Leadership - Another side of winning with USC Football Coach Pete Carroll

"It's all about how you think." Here is another side to a winning U.S. college football coach who likes to give back to others. He has overcome tremendous adversity to reach this achievements. Whether you are a USC fan or not, soccer fan from Europe or U.S. football fan we think you will enjoy this coach's message. A friend sent this to us this morning before his 6am road cycling bike ride and we had to share it. Happy Holidays!


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What Impact on Your Business does this suggest: Higher Intelligence Associated with Delayed Gratification

Yale University research reports that Most people prefer to have their rewards immediately, rather than have to wait for them, but would what if the rewards of the future are greater than the rewards available now - would you be prepared to wait? What if you were offered £20 now, or you could wait and have £100 in six months time - what would you choose? Being able wait for more valuable rewards is associated with higher intelligence, and now researchers believe they have found a region of the brain that is involved in both intelligence and what psychologists call "delay discounting" - the inability to resist the temptation of a smaller reward in lieu of recieving a larger reward at a later date. Discounting future rewards too much is a form of impulsivity, and an important way in which we can neglect to exert self-control.

Previous research suggests that higher intelligence is related to better self-control, but the reasons for this link are unknown. Psychologists Noah A. Shamosh and Jeremy R. Gray, from Yale University, and their colleagues, were interested in testing the idea that certain brain regions supporting short-term memory play a critical role in this relationship.

The results show that participants with the greatest activation in the brain region known as the anterior prefrontal cortex also scored the highest on intelligence tests and exhibited the best self-control during the financial reward test. This was the only brain region to show this relation. The results appear in the September issue of Psychological Science, a journal of the Association for Psychological Science.

Be an Arsonist and a Fire Fighter – by Paul Sloane

Innovative leaders are comfortable with ambiguity. They know that there are many ways forward. They are evangelical about the vision but agnostic about how to achieve it. They have a clear strategy but are quite prepared to change tactics. They recognise the need for different leadership styles at different times. When it comes to innovative ideas they are alternately arsonists and fire fighters. They go around starting fires under people – challenging them. They ask questions that confront their teams - the kinds of questions that demand answers and actions:

• Can you find a new route to market?
  
• Can you halve our service response time?
  
• How can we break into the Chinese market?
  
• Can we find a better way to provide this service?
  
• Can you design a lighter, cheaper, faster version?

The leader starts many initiatives and then follows up to ask how things are going. The projects that are not succeeding are cut back. If the new product prototype does not please customers, or is not technically feasible or is very costly then the fire is extinguished. Lessons are learnt and the team moves on. The leader has a restless curiosity to try new things. Some people may find this frustrating and ask, 'Why does she keep asking us to try new things and then stop them just when they are getting interesting?' The answer is that only by trying lots of different things are we likely to find the radical new initiatives that we need. Not every interesting project can be pursued to completion. Life is too short and resources are limited. It is essential to eliminate the less promising projects so that we can devote resources to those that show the most potential.

Innovative leaders are a little schizophrenic. They strive for success but fear it. They love to win yet they applaud failure. They are coldly analytical some times and hotly passionate at others. They use left brain and right brain techniques. Their management styles are sometimes tight and sometimes loose. They are proud of what their team achieves yet they are humble enough to listen to feedback. They start fires and they put them out.  

Paul Sloane is an advisor to No World Borders and the author of The Innovative Leader, published by Kogan Page. His website is www.destination-innovation.com

Ten Tips for the Innovative Leader

I recently read and enjoyed Paul Sloane’s latest book, The Innovative Leader. Here are a list of just some of the gems from this book. It's available at Amazon.com (click the title of the link above and go directly to the page on the Amazon web site).

1. Have a vision for change
You cannot expect your team to be innovative if they do not know the direction in which they are heading. Innovation has to have a purpose. It is up to the leader to set the course and give a bearing for the future.
You need one overarching statement that defines the direction for the business and that people will readily understand and remember.
Great leaders spend time illustrating the vision, goals and challenges. They explain to people how their role is crucial in fulfilling the vision and meeting the challenges. They inspire men and women to become passionate entrepreneurs, finding innovative routes to success.

2. Fight the fear of change
Innovative leaders constantly evangelise the need for change. They replace the comfort of complacency with the hunger of ambition. They'll say, "we are doing well but we cannot rest on our laurels, we need to do even better." They explain that while trying new ventures is risky, standing still is even riskier. They must paint a picture that shows an appealing future that is worth taking risks to achieve. The prospect involves perils and opportunities. The only way to get there is by embracing change.

3. Think like a venture capitalist
VCs use a portfolio approach and balance the risk of losing with the upside of winning. They like to consider lots of proposals. They are comfortable with the knowledge that many of the ideas they back will fail. These are all important lessons for corporate executives who typically consider only a handful of proposals and who abhor failure.

4. Have a dynamic suggestion scheme
Great suggestion schemes are focused, easy to use, well resourced, responsive and open to all. They do not need to offer huge rewards. Recognition and response are generally more important. Above all, they have to have the whole-hearted commitment of the senior team to keep them fresh, properly managed and successful.

5. Break the rules
To achieve radical innovation you have to challenge the assumptions that govern how things should look in your environment. Business is not like sport, with its well defined rules and referees. It is more like art and is rife with opportunity for the lateral thinker who can create new ways to provide the goods and services customers want.

6. Give everyone two jobs
Give all your people two key objectives. Ask them to run their current jobs in the most effective way possible and at the same time to find completely new ways to do the job. Encourage your employees to ask themselves—what is the essential purpose of my role? What is the outcome that I deliver that is of real value to my clients (internal and external)? Is there a better way to deliver that value or purpose? The answer is always "yes", but most people never ask the question.

7. Collaborate
Many CEOs see collaboration as key to their success with innovation. They know they cannot do it all using internal resources. So they look outside for other organisations to partner with. A good example is the Mercedes and Swatch collaboration, which produced the Smart car. Each brought different skills and experiences to the team.

8. Welcome failure
The innovative leader encourages a culture of experimentation. You must teach people that each failure is a step along the road to success. To be truly agile, you must give people the freedom to innovate, experiment and to succeed. That means you must give them the freedom to fail, too.

9. Build prototypes
People's Bank has a refreshingly original attitude to new ideas. "Don't debate it, test it," is the motto of this innovative American financial services organisation. Try the new idea at low cost in a section of the market and see what the customers' reactions are. You will learn far more in the real world than you will in the test laboratory or with focus groups.

10. Be passionate
Focus on the things that you want to change, the most important challenges you face and be passionate about overcoming them. Your energy and drive will translate itself into direction and inspiration for your people. It is no good filling your bus with contented, complacent passengers. You want evangelists, passionate supporters. You want people who believe that reaching the destination is really worthwhile. If you want to inspire people to innovate, to change the way they do things and to achieve extraordinary results, then you have to be passionate about what you believe in and you have to communicate that passion every time you speak..

Paul Sloane is an Advisor to No World Borders, and the founder of Destination Innovation (www.destination-innovation.com). He writes and speaks on lateral thinking and innovation. His book, The Innovative Leader, is published by Kogan-Page.