018I want to learn X and I\u2019m going to do Y about it,\u2019\u201d says Brice\u00f1o. In strong organizational cultures, there are clear standards and required competencies, and people receive feedback about where they\u2019re doing well and what skills they need to develop to be considered for promotion. Once they\u2019ve received feedback, they have options and choices about how they would like to improve themselves. Companies often invest in specialized development programs for high potentials and employees on the leadership track, but it benefits the whole company when everyone has opportunities to grow and develop. Organizations can provide a range of developmental support like access to LinkedIn Learning or other inexpensive, self-organized, peer teaching programs.<\/p>\n

Make Meetings More Valuable<\/h2>\n

Many meetings are really exercises in performance, with executives delivering pro forma reports and making plain that they have no problems. But when everyone looks perfect, it\u2019s likely that no one is improving. So, stop conducting meetings in which the same topics are always discussed and nothing changes. Instead, try fostering new learning and individual growth by shifting meeting agendas. For example, says Brice\u00f1o, devote part of meetings to \u201clearning zone conversations\u201d and encourage attendees to share something they learned the prior week. This lets them not merely focus on what they might have got wrong but to identify the learning they gained from the mistake and how it could drive future actions. If senior leaders do this kind of reflection in their own meetings, Brice\u00f1o says, their example will percolate down and foster similar transparency and learning at all levels of the organization.<\/p>\n<\/div>\n

Read the full article here<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cWhen you’re green, you\u2019re growing. When you’re ripe, you rot,\u201d the late McDonald\u2019s leader Ray Kroc liked to say. Maybe being too \u201cripe\u201d rather than a little \u201cgreen\u201d explains why some people feel stalled in their careers and teams don\u2019t make progress as expected. In a recent conversation, Eduardo Brice\u00f1o, CEO of Growth.how, cofounder of […]<\/p>\n","protected":false},"author":1,"featured_media":13103,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[76],"tags":[],"class_list":{"0":"post-13102","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-leadership"},"yoast_head":"\nLess Perfect Performance, More Intentional Learning Strengthen Success | Brandiary<\/title>\n<meta name=\"description\" content=\"\u201cWhen you're green, you\u2019re growing. 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