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Tiger Woods' mental toughness gets success

Mental toughness, or resilience, is the key to peformance, behaviour and wellbeing. It is defined as a state (which can be learnt), rather than a trait (inherent in personality) and is embodied by people who seek challenges,create change, dislike routine, and like problem solving. It is key to instigating and managing change.

Mental sensitivity is the opposite of mental toughness: it means you let things get to you. Mentally tough people DON’T: adversity happens and they remain calm: instead of getting stirred up they are inspired to achieve despite setbacks.

When it comes to mental toughness, men and women are equally tough. And it can be learnt. You can develop mental toughness: NLP is a powerful tool, as is YogaNidra.

Mental toughness when combined with emotional intelligence leads to wise resilience – which I think is essential for every leader. If you want to get to the top, get mentally tough: one common thing is top people are all mentally tough. The higher position they hold the more mentally tough they are.

The components of mental toughness are commitment, control, challenge, confidence.

Commitment refers to being energised by goals and challenges and ’staying power’.

Then there is control over one’s emotions and one’s life (self efficacy).

People who seek challenges create change, dislike routine, and like problem solving. They actually seek out difficult challenges because it energises them.

Finally confidence has an external and internsl dimension: self belief and interpersonal confidence.

Mental toughness can be developed through the following six aspects

1. Thinking skills
2. Visualisation and mental rehearsal
3. Control of anxiety – fretting can tax the body and promote cardiovascular problems.worry elevates heart rate and lowers HRV. Learn to let go
4. Attention control – my friends tell me that my 30 min YogaNidra sessions give them-stamina, energy and focused performance.
6. Biofeedback – for example, heart waves entrain brain waves; physiologically the heart is a regulator of the ‘bodymind’ system, it entrains the system to coherence.

Maximise your influence for social network leverage

How can we use Twitter and maximise what we Tweet to extend our influence, increase our followers and delight those who are following us? By understanding and applying the science of influence to Twitter we can do all of this.

Firstly a little about the science of influence (bear with me, this bit is important). Robert Cialdini, a distinguished professor of psychology undertook a big study of professional influencers, and found that the skill of influence is captured by six universal factors :

• reciprocity – the desire to give something back to those that give to us
• likeness/rapport – People are easily persuaded by other people that they like (this is the basis of Viral Marketing after all). i.e. People are more likely to buy if they liked the person selling it to them.
• commitment and consistency – being congruent and authentic with our values
• scarcity – a desire to have those things of which there are less (i.e. original content)
• social proof – people want to follow the lead of people just like them and people will do things that they see other people are doing. For example, as a child have you ever run into the middle of a busy market square and just stood there and looked up into the sky? Remember the crowd that soon gathered to stand by you and look up into the sky to see what you were seeing!
• authority – if we claim to be an expert on some topic we are more likely to be successful at influencing others

The term social media and social network inherently implies the act of influencing. After all, why are teens suddenly the fastest growing Twitter group?  They are influenced by celebrities. Here’s how you can use the science of influence to leverage your social network on Twitter to achieve this:

1. Add value, educate or make people’s lives better in some way - Use a URL shortener such as bit.ly to share a link and to add value. Use a link to a photo to illustrate your tweet (TwitPic), upload a video from your phone via an email to YouTube, use qik.com live video streaming from your phone. Also use Twitter’s retweet functionality to add value to your network, by retweeting those that add value to you.
2. Manage your followers –Use the power of reciprocity send them a DM tweet, offer to introduce them to your network (tweet intro), are they actively contributing to your network with regular tweets that are adding value, educating you or making your life better in some way?
3. Who are you following? – are they following you? Are you enough ‘like them’ for them to want to follow you? Monitor if they follow you, if they don’t and they don’t power up your network, should you unfollow them? Have a good ‘purge’ of who you are following every now and then
4. Power up your retweets:
   •  Use retweetable words: ask for help! Please retweet, use of ‘you’, mention the following words: blog post, help, how to 
   • don’t be boring – avoid idle ‘what are you doing’ ‘status’
   • make sure you use good grammar and spelling
   • work hard to write original content and be original
   • don’t swear or self-reference
   • 1pm to 11pm and Thurs/Friday are the best retweet times – focus your activity here
   • Monitor your retweets and @replies – so that you can track what’s working  (see a great post here on this)
5. Aim for quality not quantity – it can be easy to fall into the trap of thinking that you need to get as many followers as possible, perhaps you feel that popularity is measured in how many thousands of followers you have? But, like everything in life it is quality not quantity that matters. Quantity will follow quality anyway. Aim for quality of:
   • followers 
   • following 
   • quality of content
6. Promote conversations – Twitter is a marketing tool to promote conversations around your brand, your company and/or your chosen topic areas. It is forcing a move in the culture of marketing from one-way broadcast campaigns to two-way conversations. So make sure that your conversations are truly two-way – and not rambling monologues, or boring rants:
   • Make an effort to find out what topics are trending and what people are interested in – use hashtags to monitor trending topics and twitter serach to search on keywords.
   • Use tweetdeck to manage multiple conversations and trending topics
   • Use keyword optimisation – so people can spot you on twitter search directories like wefollow and track you on twilert
   • Retweet other people using their words and giving your own personal authority/endorsement

Perhaps we are looking at the slow crawl out of the recession: a CBI report published yesterday shows that UK manufacturers are more optimistic as the outlook for factories is at its most upbeat for over a year.  Around 27% of firms are expecting to raise production levels this Autumn -  a sure sign things are improving.

However, a report published in July claims that whilst UK companies are better placed to take advantage of an economic recovery than their US counterparts, it is their communication and skills gap that could let them down.

The McKinney Rogers report, undertaken with executives in over 100 large and medium sized companies, highlights that one of the biggest challenges for companies coming out of the recession will be to ensure their strategic plans are effectively and quickly implemented. 

Businesses expect that their markets will be dramatically changed by the recession and the best will be able to capitalise on the opportunities that this presents. Despite UK companies being relatively able to adapt to the changing environment, disagreement and conflict in senior teams coupled with skills gaps at operational level and weaknesses in communicating internally will hinder recovery in many companies.

Changeworks Communications offer a strong solution to this through a programme of internal communications. Our Embodied Brand programme and our new 3 day course: ‘High Performance through Accelerated Business Conversations’, are powerful ways to accelerate your business out of the recession.

Watch the video to find out more:

The February issue of Scientific American’s Mind magazine has an interesting news article about identity and behaviour. New research suggests that cloaking oneself in a new identity – even for only a few minutes – can disrupt long-established patterns of behaviour. To conduct the study, psychologists entered the online gaming world and developed new ‘avatar’ identities for volunteer ‘players’ and then got them to do maths tests. From a mix of male and female participants those given a female identity and who competed against two males performed worse and gave up quicker than did those assigned male identities and whose opponents were female.  However the subjects’ real genders did not affect their scores!

Whilst the news item does not elaborate the specifics of how the avatar roles were created or transferred to the volunteer subjects, we know that identity is made up of a number of important factors.  It is who we are, who we see ourselves to be; that is our abilities, beliefs we have about ourselves (ie females are rubbish at maths??!!), our values (a certain form of belief that is non contextual) and our thoughts, as well as our attitudes, emotions and the behaviours and strategies we have adopted for that identity (ie playing dumb to be a female ??!!). 

These are of course, exactly the components we study, deconstruct and reconstruct in experiential modeling (or you could call it experience reprocess engineering!). So this research supports what we find (and have found for the last 25 years) in modeling ability and the structure of experience using NLP.  (Why does it always take the psychologists so much time to catch up with NLP?  my opinion only .. and perhaps a little ‘blind’ at that!!). And what we have found is that the effect of identity and ability is not tied to a lifetime of experiences, and can therefore be deconstructed and taught to others.

In my second interview with David Gordon he talks about how modeling can be used by organisations to improve performance and help organisations become excellent. Drawing on examples of work done modeling technical skills for a patent office, modeling effective team work for a large oil company on an oil platform in the North Sea, and also a modeling study on a CEO to improve leadership communication.  Listen to the 5 min interview below.

Podcast

Changeworks Blog

We are taught about (and I lecture on) the cultural web and this model certainly has relevance when we talk of organisational culture but one thing is missing.  What is the evidence of culture? What is the real tangible measure of culture? It has to be behaviour. 

Behaviour is the outcome from the inputs of those elements of the cultural web, such as symbols, structures, rituals, values.  And when we talk about cultural change we are really meaning behavioural change anyway.

I went to the Chartered Institute of Marketing’s Annual Conference in Birmingham on 11th November and was inspired by some of the speakers there.  Evan Davis was fantastic as the Chair of the event. And several of the key speakers alluded to using employees as champions of cultural and strategic change. John Smythe, founder of Engage for Change, talked about sharing power and adopting a ‘co-creation’ approach to engagement where employees are involved in decision making and building the strategy (the ‘how are we going to get there’ element). I loved what John had to say because it takes the approach of employees as champions of change, perhaps seeing employees as directors of strategic and cultural change from the ground floor.

John listed five routes to engaging for change:

1. Engage the leaders (them as role models)
2. Interventions
3. Transforming communication
4. Build capability
5. Identify measures and drivers

Rather like in the hero’s journey (from Joseph Campbell’s amazing book ‘The Hero with a Thousand Faces’), they need a strong ’call to adventure’ to get them bought in to this process. I can see the hero’s journey applying to organisational change where the hero’s journey starts in the ordinary corporate world, and the employee receives a call (a challenge) to enter an unusual world of strange events.

Glenn Manoff from O2 told us the about the O2 story – a massive employee engagement exercise culminating in the opening of the O2 arena.  And this gave me some ideas for how to get this call to adventure across.  Using an almost trance-like process (akin to Anthony robbins!), a manager cleverly used ‘appreciate inquiry’ as a tool to help people visualise, imagine and connect to a future that is different and more successful than the present.  This is exactly like the ‘Imagine If’ sessions in Viral change.  It helps people step out of their current frame and put on a new, exciting frame that opens them up to possibility. From here we can use facilitated sessions to elicit ideas and connect to a new reality.

“If you can imagine it,You can achieve it. If you can dream it,You can become it.”
William A. Ward

“Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand.”  Einstein

Internal segmentation of employees is sometimes needed to help target different audiences by attitudes, values and potential behaviour around change. It can be useful in a collaborative change programme. We need to consider the outcome and use this as the basis for the segmentation, otherwise it is meaningless. But as part of this process, which doesn’t have to be onerous, we can ask employees where they can add value and what the likely blocks to success will be.  And this is just the start of the co-creation process.

Comment on this article or email me (sue@changeworkscom.co.uk) with your thoughts.  Changeworks Communications helps organisations achieve behavioural and cultural change.