Home' HR Monthly : September 2016 Contents 26
FEATURE: DEVELOPING EXPERTISE
Art Turock is the author of Competent Is Not an Option
(Pro Practice Publishing).
Get rigorous about basics. There are
assumptions that people know what best
practice decision-making looks like, how to
give feedback and how to give a PowerPoint presentation that
won’t make the audience doze off. Choose some leadership
skills to work on each month as a team and individually.
Design many opportun ities every day for skills
practice. Set goals. In presentations, choose
a focus such as being persuasive and ask
colleagues to give feedback afterwards. Good feedback is not
enough – get everyone out of their comfort zones, exploring
what can be improved and suggesting how. Ask for crisp
examples. Everyone take notes!
Game-on situations are high-stakes meetings
with customers or employees, or a strategic
planning session for the senior management
team. These require high performance levels to be second
nature ; you don’t want mere competence, but polished, well-
practised performers taking their game to a different level.
This is where debriefing and feedback come
into their own. Reflection is essential. Build on
what you learned last time. How could it be
Share learnings with anyone who may benefit,
from cross-functional team members to trade
association colleagues and customers. A simple
email will do it, says Turock. Appoint an editor to identify
themes or patterns for what worked or can be improved, he
says. Compile the learnings in a report for sharing.
TUROCK’S METHOD RELIES
ON FIVE PS:
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THE BUSINESS APPLICATIONS
The two researchers have now trained their sights on professionals.
Qualifying tests for doctors, for instance, tend to involve multiple
choice questions about knowledge. “A lot of the time doctors don’t
even get feedback about how patients are doing,” says Ericsson.
“ We need to find how they can deliver superior performance.”
In business, forecasting could take a cue from deliberate practice.
When scenario planning, valuable feedback comes when the correct
scenario emerges, says Ericsson. “A lot of people lose track of what
they were thinking when they were generating predictions.” It’s
important to reflect and learn from the process. “But many just
jump to the nex t thing,” he laments.
Ericsson has come to realise that people often want to believe in
specialness. “I’m yet to find someone who’s exceptional at what
they do, who would cite innate abilities as important for their
success. They all talk about the training.
“People who know exceptional people seem to be even more
wedded to the idea of being friends of someone special, but they
don’t know what it took for that person to reach this high level.”
The good news, Ericsson and Poole conclude, is that everyone has
the main gift in the adaptability of the human brain and body – it’s
just a matter of taking advantage of it.
This feature originally appeared in INTHEBLACK magazine.
HOW TO USE DELIBERATE
PRACTICE IN BUSINESS
Art Turock, a world-class athlete in his 60s and a leadership
development coach for many Fortune 500 companies, uses
the principles of deliberate practice to improve and develop
expertise for business people.
Usually they plead busy-ness with “no time to develop
their skills or reflect”, says Washington-based Turock, whose
coaching method is called ‘Learning While Real Work Gets Done’.
You can lift your game, he says, by turning normal business
activities into continuous improvement tasks. Before all
meetings, presentations and sales calls, take a minute to set
goals, then give feedback and a debrief after reviewing.
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19/08/2016 2:21 pm
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