'It Pays to Look, Listen, and Learn'

Below is an article in today's Charlotte Observer that is a quick but great read that I thought you would enjoy:

It pays to look, listen, learn
STELLA M. HOPKINS

Marine Lieutenant General Joe Weber recently addressed a luncheon group of Marines, former Marines and other military service members in Charlotte.

Joe Weber was a student at Texas A&M University when school president and D-Day hero Maj. Gen. James Earl Rudder taught a valuable lesson.

"We thought we were hotshots," said Weber, now a three-star Marine general. "He said, `You need to understand. Your purpose is to sit and let us teach you a little about the world before you go out there trying to change it.' "

Listen and learn before acting is advice that served Weber well during his 36-year career as he rose to be among the nation's 10 highest-ranking Marines.

Now he commands 74,000 Marines and a $32 billion budget. He's in charge of organizing, training, outfitting and dispatching Marines and their gear to the wars in Afghanistan and Iraq and elsewhere in about half the world. His main war-fighting group -- based in Eastern North Carolina -- numbers about 50,000 Marines.

He recently addressed a Marine support group at a lunch in Charlotte and talked with the Observer about leadership, delegation and motivation. Questions and answers are edited for clarity and brevity.

Q. What are the key attributes of a good leader?
You've got to get up in the morning, look yourself in the mirror, and you've got to like what you see. You've got to know yourself, know your strengths, weaknesses. You've got to know your people, their strengths, weaknesses. And you've got to know your job. If you don't, the people working for you will pick up on that very quickly. You have to empower your people, make them feel they're part of a team, that they contribute to the decision making.

Q. How do you balance that contribution with the military's need for soldiers that follow orders?
I didn't say question decisions all the time, but you're not going to get people to obey you on a moment's notice, over extended periods of time, if you don't have the established trust and loyalty. Maybe it will work once by fear and intimidation.

Q. What has been the hardest aspect of leadership for you to master?
I'm a pretty basic type guy. To be a really great leader, you've got to be a visionary, look out to the future. That's hard for me. I'm pretty enthusiastic and charismatic. I probably don't focus out in the future as much as I should. That's difficult when you get wrapped up day to day.

Q. How do you decide what to delegate?
That's determined based on the environment you're working in, the conditions you're working in, also who you have to work with, what your people are capable of doing. That goes back to knowing their strengths and their weaknesses. We should always be looking to delegate as much as we can, to give your people as much as you can, to learn to use their own leadership to resolve problems. And knowing when you can't, you have to pull back.

Q. How do you train people to know which decisions are theirs to make and to have confidence in making them?
That's done over a period of time, with a lot of face to face, a lot of discussion, a lot of people having access to you, seeing on a day-to-day basis how you work -- what makes the boss happy, what does he like, what doesn't he like. When people know what to expect, then I think that helps give confidence to make those decisions.

Q. You're responsible for tens of thousands of people, some of whom will be wounded or killed. How do you motivate folks who face such high on-the-job risks?
A lot is leadership by example. You have to demonstrate courage. You've got to be focused on providing good training so when they go into dangerous situations they're focused and confident. You've got to be honest and loyal. Loyalty runs both ways, up and down the chain of command. You have to instill a sense of brotherhood and teamwork. No one person is more important than the other in these dangerous situations. Young Marines in combat will tell you they fight for each other. You've got to build that. Then they'll do anything you want them to do.

Q. The war in Iraq is unpopular. Does that affect motivation?
They're all volunteers. They're enthusiastic. They very much know what they're getting into. That's different than the Vietnam War when we had the draft. The nation, communities, no matter what they think about the war, the support has been there.

Q. What about you?
Anytime you're in a large organization, you're subject to criticism. Look at our politicians, our CEOs. Generals in the military are no different. You have to handle it. Sometimes the critiques you get make you a stronger person.

Q. You were chief of staff of the Multi-National Force in Iraq, March 2004 to May 2005. Are we making progress there?
When I first got over there, I felt we'd made some mistakes in how we thought it would turn out. My attitude was, we are where we are. Let's see how we can make it better. Today, if I went back, I would be surprised. It appears they've made a lot of progress.

Q. What's your best advice to any leader, in or out of the military?
Don't ever forget where you came from. It keeps you in touch with the people you're leading and taking care of. It's very, very easy, as you get more powerful, to think you're a little more important than you are. You forget what you're there for: to take care of your people.

TALK FROM THE TOP
AN OCCASIONAL CHAT WITH BUSINESS LEADERS
Joe Weber
MARINE LIEUTENANT GENERAL
Lt. Gen. Joe Weber
Born: Texas. Age: 57.
Family: Married, two children, one granddaughter.
Military family: Daughter married to a Marine. Son, an F-18 pilot with the Marines in Beaufort, S.C.
CAREER
1972: Graduated Texas A&M University, commissioned an officer, began career as an artillery officer. Served in multiple command and staff positions around the world, including locations from Mississippi to Japan, Oklahoma to Panama, as well as posts at Marine headquarters in Washington, D.C.
1998: Became brigadier general.
2005: Named the commanding general for III Marine Expeditionary Force, stationed again in Okinawa, Japan.
July 2007: Became Commander U.S. Marine Corps Forces Command; Commander USMC Bases, Atlantic, and Commanding General Fleet Marine Force, Atlantic, stationed in Norfolk, Va.
Thoughts on returning to a U.S. command after spending 8 of last l0 years overseas: "It's an appreciation you really gain about how good we have it here. We're blessed."

'Taking Play Seriously'

Today I posted an article on the importance of play in workouts. Check it out at http://www.athletebydesign.blogspot.com/.

Sports Profile Update

I am EXTREMELY excited to announce that the official release of the Sports Profile is finally just right around the corner. The feedback from coaches, parents, athletes, and general managers of youth sports all the way to international professional clubs has been tremendous.

Below are a few update highlights for this completely new method of psychological profiling of athletes:

• over 350 athletes have now taken the profile from ages ranging twelve and up through professional athletes
• two different versions will be available
• another 400 athletes will take the profile within the next four weeks
• the profile will be available in four different languages
• preliminary stats are close to completion regarding the first profile group
• the initial data is presenting some patterns of decision making of youth that will have a critical impact on developmental programs
• more to come soon!
  

Real Life Example of Intrinsic Value

Yesterday I posted on 'Understanding Intrinsic Value'. Today I came across this video that portrays exactly what instrinsic value is all about!

This young many truly inspires all of us to go after our dreams no matter what obstacles stand in our way!

Understanding Intrinsic Value

How do you feel?

Think of just about any post championship game that you have watched on television and what is the first question that the commentator asked? Most often the question is:

How does it feel right now to be the champion?

Intrinsic value is all about 'feeling'. Have you ever had a gut feeling about a teammate where you said to yourself 'John is really struggling right now, maybe I can help'? If so, that is the ability to be highly empathetic (understanding and sensitive to others).

In the picture above, these NFL Green Bay Packer's Fans intrinsically value their team. They love their team for who they are...win or lose. More on intrinsic value below:

• is about the 'wholeness' of something or someone
• focuses on who a person is not what they do
• answers the question 'Who do you want to be?'
• involves the ability to understand others (coaches, teammates, etc)
• includes words that create feelings or emotions (both positive and negative)
• includes phrases such as 'Spirit of the game' or 'Heart of a champion' or 'Love for the game'.

Intrinsic value questions relating to one's world view (empathy) include:

• How important are my teammates and coaches to me?
• How well do I get along with my teammates and coaches?
• How well can I handle mistakes made when I rely on my teammates?
• What are my realistic expectations of my teammates and my coaches?

Intrinsic value questions relating to one's self view (self-esteem) include:

• How well do I understand the value that I bring to my sport as a person?
• Do I have an inner desire for self-development?
• What is my attitude about my personal problems?

Understanding Extrinsic Value

Last week I wrote a short article on "Understanding Systemic Value", which is basically the foundation of human value. This week let's take a step up the heirarchy and explore the extrinsic value dimension.

How Do You Compare?

Extrinsic value is all about comparison and getting results. In the picture above, the player with the ball has to clearly and quickly compare a number of different options of what to do in his situation. For example, does he just try and hold the ball until he can get support? Or does he try and cut the ball back between the two defenders? Or does he simply just try and clear the ball as quickly as possible?

So in this situation it is about which choice does he make in order to get the best result. Below are a few more points of intersest regarding extrinsic value:

• this is the dimension of comparison to get desired results


• extrinsic value answers the questions 'How do I...' and 'What is the best way to...'


• it is about determining what is relevant within a complex situation


• seeing the benefit of one's actions


• includes words such as choices, best option, process, integration (how people work together)


• Internally it is about role awareness. In other words, what are the roles that you think you need to play in order to get results or accomplish your goals


• it involves one's attitudes towards team success as well as team failure


• Internally it involves one's attitude toward their own peak performance and their own poor performance

Below is a sample chart comparing one's strengths and weakness in the extrinsic value:

Are You Breaking Down or Building Up Your Teammates?

If you consider yourself to be highly competitive, it is important to take a step back every so often and ask yourself if you are breaking down or building up your teammates. Which scenario below resonates best with you?

Scenario #1

There are ten minutes left in the game and your team is in a must win situation. A few of your teammates are not stepping up to the challenge and are making some mistakes due to fatigue and pressure. You quickly run over and communicate with your teammate in the following way:

• focus on the problem not the actual person when discussing their mistake


• let them know that you need their best effort, not their perfect effort


• be specific


• praise your teammate before you expose the issue


• end the quick conversation with a positive not a negative comment

Scenario #2

The same as scenario #1 and you communicate with your teammate in the following way:

• magnify their mistakes as worse then it really may be


• focus on the negative


• verbally attack your teammate and not their action


• value your teammate only to the level at which they can or cannot play the game


• be general (i.e. You always... or You never...)

Will You Go the Extra Mile?

If scenario #1 sounds most like you, then you most likely highly value interpersonal harmony. This answers the question what are your realistic expectations of your coaches and teammates?

Athlete's with this strength are usually considered a team player, concerned for others, strong communicator, and enjoy interacting with their teammates.

How Realistic Are You?

If scenario #2 sounds most like you, then you most likely give much attention to interpersonal conflict. This answers the question how well can you handle mistakes made when relying on your teammates?

Athlete's who have a high positive attitude score here generally tend to magnify the mistakes and faults of others, even to the point where a loss is instantly blamed on someone else. Has this ever happened to you?

The Choice Is Yours

These are just two attributes that help to define an individual's decision making pattern. No matter which scenario sounded most like you, the goal is to first identify your present mindset. Then find out if that decision making pattern is working for you or not.

Take a few minutes and ask yourself the following questions:

• What is it costing you by having a 'break down my teammate' mindset?
• Is this mindset more for your benefit or your teammates?
• What can you accomplish with a 'build up your teammate' mindset?
• How would things be different for you on the field or court of play? Write down an specific example from a recent game that you participated in.
• Would you feel different? If so, what types of feelings would you now experience?
• Can your teammates benefit from you feeling this way?
• If so how?

Communication without Words

When it comes to communication we often think of what other's are saying or how we are listening. However, communication doesn't always come in verbal form. In fact, communication without words is sometimes the strongest way to get a point across to others.

Feel Your Way Through The Game
You see, communicating without words is all about communicating intrinsically. Athletes often rely and trust most their intrinsic thinking when it comes to dealing with pressure. In other words, they will feel their way through the game.

Coaches often gauge player improvement by what they see with their own eyes during the game and not by timed sprints or a win/loss record.

From Good to Great
It is this type of communication that allows a good player/coach to become a great player/coach. Getting beyond focusing on the X's and O's can help raise your ability to achievement!

Quote of the Day

"Talent wins games, but teammwork and intelligence wins championships."- Michael Jordan

Do Your Athlete's Value TEAMWORK?

"Individuals play the game, but teams win championships."

This is the sign that is in the New England Patriots team locker room. This says it all! It's a life rule, no one achieves any level of success completely on their own. Do you have any athlete's on your team that have incredible individual talent but struggle to be a team player? If so, below are some examples of attributes that will give insight into a player's attitude towards the value of a team:

• Interpersonal rapport- How well does the athlete get along with their coach/teammates?
• Interpersonal harmony- What are the athlete's realistic expectations of their coach/teammates?
• Interpersonal conflict- How well can the athlete handle mistakes made when relying on their teammates?
• Team orientation- What is the athlete's level of understanding and involvement with teammates and their sport?
• Attitude towards team success- How well does the athlete thrive in a team setting?
• Attitude towards team failure- What is the athlete's response when the game does not go as planned?

*Note: These are just a few of the thirty nine attributes objectively measured in the InnerTactics Sports Profile.

What have you been able to achieve just by being part of a team that you could not have on your own?

Athletic Talent

The world of sports is obsessed with talent. In fact, it is most evident in youth sports! How many times have you heard a dad or mom say 'my child has talent and could even be the next future star'?

But just what does talent mean? Take a few minutes to work through the following exercises to help you build clarity around what talent means to you.

• How do you define talent?


• What about having talent is important to you?


• Think of the most successful athlete that you have worked with. How did talent affect their success? Where there any other attributes that also contributed to their success?


• Now think of an athlete that you know who has tremendous talent but has yet to be successful? Name three key qualities that prevented this person from achieving their best?

When it comes to talent, there are three main areas to focus on:

1. Identify talent


2. Recruit talent


3. Develop talent
   

Just about everyone accomplishes the first two but stops there. It is number three that truly defines the good coaches from the great coaches.

After having answered the questions above, ask yourself what steps are you taking to develop your talented athletes both physically and mentally?

Understanding Systemic Value

Systemic Value
Otherwise known as structured thinking, this dimension is built around rules, policies, systems, yes/no type thinking. Below are some additional components of this dimensional value:

• includes words such as plan, sort, categorize, order, logic, etc.
• Answers 'should' type questions. i.e. 'Did you do what you should have? or Did your teammate do his job?'
• In sports it involves how well does the athlete understand the rules and demands of the game
• Internally it is about self-direction and self-image

Below are some additional questions to ask based on systemic value:

• How well do you understand the rules of the game?
• How well do you understand the game plan?
• What is your attitude towards authority?
• What is your attitude towards breaking the rules?
• What is your attitude towards being compliant?

Avoid This To Maximinze Your Potential

Just as the goal of multi-dimensional strength training is to focus on integrating multiple joints of the body through fundamental movement patterns, the same can be said for how an individual thinks.

The most successful athletes have a balance between the three dimensions of thinking (intrinsic-extrinsic-systemic) and can pull from each of these areas when needed. It is the athlete who pays little attention to one or two of these dimensions in their decision making process that struggles to reach their potential.

So if you want to maximize your potential, be sure to pull from all three dimensions of thinking! Just how can you do that? Well start by asking yourself the following questions:

1. How does this make me feel? (intrinsic)
2. What action do I need to take to accomplish this? What is it costing me by not taking action? (extrinsic)
3. How well do I understand the rules/framework/boundries of this opportunity or situation? What is it costing me by not fullly understanding this structure? (systemic)

3D Thinking

Over the past decade of training athletes there has been a trend towards multi-dimensional strength training. The basic idea is that because athletes move in multiple planes of movement (front to back, side to side, and rotational), a sound strength training program should also reflect these same demands in order to best prepare the athlete for optimal performance. If this is true for physical development, can it also be true for the mental side of performance?

3D Thinking

Based on the science of axiology and the work of Robert S. Hartman, it is proven that people make decisions based on three dimensions of thinking. It is the unique combination of these dimensions that create an individual's unique decision making pattern. Each pattern is a combination of clarity and bias within each dimension that creates an individual's strengths and weaknesses.

Below are the three dimensions of thinking:

1. Intrinsic


2. Extrinsic


3. Systemic

Over the next few weeks I will review each of these areas as it relates to sports performance.

Carl Lewis: Beyond Sport

Inspirational Movie for Your Success: The Impossible Dream

A former athlete sent me this video clip. I actually had the chance to meet Roger a few years ago.

As the video discusses, it is all about self belief.

Has a bad day ever disrupted your practice?

Hey we all have bad days which can be due to a number of reasons ranging from problems with a significant other, performed poorly on a test in school, or even forgot to

However, when it is time to go to practice or a game you have to leave all of that behind you before you step onto the field or court. If you are struggling with getting pumped up to practice, just remember that you can always act your way into a feeling!

Even better, ask yourself the folllowing question and watch how quickly you can be more consistent at bringing your best game:

If my teammates match the same level of effort today in practice that I do how much will we actually improve?

What are you saying to yourself when in times of high stress?

Nobody listens to you more than you listen to yourself.

When that moment of truth comes and you have to step up and perform just remember:

You can talk your way out of anything, but you can also talk your way in to anything just as well!

How do you match up to THIS survey?

According to Markus Buckingham:

• 60% of people feel an emotional high once per week
• 70% of people play to their strengths once per week

If you fall into either one of these two catagories then I have some encouraging news for you...

It is 100% possible for you to dramatically affect both of these numbers mentioned above! But how?

Step back and re-evaluate the following:

• your individual strengths and weaknesses
• create a clear description of your present working environment
• list your top three daily stressors- job and personal
• identify your teammates on the job- how do they support you and vice versa?

Once you have gotten clarity around each of these then sit back and ask the last two questions...

1. What is missing here?
2. What is the number one negative that I can immediately eliminate?

5 Key Questions to Jumpstart Your Week

1. What are you most certain about in your job/profession?
2. What percentage of your day do you 'play to your strengths'?
3. How many times per week do you actually feel an emotional high while at work?
4. Do you feel that you can talk about your strengths without sounding arrogant?
5. Do you feel that you can talk about your weaknesses without sounding wimpy or pathetic?