Wrong-Brained

Sometimes I just want to give up. I really don’t know why I bother with my epic quest for truth, science and reason.

You are such a right-brain thinker’, she yelled.

I probably should not have said she was so wrong. Maybe I should not have added that she was being a ‘meme sustaining poptart psychologist’ and ‘both neuro-scientifically and anatomically inaccurate’. Like the time she came in when I was watching the cricket and said, “It’s over” and I replied, “No, 3 balls left”.

Despite what you may have been told, you are not left-brained or right-brained. From books to television programs, you may have heard the phrase mentioned numerous times or perhaps you’ve even taken an online test to determine which type best describes you. From self-help and business success books to job applications and smartphone apps, the theory that the different halves of the human brain govern different skills and personality traits is a popular one.

According to this (wrong) theory of left-brain or right-brain dominance, each side of the brain controls different types of thinking. Additionally, people are said to prefer one type of thinking over the other. For example, a person who is labelled left-brained is often said to be more logical, analytical, and objective, while a person whom is labelled right-braine is said to be more intuitive, thoughtful, and subjective. So what exactly did this theory suggest?

The Right Brain Nonsense: According to the left-brain, right-brain dominance failed theory, the right side of the brain is best at expressive and creative tasks. Some of the abilities that are popularly associated with the right side of the brain include:

  • Recognising faces
  • Expressing emotions
  • Music
  • Reading emotions
  • Colour
  • Images
  • Intuition
  • Creativity

The Left Brain Nonsense: The left-side of the brain is (not) considered to be adept at tasks that involve logic, language and analytical thinking. The left-brain is often described as being better at:

  • Language
  • Logic
  • Critical thinking
  • Numbers
  • Reasoning

Too bad it’s not true. Short of having undergone a hemispherectomy (removal of a cerebral hemisphere), no one is a left-brain only or right-brain only person.In pop psychology, the theory is based on what is known as the lateralisation of brain function. So does one side of the brain really control specific functions? Are people either left-brained or right-brained? Like many popular psychology myths, this one grew out of observations about the human brain that were then dramatically distorted and exaggerated.

To try and put this to bed forever, a new two-year study published in the journal Plos One, University of Utah neuroscientists scanned the brains of more than 1,000 people, ages 7 to 29, while they were lying quietly or reading, measuring their functional lateralisation – the specific mental processes taking place on each side of the brain. They broke the brain into 7,000 regions, and while they did uncover patterns for why a brain connection might be strongly left or right-lateralised, they found no evidence that the study participants had a stronger left or right-sided brain network. Jeff Anderson, the study’s lead author and a professor of neuroradiology at the University of Utah says:

It’s absolutely true that some brain functions occur in one or the other side of the brain, language tends to be on the left, attention more on the right.

But the brain isn’t as clear-cut as the myth makes it out to be. For example, the right hemisphere is involved in processing some aspects of language, such as intonation and emphasis. Where has this come form because I am pretty sure you will have heard it? Experts suggest the myth dates back to the 1800s, when scientists discovered that an injury to one side of the brain caused a loss of specific abilities. The concept gained ground in the 1960s based on Nobel-prize-winning split-brain work by neuropsychologists Robert Sperry, and Michael Gazzaniga. The researchers conducted studies with patients who had undergone surgery to cut the corpus callosum – the band of neural fibres that connect the hemispheres – as a last-resort treatment for epilepsy.

They discovered that when the two sides of the brain weren’t able to communicate with each other, they responded differently to stimuli, indicating that the hemispheres have different functions.Both of these bodies of research tout findings related to function; it was popular psychology enthusiasts who undoubtedly took this work a step further and pegged personality types to brain hemispheres.

Brain function lateralisation is evident in the phenomena of right- or left-handedness and of right or left ear preference, but a person’s preferred hand is not a clear indication of the location of brain function. Although 95% of right-handed people have left-hemisphere dominance for language, 18.8% of left-handed people have right-hemisphere dominance for language function. Additionally, 19.8% of the left-handed have bilateral language functions. Even within various language functions (e.g., semantics, syntax, prosody), degree (and even hemisphere) of dominance may differ.

Additionally, although some functions are lateralised, these are only a tendency. The trend across many individuals may also vary significantly as to how any specific function is implemented. The areas of exploration of this causal or effectual difference of a particular brain function include its gross anatomy, dendritic structure, and neurotransmitter distribution. The structural and chemical variance of a particular brain function, between the two hemispheres of one brain or between the same hemisphere of two different brains, is still being studied.

Researchers have demonstrated that right-brain/left-brain theory is a myth, yet its popularity persists. Unfortunately many people are likely unaware that the theory is outdated. Today, students might continue to learn about the theory as a point of historical interest – to understand how our ideas about how the brain works have evolved and changed over time as researchers have learned more about how the brain operates. The important thing to remember if you take one of the many left brain/right brain quizzes that you will likely encounter online is that they are entirely for fun and you shouldn’t place much stock in your results. According to Anderson:

The neuroscience community has never accepted the idea of ‘left-dominant’ or ‘right-dominant’ personality types. Lesion studies don’t support it, and the truth is that it would be highly inefficient for one half of the brain to consistently be more active than the other.

We love simple solutions (see also 21 days to break a habit) Human society is built around categories, classifications and generalizations, and there’s something seductively simple about labeling yourself and others as either a logical left-brainer or a free-spirited right brainer. The problems start, however, when the left-brained/right-brained myth becomes a self-fulfilling prophecy. What research has yet to refute is the fact that the brain is remarkably malleable, even into late adulthood.

It has an amazing ability to reorganise itself by forming new connections between brain cells, allowing us to continually learn new things and modify our behavior. Let’s not underestimate our potential by allowing a simplistic myth to obscure the complexity of how our brains really work.

Be Amazing Every Day.

Nielsen, J. A., Zielinski, B. A., Ferguson, M. A., Lainhart, J. E., & Anderson, J. S. (2013). An evaluation of the left-brain vs. right brain hypothesis with resting state functional connectivity magnetic resonance imaging.

Rogers, M. (2013).Researchers debunk myth of “right brain” and “left-brain” personality traits. University of Utah, Office of Public Affairs. Retrieved from http://www.plosone.org/article/info%3Adoi%2F10.1371%2Fjournal.pone.0071275

Less is More

The common phrase ‘Familiarity Breeds Contempt’ is a familiar dictum to many managers and leaders, who have had this concept drilled into them since their earliest days of MBA school and management training. I’ve heard it from family members, teachers and employers. Indeed I am sure you can can recall horror stories about bad managers who lost control of their authority by becoming too familiar with their juniors and people they were meant to be leading.

So a crucial leadership question is, does the familiarity really breed contempt? If it does, how does the leader maintain the perfect balance (the so called Goldilock’s Syndrome) where he/she has to get it just right level of familiarity? Is less more which would offer camaraderie and also avoid the potential contempt by the subordinate? In the first decade of the 20th century, an obscure British journalist came up with a newer version of the phrase. His name was Holbrook Jackson, and he was pretty well known among the journalistic intelligentsia of the time. He said,

Familiarity breeds not contempt, but indifference

The far better known (both at the time and subsequently) Gilbert Keith (G.K.) Chesterton’s had a particular preference for paradox, and was never hospitable to platitudes. Chesterton adds to the Jackson quotation, with an acidic,

But it can breed surprise. Try saying ‘Boots’ ninety times.

Excellent, and worth a try! Benjamin Franklin went further (not in a management sense) and proposed that fish and visitors have something in common. Both begin to stink after 3 days. The present research offers empirical support for Franklin’s quip. The more people learn about others (and anyone who has had houseguests knows all too well how much one can come to know in a short time) the less they like them, on average.

The present neuroscience research shows that although people believe that learning more about others leads to greater liking, more information about others leads, on average, to less liking. It seems ambiguity (i.e. lacking information about another) leads to liking, whereas familiarity—acquiring more information—can breed contempt. This less is more effect is due to the cascading nature of dissimilarity. Once evidence of dissimilarity is encountered, subsequent information is more likely to be interpreted as further evidence of dissimilarity, leading to decreased liking.

The evidence seems to be on the whether familiarity always breeds contempt, is that it depends on a variety of factors. However is seems that familiarity can breed contempt, more often than does not. To give some hard evidence and big data for this theory, Sirota Consulting, they surveyed and looked at employee job satisfaction of 1.2 million employees at 52 companies over 30 Years. According to Sirota’s research there is a significant decline in overall job satisfaction after an employee has been working with an employers for an average of six months or more.

The leaders who always maintained a safe distance with subordinates at all times, so that those employees did not cross the line of respect, earned more respect. It certainly involved non-transparency from leader in various matters, but the show still went on successfully. There were absolutely no complaints, even though the annual raises were poor and performance ratings were below average. The subordinates often praised the leader, and even justified the low raises as not being the leader’s fault (Stockholm syndrome )

It seems the leaders who offered total transparency and camaraderie to their subordinates, often found some of their subordinates being disrespectful and deceitful towards them, despite their good deeds and commitment to employee development and promotion. interestingly there were complaints from employees who always received good raises, but received only one time low raise and below average rating (which was fair and just because of the subordinate’s poor performance).

The 4 things that seem to matter most are (and are regarded as being savvy):

  • Equity – to be treated fairly
  • Achievement – to be proud of the job and company
  • Confidentiality – knowing when not to share
  • Camaraderie – to have good, productive relationships with fellow employees

It always makes sense in keeping the correct and careful balance in maintaining professional relationship between the leader and the subordinate at all times. Socialising with those we lead is to be cautioned, for it can most probably lead to contempt and loss of respect. Nonetheless, the leader can still opt to socialise with subordinates at company functions or special occasions, yet always maintaining the socialisation at arms-length.

In summary there is no doubt that familiarity can breed contempt, but the savvy manager must understand how to develop a working camaraderie without crossing-the-line into revealing personal details.
 The last word and best insight on this Familiarity Breeds Contempt story comes from Mark Twain, who said it most appropriately:

Familiarity breeds contempt. How accurate that is. The reason we hold truth in such respect is because we have so little opportunity to get familiar with it.

Be Amazing Every Day.

For Every Promise, There is Price to Pay.

 

Your clever brain knows when you are going to break a promise long before you are even willing to admit it to yourself. So be careful what you promise people. We make commitments to others and ourselves all the time. We have our personal and our organisations promises to observe. You are not just obliging yourself to keep your promises; other people will hold you to account for them as well. The big question is whether we keep them or break them? There is some new neuroscience research that indicates that there is a pattern, and your brain knows in advance that you will break your promise.

study by Dutch Researcher Manuela Vieth, investigated how the behaviour of other people and one’s own behaviour influences future behaviour. If other people say they trust you, you actually become more trustworthy. If you believe you are trustworthy, you oblige yourself to keep your promises.Just so we are clear, a promise is: a declaration that one will do or refrain from doing something specified; or a legally binding declaration that gives the person to whom it is made a right to expect or to claim the performance or forbearance of a specified act.

When we don’t keep a promise to someone, it communicates to that person that we don’t value him or her. I see it all the time in work and networking situation. They have in fact chosen to place something else ahead of our commitment. Even when we break small promises, others learn that they cannot count on us. This will result (almost always) in an erosion of trust in our relationships (business or personal). More importantly, we are telling ourselves that we don’t value our own word. Researchers in Switzerland discovered that they could predict who would break a promise based on the brain’s reaction during the basic three-stage model of promise making.

  • Stage 1: The Promise

Let’s use a classic example found everyday in the office. You perhaps have told your coworkers that you would absolutely, definitely, help them finish a project. At this initial stage, you haven’t fully decided whether or not you are going to keep or break the promise to your coworkers. Your brain, however, has already registered an emotional conflict because it knows that you don’t really intend on keeping that promise. Because of this, the brain will activate your negative emotional processing centres.

  • Stage 2: Anticipation Phase

Now that you’ve told your coworkers of your promise, you have to wait and see whether or not they will trust you to keep that promise. The anticipation of their response causes you increased stress and cortisol, which of course your brain will register. Your brain is already preparing you for possible negative outcomes and future consequences.

  • Stage 3 Decision Phase

Now you’ve decided to break your promise to your coworkers because you are too busy (or insert any number of excuses). The decision to break a promise promotes a reaction in your brain similar to that of a lie or deception. You will probably feel some guilt and fear over how breaking this promise will affect you. To combat these feelings your brain will remind you of the motivation for breaking the promise by activating your reward-based decision making part of the brain.

It is so easy today with the battleground of social media at our fingertips for someone in the world to rubbish your service or product. Your brand promise can counter any negativity by telling potential clients what your brand stands for and why they should choose you. It is vital you make your personal or business brand consistent, from products and services, strategy and execution, consistency needs to reach all corners of the business. If you are not consistent you will lose credibility, you will look confused and vague to your clients and the impression you will leave them with is that you haven’t been in business very long.

The promises of yesterday are the taxes of today.

-William Lyon MacKenzie

It has never been clearer that we need to embed your brand promise throughout the whole of your organisation. It doesn’t matter whether the promises are personal, or if you are a solopreneur, or an SME: you need to be feel that it is part of everything you deliver and not just a statement that appears on your website.So here is my quick methodology and protocol for what you (or your business) need to do:

1. Make Small Promises You Can Keep: be realistic in your daily commitment. Start small and create a private victory. You can build on this with other small promises and enlarge your victory until you establish healthy habits for your life. Make a promise and keep it.People often dismiss small promises as unimportant, but that is just not true. You don’t call back when you say you will, you don’t repay a loan that’s outstanding, or maybe it just doesn’t seem important to keep a confidence. If you fail to take the minor promises seriously, you destroy trust and damage your reputation. Failing to keep these small promises gives the appearance of being disorganized and irresponsible. You make the other person feel dismissed and unimportant. Conversely, you can build trust by demonstrating that you keep your word even on seemingly inconsequential things.

2. Make it Your Number #1 Priority: don’t let anything get in the way. Following through on a difficult promise not only gives you satisfaction, but also raises the level of respect you receive from others. If you truly want to be successful in life, have better relationships, and advance your career or business, hold promises as sacred agreements, don’t miss deadlines, and make a practice to follow through on your commitments. Don’t make excuses (see Rule 5).

3. Surprise Them and Yourself: make a promise your customers aren’t expecting. Speed and delivery are probably a given for all express transportation companies. Why should your customers work with you rather than someone else? When you are clear about them, wrap your brand promise around these key benefits. Make your brand promises short, simple and direct

4. Write Down Your Promise: keep it somewhere visible at home and at work. Make your promise clear and make them concrete. Make sure that are certain that you will be able to do something before you commit to it. Then be clear on the expectation, action, or result that is agreed to. Then set a firm deadline. Firm promises that are set in stone are more likely to be kept. Never make a promise that you are not sure you can keep.

Every promise fulfilled will help you to associate your name with positivity and trust. Making promises you can keep is instrumental to helping you build and maintain any relationship in life. So, right now make that promise to yourself.

For Every Promise, There is Price to Pay.

Be Amazing Every Day.

Please Upload Your Brain Now.

Please Upload Your Brain Now.

Please Upload Your Brain Now…or at least that’s what my first hero of science, Ray Kurzweil thinks we will be doing in 2040. He might be wrong (or so his critics believe) but then again he might be spot on. I have been fascinated with my own brain for years. He has spent his life inventing machines that help people, from the blind to dyslexics (me). Indeed, I am writing this article with his software as my undiagnosed for 40 years dyslexia and broken wrist prevents typing [full stop, new paragraph]. Should, by some terrible unpredictable misfortune, Ray Kurzweil died tomorrow (I for one hope he gets to 2040) the obituaries would record an inventor of rare and visionary talent.

I read Kurzweil’s first book, The Age of Intelligent Machines, in 1990. I still have it on my shelf. I was bowled over (and still am) by his future thinking and his thoughts on the brain Within the book, it forecast the demise of the USSR due to new technologies such as mobile phones and fax machines disempowering authoritarian governments by removing state control over the flow of information. Nearly true if you substitute twitter and Facebook. In the book Kurzweil also extrapolated pre-existing trends in the improvement of computer chess software performance to predict that computers would beat the best human players by the year 2000. Yay! In May 1997 chess World Champion Garry Kasparov was defeated by IBM’s Deep Blue computer in a well-publicised chess tournament.

I think I was one of the first to buy his 2005 book, The Singularity is Near: When Humans Transcend Biology. By then Kurzweil has become known, above all, as a technology speculator whose predictions have really polarised opinion. He does not get it right all the time of course. As he said at the TED conference in February 2005:

By 2010 computers will disappear. They’ll be so small, they’ll be embedded in our clothing, in our environment. Images will be written directly to our retina, providing full-immersion virtual reality, augmented real reality. We’ll be interacting with virtual personalities.

Nearly, but no big cigar.

Now, he believes we’re on the brink of a new age (again this has been my discussion with multiple academics this week) called the singularity when technology will allow us to email each other objects run as fast as Usain Bolt (for 15 minutes) and even live forever.

Aside from futurology, he is involved in fields such as optical character recognition (OCR), text-to-speech synthesis, speech recognition technology, and electronic keyboard instruments. He has written books on health, artificial intelligence (AI), transhumanism, the technological singularity, and futurism. Kurzweil is a public advocate for the futurist and transhumanist movements, as has been displayed in his vast collection of public talks, wherein he has shared his primarily optimistic outlooks on life extension technologies and the future of nanotechnology, robotics, and biotechnology. Is there sense to his science – or is the man who reasons that one day he’ll bring his dad back from the grave just a mad professor peddling a nightmare vision of the future?

Lets go back to my ‘home turf’ of brains. According to Kurzweil, technologists will be creating synthetic neocortexes based on the operating principles of the human neocortex with the primary purpose of extending our own neocortexes. He claims to believe that the neocortex of an adult human consists of approximately 300 million pattern recognisers. He draws on the commonly accepted belief that the primary anatomical difference between humans and other primates that allowed for superior intellectual abilities was the evolution of a larger neocortex.He claims that the six-layered neocortex deals with increasing abstraction from one layer to the next. He says that at the low levels, the neocortex may seem cold and mechanical because it can only make simple decisions, but at the higher levels of the hierarchy, the neocortex is likely to be dealing with concepts like being funny, being sexy, expressing a loving sentiment, creating a poem or understanding a poem, etc.

Indeed he claims to believe that these higher levels of the human neocortex were the enabling factors to permit the human development of language, technology, art, and science,

If the quantitative improvement from primates to humans with the big forehead was the enabling factor to allow for language, technology, art, and science, what kind of qualitative leap can we make with another quantitative increase? Why not go from 300 million pattern recognizers to a billion?

Ray Kurzweil is now 61 and sincerely believes that his own immortality is a realistic proposition. In Kurzweil’s estimation by 2030 we will be able to outsource our brain to:

  • upload the human brain to a computer [cloud]
  • capturing a person’s entire personality [cloudy]
  • all past memories [cloud forecast]
  • every skills and ability
  • their very essence and history

The rest of his timetable he is quite clear on (not in order of date but possibly in my order of achievability):

2025 Reconnaissance Dust: These so-called ‘smart dust’ – tiny devices that are almost invisible but contain sensors, computers and communication capabilities – are already being experimented with.

2035 Nano Assemblers: He says that these three-dimensional printers that can create a physical object from an information file and inexpensive input materials. So we could email a blouse or a toaster or even the toast. There is already an industry of three-dimensional printers, and the resolution of the devices that can be created is getting finer and finer.

2037 Respirocytes: A respirocyte is a nanobot (a blood cell-sized device) that is designed to replace our biological red blood cells but is 1,000 times more capable. If you replaced a portion of your biological red blood cells with these robotic versions you could do an Olympic sprint for 15 minutes without taking a breath, or sit at the bottom of a swimming pool for four hours.

2040 Transhumans: Humans and non-biological machines will then merge so effectively that the differences between them will no longer matter; and, after that, human intelligence, transformed for the better, will start to expand outward into the universe, around about 2045.With this last prediction, Kurzweil is referring not to any recognisable type of space travel, but to a kind of space infusion. “Intelligence,” he writes, “will begin to saturate the matter and energy in its midst [and] spread out from its origin on Earth.”

2044 Foglets: Foglets are a form of nanobots that can reassemble themselves into a wide variety of objects in the real world, essentially bringing the rapid morphing qualities of virtual reality to real reality.

Of course Kurzweil’s ideas have generated massivecriticism within the scientific community and in certain sections of the media. The very idea of a technological singularity is controversial, while it is a popular concept in science fiction. Lots of academics have voiced skepticism about it’s real-world plausibility. See the this talk by James Stirling Long Now Foundation entitled The Singularity: Your Future as a Black HoleIn the cover article of the December 2010 issue of IEEE Spectrum, John Rennie criticises Kurzweil for several predictions that failed to become manifest by the originally predicted date.

I am more positive about his thoughts and predictions. Why? Well Kurzweil is extremely well informed about technologies in development (and sits of Google X board) and is highly insightful about how they can feed into one another, particularly over the relatively near term. He is very sharp on trends and all his predictions are thought provoking. His unwavering confidence in the law of accelerating returns allows him to shrug off contradictory facts and perspectives as mere temporary inconveniences. But then again haven’t all great scientists and futurologist but thought as arrogant?

He might be wrong by a year here, a decade there sure; but the accelerating returns of technology will sweep them all away en route to a singularity beyond human imagination ruled by one eternal truth: that Ray Kurzweil was, is, and always will be the smartest guy in the room

Well maybe.

Be Amazing Every Day.

A Passion For Customer Service Excellence

A had a meeting last night with the smartest guy in the room. It was a big room too, at the Hoxton Holborn. Boy he knows his stuff. He asked whether I was superman. He could not comprehened someone (me) writing 132 articles in 180 days (let alone reading them) as well as training every day, inspiring thousands of clients, running a business, training 4 restaurants, 2 Hotels and coaching lots of people.The answer is of course no, I am not Clark Kent. I am just living the be amazing every day programme. So my connection (call him Mr T), whom I have the total respect for, asked me to write about something in today’s article.

What is customer service excellence? 

Actually it is is a brilliant, highly complex and difficult question. Except it is very simple. Customer service is just a day in, day out ongoing, never ending, unremitting, persevering, compassionate, type of activity. Watch this first: 3.14 seconds of Tom Peters A Passion For Customers:

 

 

Now think about the last hotel you booked in and had poor service:

Customer service excellence has always been and will always be one of the critical competitive advantages for any business. Richard Whiteley In his popular book, The Customer Driven Company, (1991) emphasises the theme saturation with the voice of the customer as the key to ensuring excellent customer service and consequently a successful and profitable business. Failure to listen and respond to the voice of the customer causes stress, anger and frustration for millions of customers and the ultimate failure of those businesses that are not happily and intimately connected with their customers.

So Mr.T, here are my Seven Excellent Customer Service Commandments

1. Under promise, carefully understate and over deliver. Exceed customer needs and expectations. If customer satisfaction has one sure thing, it’s about exceeding expectations and how well it works. People like to be pleasantly surprised, within limits. Build relationships with your customers. In a highly competitive service environment, meeting customer expectations may not be enough. Successful companies strive to not just meet, but to exceed customer needs and expectations. Nothing impresses a customer more than an employee who goes, “above and beyond the call of duty” to ensure total customer satisfaction. Today, customers expect something more than this traditional customer service. They not only expect, they demand exceptional customer service. They are particularly pleased when businesses exceed their expectations, show that they care about them personally, and employees work swiftly and effectively on their behalf.

2. Ask the right questions.Spend a lot of time talking to customers face to face. You’d be amazed how many companies don’t listen to their customers. Never stop learning about your customers. This means really listening. Often, the only thing a customer wants is to feel understood. Learning how to listen effectively is not a widely held skill. However, it can be taught, and listening training is a common feature of many customer service courses. Know your customers so that needs can be anticipated. This best practice requires that owners and employees constantly ask questions, collect, analyze and use data. Feedback from the customer is a source of constant business renewal and adjustment. As the business environment changes and as customer needs shift, continuous feedback allows a business to adjust and change accordingly. The critical question is, “What do my customers need, and how can I best provide it?”The purpose of a business is to create a customer who creates customers. ~ Shiv Singh

3. Maintain happy employees. Remembering that happy employees make happy customers is a critical bit of advice for every chief executive. Happy employees mean happy customers. In most businesses, especially service oriented businesses, the employees’ attitudes and behaviours determine the quality of customer service. Herb Kelleher, former Chief Executive Officer of Southwest Airlines, argues,

Put employees first and customers second.

At first this may seem contrary to the notion of having a company that is customer focused. But, if we adhere to the notion of a happy employee makes a happy customer, then this makes sense. Southwest Airlines has been successful in a very competitive business (see / read again my blog on 10x companies by Collins on Great by Choice) Southwest has instilled a spirit of entrepreneurship in all its employees. The philosophy is that Southwest Airlines is in the people business and it just happens to run an airline. Companies that consider they are in the people business are companies that provide excellent customer service. Tom Peters, (1999), says that we should make work fun. In a company that makes work fun, employees look forward to their job where they are valued and appreciated.

4. Create and use service standardsYour customer doesn’t care how much you know until they know how much you care. ~ Damon Richards. Successful companies that provide excellent customer service clearly define the service standards that are essential for business success. Service standards serve two purposes. First, they are a powerful force for shaping the image that your customers have of you. Secondly, they are a great tool for measuring how well each employee in your business meets the levels of service, which are essential for your business success. Service standards should be measurable because you can manage and train for things that of excellence in customer service.

5. Have a written plan for ensuring excellence in customer service.

This one, Mr T I am always amazed by – organisations that don’t have a plan. A written plan helps to ensure a total organisational culture you can measure. Especially critical is developing a mission and visionary plan that stresses the importance of customer service. The mission statement for the customer-oriented company clearly puts the customer in the spotlight. If a company cannot clearly identify the customer within its mission, the mission statement does not contribute toward the goal of customer service. The visionary plan should be developed among all employees with leadership from the owner or chief executive officer (CEO). It should have a limited number of goals that powerfully speak to the direction of the business and its emphasis on customer service. It’s recommended that not more than five to seven goals be developed. Customer service may be incorporated into one of the major goals or it may be inherent but clearly recognisable in all the goals. Having a plan in writing and frequently making reference to the plan is a way to put customer service in the forefront of a company’s business plan. This written plan should be based on customer input. The customer should be involved in the development of the plan, and it should be continuously updated and adjusted, as customer needs and expectations change in the changing environment.

6. Smash the barriers to excellence and adopt Excellence, always.

Here is a simple but powerful rule: always give people more than what they expect to get. ~ Nelson Boswell. 

It seems to be the natural tendency for organisations and businesses to develop a bureaucracy over time. The longer a business has been in existence, the more rules, policies, and regulations it seems to have in the rulebook. Frequently, these rules, regulations and policies are barriers to customer service excellence. Employees must be freed of the shackles of too many rules, too many regulations, too much paperwork, and overly restricted communication channels. Only then, will employees be free to truly focus on the customer and provide excellent customer service. The employees themselves are the best data source for identifying and eliminating these barriers, but the customers too can be an excellent source of this critical information.

7. Offer your customers options. If you can’t satisfy your customers needs and expectations, the next best thing is to offer options for other sources of service, even if it is a competitor. This shows the customer that you truly care about them and not just in selling your service. Good customer service is made, not born. Most companies find that employees require training to provide good customer service. Some of the areas in which employees often get help from customer service training include:

Then and only then can you walk the talk at the top. It is critical that the owner or chief executive officer of the business demonstrates a genuine concern and desire to provide excellent customer service. Tom Peter’s called it MBWA (managing by walking around). Nice.

So, Mr T, my 7 rules for Customer Excellence can be found in companies that exemplify a decision to do only excellent work.These practices are not just something the company does, these practices are the company. Every employee in the company must understand and carry out these practices on a daily basis. Hiring people with the right attitudes and keeping them constantly trained, rewarded and recognized for demonstrating the best of these twelve practices is the way that companies achieve success. It is essential that the top person in the organisation, CEO or owner also demonstrate these practices; not just among external customers, but among those internal customers, especially employees.

Get closer than ever to your customers. So close that you tell them what they need well before they realise it themselves. – Steve Jobs

I am no Superman Mr T. I amazing, every single day.

Be Amazing Every Day.

Secret World: Your Brain gets Fooled Again

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Three people check into a hotel. Sounds like the beginning of a joke. Well in a way it is, as they clearly don’t, they use Airbnb and get a really good deal. Unless, like me you try and book a room in Edinburgh in August when nothing is as it seems. All the advertised rates for booking are suddenly ‘unavailable’ when you book (because of demand for the world’s largest Arts Festival) and therefore they are doubled or triple the advertised price. Particularly annoying as I am doing a brilliant 4 week show there this August.

But imagine they did check in to a hotel and they got to pay the standard rack rate of £300 to the manager and go to their room (let assume there was no room tax or VAT and the manager accepted cash). The manager finds out a bit later that the special daily room rate is actually only £250 and gives £50 to the bellboy to return. On the way to the room, the bellboy reasons that £50 would be difficult to share among three people, so he pockets £20 and gives £10 to each person. Now, each person paid £100 and got back £10. So they paid £90 each, totalling £270. The bellboy has £20, totalling £290. Where is the remaining £10 pounds gone Who cares? Well if you do, the answer is at the end.

Your brain is so easily tricked that the retail and hospitality industries use this processing error for good and less ethical reasons. Tricks begin as soon as you walk into a shop or hotel, or are handed the menu… whether we like it or not, they playing brain and neuroscience games with us.

People aren’t rational thinkers because our brains takes short cuts all the time. In truth, research shows that a huge amount of decision-making is actually based on subconscious factors. An example of these subconscious factor comes from smells; they can transport us back to powerful and emotional memories from the past more effectively than sounds. The theory behind this has been around a while. French writer Marcel Proust, who in his novel À la recherche du temps perdu (In search of lost time – yes I have read it) describes a character vividly recalling long-forgotten memories from his childhood after smelling a tea-soaked madeleine biscuit. It is a well known fact that your memory and smells are tied closely together and there is a brilliant paper on this called ‘Odour-evoked Autobiographical Memories: Psychological Investigations of Proustian Phenomena’. Let’s call it (for simplicity) the Proust effect. It is used across retail, hotels and restaurants. Companies know this all too well and make use of scents and sounds to jolt your brain into liking or enjoying something. The true secret of successfully marketing a product is to pair a store or a product with a specific scent. If you feel at home in a store, you are more likely to buy.The first time you notice a new type of scent you will subconsciously connect this scent to an item or a person. After that the scent will trigger the response that you experienced to that person or item and hopefully a happy response.

Lets take a simple example: M&M’s don’t actually smell – try it next time you buy a packet. M&M’s are as I am sure you know, colourful button-shaped candies produced by Mars, Incorporated. M&M’s originated in the United States in 1941, and are now sold in as many as 100 countries. The company’s longest-lasting slogan reflects this encasing and sealed in essence:

Melts in your mouth, not in your hand.

But the famous M&M World Store in London (35,000 square feet store selling M&Ms products and merchandise is the largest candy store in the world) has a surprisingly strong chocolate scent when you walk in. You would expect that wouldn’t you? You want to feel like you are entering Willy Wonka’s chocolate lab when you go there. But then you look around and realise that all their wares are prepackaged. And you realise that the strong smell of chocolate is being sprayed at you with a vengeance. And your happy chocolate bubble bursts.

The Holiday Inn hotels chain has been using scents combined with the right kind of music to invite you to stay longer in their rooms, lobbies and bars. The company uses a rose scent for weddings and a leather-based scent for business meetings and similar functions. Even the chlorine pool smell comes from a bucket of powder that is added to the air system in the mornings! Should you have something to celebrate, the Holiday Inn will make your party smell fruity! This type of sensory marketing is used by many hotel chains.

This leads to an odd unintended consequence in hotels. Your glasses (on the fridge, mini bar or shelf of most hotels) have a lemony flavour. According to industry expert Jacob Tomsky, it’s Pledge lemon furniture spray. Jacob should know, he has worked on the front lines of hotels for more than a decade, starting as a lowly valet in New Orleans and ultimately landing at a front desk in New York City. He’s also the author of Heads in Beds: A Reckless Memoir of Hotels, Hustles, and So-Called Hospitality and a man with some hospitality secrets to spill.He says that furniture polish is sprayed on a thick white base, rub it in, and you’ll be face-to-face with a spotless, streak-free mirror. The housekeepers kept this move behind closed doors along with another dirty secret he didn’t discover until he walked in on cleaners with Pledge in one hand and a minibar glass in the other. Keeping those glasses clean-looking was also part of the job. So the next time you put a little tap water into the glass and wonder why it has a pleasant lemon aftertaste, it’s because you just took a shot of Pledge.

Another neuromarketing experience that you should know (but probably have never thought about) it that you go into a restaurants or hotels knowing exactly what they want to order or how much they want to spend, and we can be influenced by all sorts of things that we’re not aware of. It appears there is a growing industry at the centre of all this is, the humble menu. You might think that the restaurant menu merely tells you what items are available in a certain establishment. Actually, it is a very sophisticated piece of marketing and advertising. In fact, it’s the only piece of advertising that restaurant owners can be certain their customers will read. As a result, restaurants invite in specialised menu consultants (people like me) whose job it is to lay out a menu that will persuade you to spend more money than you’d expected. I know it is all my fault and I apologise.

You may have noticed that increasingly the prices on menus no longer employ the Pound sign (£) (or Dollar $ Sign) or even any evidence of pence. Where once a steak might have cost you £16.00 now its price is stated as ‘16′ no full stop or pence. Have you noticed this happening? well it’s not just happening in the high end restaurants. I have found there are no pound signs at Carluccio’s, Byron, Giraffe or Cafe Rouge either. This is not a coincidence. A study by Cornell University’s Centre For Hospitality Research in America found that when, in a similar move, dollar signs were left off a menu, sales increased by eight per cent. For that same reason, you now never see dots leading the eye from the description of the item to the price.

Why might an item on the menu have a box around it? It’s not because it’s a dish the chef is particularly proud of, it’s because it earns a high profit for the restaurant.Alternatively, the menu might use other methods to draw our attention: an item in a different colour; an accompanying illustration; a different typeface.

Professor Charles Spence, a psychologist at Oxford University, is the co-author of The Perfect Meal: The Multisensory Science Of Food And Dining, and alert to the techniques in play. ‘I was in the burger restaurant Byron the other day,’ he says. ‘The menu is all in black and white, except for one item, which is highlighted in bright red. And it’s their most expensive item.’ Professor Spence says that people are also likely to spend more if menus and especially wine lists are heavy to handle. Even the use of hypnotic language words that menus now use (sorry again – my fault) can persuade us to splash out more.

If you want to learn more about the is exciting field, I suggest you take a look at the very brilliant Kate Nightingale’s Style Psychology site. She really is the expert on how you can use the human brain for good in the retail sector.

 

Oh and to put you out of your misery about the missing £10 (or should I say ‘10′ Count how much money each person started with and how much each person ends up with. Each person paid £90, totalling £270. The manager has £250 and the bellboy has £20. The bellboy’s £20 should be added to the manager’s £250 or subtracted from the guests’ £270, not added to the guests £ 270. Simple really.

Now who has a nice place in Edinburgh for me to rent in August at a fair price?

Be Amazing Every Day.

The 3 Most Powerful Brain Words

Fah Fah Fah.

Yes these 3 simple words (or sounds) are, in fact, amazing. I know that might be a stretch and maybe a bit difficult to absorb at first; but please bear with me. It is not just that I have been away, (although I have just had a brilliant short break, skiing the powder in the French Alps); or that I have been eating some amazing Michelin Star food (at the very brilliant Ferme de Montagne, in Les Gets, France); or even talking to some super bright people about the meaning of life. Oh no.

Nor have I gone completely off the rails (I hope not), not even with the ‘dread’ of a return to work (because I really love my work). However, on arrival back in the UK today, I immediately wanted to go back skiing again. Greedy maybe, but you know that our eyes are often described as bigger than our stomachs; the same may be true of the need for better (and more frequent) hospitality trips, extreme pleasure experiences, conversation and great company. You see we are so completely dependent on our 27 + senses, every moment of the day, that we totally forget how poor and easily mistaken they can be. Yes, read this if you have any remaining thoughts of there being 5 senses.

Our multiple senses aren’t just giving a flawed view of what’s going on in the world; they’re affected by what’s going on elsewhere, by your pre-programming and by complex sensory interactions. Your reality is in fact cobbled together from a bunch of different parts of your brain working in conjunction. It’s a bit like a crazy ski lift queue (or line in the US) full of insane snowboarders, from different countries, all going in different directions: trust me, that is pretty messy. In fact, I am sure your brain does it’s best to convince you that it is working just fine, despite the reality of it being a messy, chaotic place.

Let’s take food as an example of the chaos and confusion that exists in your brain. Many people have experienced the following parental statement: You can’t leave the dinner table until you finish your food (or think of the starving children and other versions exist). That common parental mantra turns out to have left a mark.You may know that if you are offered varying amounts of food on a plate, you will end up eating more if there’s more food on the plate. This can happen regardless of how hungry you are. We eat more ice cream if we use a larger spoon than if we use a smaller spoon. According to new research, adults from many different cultures around the world typically finish almost all of the food that’s on their plates. It may make you a member of of the Clean Plate Club – you eat pretty much everything you put on your plate. The new Cornell University study shows that the average adult eats 92% of whatever he or she puts on his/her plate. Brian Wansink Ph.D., author of the forthcoming book, Slim by Design, says, If you put it on your plate, it’s going into your stomach.

Wansink and co-author Katherine Abowd Johnson analyzed 1179 diners and concluded that we’re a Clean Plate Planet. Although diners were analysed in 7 developed countries, the US, Canada, France, Taiwan, Korea, Finland, and the Netherlands, the results were nearly identical. If we serve it, we’ll eat it regardless of gender or nationality.

A further study finds that hungry people see food-related words more clearly than people who’ve just eaten. The study, published in Psychological Science, a journal of the Association for Psychological Science, finds that this change in vision happens at the earliest, perceptual stages, before higher parts of the brain have a chance to change the messages coming from the eyes. The research found that when words were flashed very fast on a screen (too fast to read, but slow enough to imprint on the brain), Hungry people saw the food-related words as brighter and were better at identifying [the] food-related words when shown on a list after they were flashed.

Not convinced? Ok, so here comes the most amazing demonstration of how to confused your brain becomes by just 2 of those 27 senses.

Your Eyes Can Make You Hear Different Words.

When you hear someone talk, the whole process is normally pretty straight forward and I am sure you are pretty confident you won’t be fooled.The sound comes out of the other person’s mouth, it travels into your ears and you just heard what they said….this must be so, because you experience it every day. If your hearing works fine, what could possibly go wrong?

The very short answer is your eyes are playing a deep and powerful trick on you. You see, vision is the most dominant sense in humans, and that means that what your eyes are seeing will sometimes override what your ears are hearing. So let me prove it in this extraordinary clip from a brilliant documentary on BBC2 called Horizon: Is Seeing Believing?

You will see (and hear) a guy saying bah bah bah over and over. Afterward, he changes his tune to fah fah fah … or so your eyes would have you believe. In reality, the audio never changed, only the picture did. That is, the voice is still saying bah, but since it’s now dubbed over a picture of the same guy pronouncing fah, your brain actually changes what you’re hearing so that it doesn’t conflict with what you’re seeing. If you close your eyes or look away, fah automatically goes back to being bah. This illusion is called the McGurk effect, and even knowing know full well what’s going on, you can’t get your ears to hear the correct sound. The McGurk effect tends to be minimised when you’re interacting with familiar faces, but it gets worse if you’re dealing with strangers. Things like the way the person is dressed or even what they’re carrying can influence the words you think you hear them say.

So all this research indicates that our perceptions increase toward items that our body wants or needs. But how does this relate to hospitality and my need for another holiday?

Well the simple answer is, it is very complex.

What really motivates people to want to travel, go to a posh restaurants or spend more money on goods and services is driven by internal (old) programmes, powerful external stimuli and by conflicting patterns and hierarchies within the brain.

So if ‘food hunger’ enhances our senses toward food, what does our selection of attractions tell us about what we are lacking, or hungry for, in our day to day lives? Because that is what is guiding our attention to travel magazine, TV shows and advertisements. While I was bashing the new powder snow, what were the things that motivated me to eat at the best restaurant? Why did I seek fine minds to discuss neuroscience with? What do these and many other choices that we make, say about our motivations and needs? What further adds to the improbably hard equation to solve, is why are these so different from one person to the next?

These are the kinds of questions that are getting me (and others) excited. By seeking new clues and answers from a variety of fields we might get closer to the secret of human decision making. If we can understand this powerful mechanism then the following 3 words make perfect sense,

Bah Bah Bah

Be Amazing Every Day.

Transform Your Brain

Our bodies are our gardens, to which our wills are gardeners. – Shakespeare’s Othello, I.iii.

Ninety-eight percent of everything scientists know about the brain has been discovered since 1996. So even though I have 5 degrees in neurobiology, teaching, physiology and management, I had to do some extensive research to be able to give you the latest findings that will help you reach your goals. There are so many books, blogs and so-called experts / gurus / consultants out there who think they have a quick solution to being successful in business. I am here to tell you they are short changing you.

You can Be Amazing Every Day, but it takes time, discipline, energy and lots of motivation. I love showing people how this works for them as individuals, as teams and as a business. Once you understand exactly how the brain works, you will be able to condition it to focus on reaching your dreams.

The latest findings show that by regularly writing your goals down, visualising your intended result, and passionately saying affirmations you actually physically change your brain’s neurons and hard-wire your subconscious mind to focus like a guided missile on reaching your dreams and goals.

The human brain has 100 billion neurons, each neuron connected to 10 thousand other neurones. Sitting on your shoulders is the most complicated object in the known universe.
Michio Kaku

I love the fact that modern science has finally proven what successful athletes and entrepreneurs have known all along. That there are ways we can change ourselves to become the type of person capable of achieving our dreams, This means that no matter how bleak you past has been, you can make a choice to have an unbelievably successful future because if we can change the wiring in our brain, the past does not have to equal the future. Beliefs are developed in the subconscious mind. If you don’t believe you can succeed, you need to change those beliefs by programming your subconscious mind.

In the last 10 years, a new field of neuroscience has mapped the mental zone that can literally change the brain to quiet an overly active stress response system and simultaneously pave the way for higher brain networks to perform at optimum. The more we function from this mental zone, the less we stress, and the more our brain lights up with the mix of intelligence that predicts a successful life.The newest brain research shows that passionately repeating the same statements over and over forms new neural pathways that can eventually fire as belief, and when this belief fires, it triggers you to take the actions that will help you reach your dreams. This is why your self talk and who you associate with are so crucial to your success. What you say to yourself and who you hang around with will determine what kind of neural pathways you are developing.

At the base of the brain, where it connects with the spinal cord is a region called the Reticular Activation System (RAS). The RAS acts like a filter that decides which thoughts to focus on at any one time. We need this filter system because every second, there are about 8 million bits of information (subconsciously) flowing through our brain.The RAS decides which messages will arrive at the brain. Once a message gets past the RAS filter and enters the cerebrum, it can turn into conscious thoughts, emotions, or both. Even though the cerebrum is the centre of thought, it will not respond to a message unless the RAS allows it.

The RAS is like Google – there are millions of websites out there, but you filter out the ones you are not interested in simply by typing a keyword.You can think of the RAS as the brain’s gatekeeper to conscious thought. It’s critical to your future that you learn how to get messages past the gatekeeper. So what causes some of the messages to get through the RAS and others to get blocked out? Whatever is important to you at the time and whatever you are currently focusing on gets through.

From the growth of the Internet through to the mapping of the human genome and our understanding of the human brain, the more we understand, the more there seems to be for us to exploreMartin Rees

If your focus is on breaking a personal best, your RAS will automatically filter in thoughts that will help you get to that plsce– people who might help you, opportunities to make it happen, or resources that you might need. What that means is that the more you keep your goals top of mind, the more your subconscious mind will work to reach them. That’s why writing your goals down every day, visualising your intended outcome, and regularly saying affirmations is so important! Because doing those things help you focus your subconscious mind on what’s important to you.

When these higher networks wire and fire together, at the brain speed of a hundred million computer instructions per second, we not only succeed, we excel at every level of life: from career to family, from physical and emotional well-being to fully actualising our talent and ability. It’s a brain generating the fluid and creative intelligence to achieve goals, along with the emotional and social intelligence to instil joy in our work, peace in our life, and harmony in our relationships. It’s also a brain generating the homeostasis that promotes health and longevity. The key to all of these positive outcomes is building the mindset that transcends stress. The solution lies in the power of our mental state to rewire our brains. Change your mindset in specific ways and you can literally change brain structure to extinguish stress reactions and amplify higher brain function. The technical term for this change is neuroplasticity. Here’s a list of 10 positive changes neuroplasticity can produce:

  1. The usual networks that generate the brain’s executive functions grow larger and become more fully integrated with other neural networks.
  2. This means you increased your skillfulness at planning, decision making, error correction, and troubleshooting.
  3. You build strong cognitive abilities and can think abstractly.
  4. Gamma wave activity is far better organised and coordinated, signaling the higher mental activity and heightened awareness found in peak performers.
  5. The right brain and the prefrontal cortex work together to elevate intuition and creative insight into practical innovation.
  6. Activity in the left prefrontal cortex, the seat of positive emotion, swamps activity in the right prefrontal cortex, the seat of negative emotion.
  7. This condition enables you to achieve a high level of emotional intelligence.
  8. There is greater activity in the centre of the brain, especially the caudate and right insula, generating the social intelligence that sustains interpersonal resonance.
  9. Your physiology functions at optimum, securing a high level of health and energy.
  • Who in their right mind wouldn’t want a change like that?
  • Who in corporate leadership wouldn’t want a work force operating at that level of brain function?

The point is, if an individual or company is not actualising the mindset that transcends stress to empower higher brain function, they are not maximising their full extent of fluid, creative, emotional, and social intelligence.

The human brain had a vast memory storage. It made us curious and very creative. Those were the characteristics that gave us an advantage – curiosity, creativity and memory. And that brain did something very special. It invented an idea called ‘the future.’ David Suzuki

Achieving the shift in mindset is easier than you might imagine, adding little to your to-do list. It’s essentially about practicing a to-be list. Even better is the fact that change in brain structure happens quickly, within four to eight weeks.

More and more, CEOs and HR executives are contracting with experts on neuroplasticity to heighten the brain power in their company. Neuroplasticity will soon become the new competitive edge.

Use the genius of others to stand on the shoulders of giants. Never stop learning and be willing to teach others. Be Amazing Every Day

Failure: Don’t look back in anger

It took me 10 years to become an overnight success. Successful businesses can take years and years. Let’s face it, we all make mistakes and I have made more than most. Failure is the most important step to my reaching success, but it can still feel like it’s crushing my soul. Having talked with hundreds of entrepreneurs, I have learned something very important: failure is absolutely the norm and essential. Accepting this failure as a lesson is one of the most important things I have ever learned. Consider my new quotation poster on my wall:

My first comedy gig 10 years ago was a disaster. There were 2 people present, one went to the toilet and the other left. I kept going. Jerry Seinfeld was booed off the stage the first time he tried comedy. Soichiro Honda was rejected by an HR manager at Toyota Motor Corporation when he applied for an engineering job, leaving him jobless until he began making scooters in his garage and eventually founded Honda Motor Company.

So I start a revolution from my bed / ‘Cos you said the brains I had went to my head. -Oasis

Most of us know that failure is a reality of life, and at some level, we understand that it actually helps us grow. Intellectually, we even acknowledge that the greatest achievers (past and present) also routinely experienced colossal failures.I believe and teach that failure can be taken one of two ways

  • Either as a catalyst and stimulant for learning and doing better next time, or
  • as the ultimate defeat you never let yourself recover from. This is true in your professional and personal life

Yet still, we hate to fail. If you surveyed 100 successful entrepreneurs and asked them if they were successful on their first product I would bet you that 99 percent would say absolutely not. Noting of course that 86.3 percent of all statistics are made up. We fear failure, we dread it, and when it does happen, we hold onto it. We give it power over our emotions, and sometimes we allow it to dictate our way forward (or backward). Some of us go to great lengths to avoid failure because of all the pain and shame associated with it. To make failure your friend and not your enemy, you must overcome it. Here are my strategies for moving on after a tough break.

. Don’t look back in anger (I heard you say)

Each time you fail, your fear of failure becomes smaller, which allows you to take on even bigger challenges. Making mistakes is not a big deal as long as you learn from them and avoid repeating them. Completely ignoring what happened isn’t helpful, so set aside a specific amount of time to wallow as much as you want. Take some time to be angry, upset, and frustrated so you can get it all out. If it’s something small, all you may need is an hour to pace around or cry in a pillow. For something larger, give yourself a full 24 hours to let it all out and wake up the next day with a clean slate. If you need more than a day, that’s okay, but make sure it’s an amount of time set by you and that you stick to it. You get that time to be as mopey as you want, but when it’s over, move on.

2. Slip inside the eye of your mind: accept and process it

Failure is an integral part on the way to success and self realisation. Michael Jordan said it best, I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I succeed.

Maybe you think you’ve mostly gotten over a bad business experience, but you find you still obsess about how you should have acted differently. There’s a big difference between lingering on a failure and taking the time to accept it, process it and glean lessons from it. Understand right away that some things are not in your control. It is a marathon, not a sprint. The quicker you stop getting upset, the quicker you can use this as a lesson to move on.

3. Try a little tenderness and talk about it

You know she’s waiting / Just anticipating / For things that she’ll never, never, never, never possess, yeah yeah /But while she’s there waiting, without them / Try a little tenderness (that’s all you gotta do) – Otis Reading

Successful people will never laugh at you or judge you when you fail, because they have already been there and they know about the valuable lessons you can learn from failure. Talk to somebody you know about how you’re feeling. It’s well known that just talking about something can make you feel better. Take a load off and express yourself. Chances are whoever you talk to will try to make you feel better, but even if they don’t, saying how you feel out loud puts that information out somewhere besides your brain.

3. Keep on keeping on and make it happen

No matter how often you fail, you are not a failure as long as you don’t give up. Does it feel like you made such a stupid blunder that nobody else could have possibly done so before? That’s very unlikely. There’s nothing new under the sun, and that includes mistakes and perceived failures. No matter how much you believe in what you are doing, something is not working. Take a step back or go for a walk (BDNF time). Breathe (Slow rhythmic and even). Take some time off from the project. Visit your family and friends and love what is most important. You live one time, and this is just a passing phase. You will get through this, but you have to clear your head if you are going to win. Again, push forward.

4. Challenge Yourself to Do It Again – hit me baby one more time.

Whenever you step outside the comfort zone and whenever you try something new, failure becomes inevitableGet back on the horse and ride again, even if the horse threw you off the last time. Prepare for battle: This is not for the faint of heart. You have to separate your feelings from this game. It’s a business: it’s cut throat; it’s bloody; it’s a war. You must get back on the horse and do it again. You were working on the wrong project… so what? You are passionate, you are driven and applying those qualities to the right project you will be successful.

5. Focus on the Positive

Each failure makes you stronger, bigger and better. Don’t brush mistakes under the rug, but also don’t stop yourself from looking at all the positives you’ve managed to create. There’s always a balance in business. Maybe you didn’t snag that one big client, but what about all the others you’ve secured? You’ve likely already proven you can be successful on this path, so don’t let one fall determine who you are or colour your impression of an already positive overall effort.

Don’t you know you might find / A better place to play / You said that you’d never been / But all the things that you’ve seen /Will slowly fade away

6Don’t make it personal.

Failure is a great teacher and it allows you to learn some of the most valuable life lessonsSeparate the failure from your identity. Just because you haven’t found a successful way of doing something (yet) doesn’t mean you are a failure. These are completely separate thoughts, yet many of us blur the lines between them. Personalizing failure can wreak havoc on our self-esteem and confidence.

7. Try a new point of view.

Failure teaches you that a certain approach may not be ideal for a specific situation and that there are better approaches. One of the best things you can do is to shift your perspective and belief system away from the negative (“If I fail, it means I am stupid, weak, incapable, and am destined to fall short”) and embrace more positive associations (“If I fail, I am one step closer to succeeding; I am smarter and more savvy because the knowledge I’ve gained through this experience”). Every mistake is a learning opportunity, and after you’ve moved past your emotions, it’s important to revisit your mistakes with a new perspective. Look at what you did that went wrong, but also look at what you did that was right, and what you can do better next time. Failure is rarely so black and white.

Accept failure and rejoice. Failure is awesome. Failing fast gets you that much closer to success.

Don’t look back in anger, I heard Tim say.

Be Amazing Every Day.

Remarkable Leadership requires Coup d’oeil

Remarkable Leadership requires Coup d’oeil

 

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Remarkable leaders appear to share a rare high level skill called coup d’oeil.This strange and relatively obscure French expression, which means literally ‘stroke of the eye’, might be better translated as at-a-glance leadership. Truly exceptional leaders have the ability to take in the whole of a complicated situation, do a fast / rapid analysis and then can express it in simpler, clearer terms and develop the appropriate action to take. They seem to be able to distill complex scenarios faster and get better results and achieve long term success.

There are some fantastic examples given by Jim Collins in Great by Choice, listed as 10X companies, although the author doesn’t suggest the process I shall outline here. It is a sequel to his best-selling Good to Great (2001), which identified seven characteristics that enabled companies to become truly great over an extended period of time. Never mind that one of the 11 featured companies is now bankrupt (Circuit City) and another is in government receivership (Fannie Mae). Collins has a knack for analysis that business readers find compelling.

You would probably agree that the business environment (landscape) has changed dramatically in the last few years and is still rapidly evolving. It is more complex, more volatile, and more unpredictable than any so-called thought leaders predicted. The disruptive nature of technologies has yet to be addressed by leadership training processes.

The skills needed for good leadership have also changed. They are more complex and require adaptive, flexible and rapid thinking. Yet the methods being used to develop leaders have not changed much (if at all) over the last 20 years. My personal view of the current leadership training situation (and where it might go) is given in the table below. It is based on my personal experience over many years, lots of research and many hours of discussion and analysis. I don’t claim it is perfect (far from it) and there are of course many examples of excellence out there; we most seek to learn from their content, structure and delivery.

The best explanation I have found of the term coup d’oeil(and it is virtually overlooked in modern leadership literature) comes from an 1827 classic of military strategy, On War by Carl von Clausewitz. The word strategy in fact entered the English language in 1810, when Napoleon’s success as a battlefield general made him Emperor of Europe. His enemies started studying how he did it so they could learn it too and defeat him. Indeed Clausewitz is credited with coming up with the term fog of war (amongst other gems).Clausewitz’s account of Napoleon’s strategy matches amazingly well what modern neuroscience tells us about flashes of insight. Clausewitz cleverly used a four step process, which I have adapted slightly to reflex some cutting edge neuroscience:

  1. The process starts with the ingestion and absorption of research. Accumulating and taking examples, stories and patterns from history, throughout your life and putting them away careful (filed and labelled) in your limitless filing system of your remarkable brain. Studying memory systems and knowing about modern neuroscience can help in the process. Keep stacking and uploading these examples into your hard drive / Hippocampus. Some might call this process ‘conscious encoding’ and it is the long, tedious part of inspiration.
  2. The next stage is to develop a particular presence of mind, where you free your brain of all pre-conceptions about what problem you’re solving and what solution might work. By learning transformational breathing or other physiological breath work (the very simple discipline of 3 minutes (eyes closed) of slow, rhythmic and even breaths) certainly helps. This can create and facilitate (via the powerful hormone DHEA) a sense of being in the flow, or the zone and helps with the brain chemicals like BDNF which stimulate dendrite growth and new neural pathways. The process of going for a long walk, doing some exercise and even juggling can induce this state.
  3. The third crucial stage is developing the space and conditions for the flash of insight itself to occur. Clausewitz himself called it the coup d’oeil. In this flash and moment of extreme clarity, new combinations of the multiple superimposed examples from history, that were encoded over your life time, are recalled and your super brain re-connects them and joins up the dots. The solution is there to be accessed, innovation resolved and better strategies enabled.
  4. The remarkable leader has then to have resolution, courage and determination to make it happen. This is when the great leader says Ah, I see!, but also, I’ll do it! and Now!

I love the thought of using a 1827 book to inspire leadership training. A good example perhaps ofstanding on the shoulders of giants. Modern technology using fMRI has not given us any definitive brain scans that show differences in the way leaders’ grey matter works. Although the ‘flash of inspiration’ or Coup d’oeil is yet to be recorded by fMRI, there is some consensus that leaders have some commonalities in how they think about the world.

Let’s dissect a standard question used in interviews to ‘find’ leaders: What great leader in history do you aspire to be? This question is intended to examine the types of leaders you naturally gravitate towards and whether or not they are in alignment with your values and what you stand for? Some of the most common answers include: Abraham Lincoln, George Washington, Bill Gates, Steve Jobs, Winston Churchill, Gandhi, Michael Jordan,Teddy Roosevelt, Oprah Winfrey, Tom Peters, Margaret Thatcher and John F. Kennedy.

Consider then the first quotation from American football coach legend Vince Lombardi,

Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.

Kari H. Keating, Ph.D., a teaching associate at the University of Illinois at Urbana-Champaign, who studies leadership, published a study in October 2014 which supported existing research that leaders are made, not born. Expanding on work by leadership researcher Bruce J. Avolio which found that leadership ability is roughly 30% genetic and 70% learned, Keating and her colleagues found that the first step to becoming a more effective leader is to believe that you can be a leader in the first place. That is an intriguing finding as it fits with the Coup d’oeil model of rapid analysis. It also implies that the Clausewitz’ 4 step Coup d’oeil process can be taught, practiced and used. To understand whether you are going in the right direction with your own leadership, ask the following questions to be remarkable:

  • What must you keep doing to be remarkable?
  • What must you stop doing to be remarkable?
  • What must you start doing to be remarkable?
  • What must you think of doing to be remarkable?
  • Where is your unique angle on Coup d’oeil?

The majority of managers are currently developed via on-the-job experiences, training, and coaching/ mentoring; while these are all still important, leaders are no longer developing fast enough or in the right ways to match the new environment. In the emerging future views of leadership, leaders do not have influence simply because they are ‘bosses’ or ‘commanders’. Rather, leaders are people who are committed to creating a world / organisation / team to which people want to belong. It of course involves brilliant communicating, powerful interacting and managing relationships within an organisation, network or social system to move toward one’s highest aspirations.

As we try to take command of our own destiny and guide the destinies of our families, communities, organisations and our planet, the necessity of effective leadership ability has become increasingly obvious. Effective leadership might just need the 4 stage Clausewitz process for Coup d’oeil as one of the keys to our future success and future survival.

Be Amazing Every Day.