Leadership

Making the Impossible Do’able

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The practical approach to steep objectives

Growing up in the 90’s in the Adelaide Hills the rest of the world felt a long way away. New discoveries, geniuses, and game changing break throughs seemed to always happen in exotic places a long way away. Nothing of gravity seemed to come from anywhere near me. Layer with this the apathy that came with being a teenager during the Grunge movement and the result was an attitude of impossible. When I grew up and travelled around the world, I quickly realised that people everywhere were normal people like us. They were not extra special, more talented, or cleverer.

It was an eye opener – I have the right to do brilliant things as much as anyone from Geneva, New York, or Oslo.

Grunge - full of angst and apathy

Grunge - full of angst and apathy

She had no right 1

We have recently seen countless examples of people achieving the seemingly impossible. Since writing about Ash Barty’s amazing major win (Ash the quitter), she has gone to number one in the world! We all thought it was impossible that any Aussie would climb to the peak of the mountain. Our tennis system that was apparently devoid of talent, money, and unity – Ash made a mockery of this assumption.

Ash wins the Birmingham Classic to become the World’s Number 1 Female Tennis Player

Ash wins the Birmingham Classic to become the World’s Number 1 Female Tennis Player

She had no right 2

Hannah Green, ranked 114th in the world, rolled up to Hazeltine (Minnesota USA), for the PGA Championship Major Tournament. Green went wire-to-wire (led all the way through the tournament) to win one of the toughest tournaments in the year. Green had no right to win in the minds of the “experts”. But she did. Game changing.

Sitting outside the top 100 ranked players, Hannah Green had no right to win a major tournament

Sitting outside the top 100 ranked players, Hannah Green had no right to win a major tournament

They had no right

In 2016, Leicester City Football Club (soccer) did the un-do’able. They won the Premier League. In an era where only the richest clubs win, this little club won matches. And kept winning. And won until there were no games left. It will always go down as one of the biggest anomalies ever seen in world sport. They were 5000-1 odds (NBC, In a league of their own). I am not a betting man, but I know that these are some of the longest odds in a comparable situation.

Still hard to believe. They didn’t have the resources, the squad, or the pedigree. But they did it. They achieved the impossible.

Still hard to believe. They didn’t have the resources, the squad, or the pedigree. But they did it. They achieved the impossible.

I could write for pages about such stories. And I draw on sport, because it is such a transparent workplace. Everything the leaders, players, and communities do is on show. We get great coverage and insights into what people are doing and how they do it. I feel that sporting stories relate directly to our own lives and workplaces where clear learnings we can be practically used.

This week, I shared an article by Francesco Gino on LinkedIn, written for Harvard Business Review (why curiosity matters). I am a big fan of Gino’s work on Rule Breaking. One statistic from Gino’s HBR article smacked me in the face:

70% of people she surveyed were scared to ask more questions in their workplace.

This is an alarmingly high number, but one I can understand. I am seen as an extravert with a big mouth, but I can often find myself afraid of asking questions from fear of looking dumb, even within a trusted environment of people. So, if we are afraid of asking questions, then it is no wonder that when faced with steep objectives we immediately feel they are unobtainable. How dare we question our assumptions that it is too hard?

Business Battle Lines have been drawn. Higher Up’s have laid out their strategies and they are dealing out the numbers they want to see achieved. Clients and competitors have done the same. If you are saying to yourself “that’s impossible”, then you are not alone (see my previous article on this; Tell em their dreaming). It is a natural response. But, you are also wrong. It is incorrect that ‘unrealistic targets’ are not achievable. They are. It just takes asking a few extra questions.

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Starting with the mindset that your objectives are achievable is the first step.

Secondly, throw out the rule book. We discuss Audacity as one of the critical Behaviours That Matter in my programs. A part of this is separating ourselves from what we did. The controversial author, Jordan Peterson writes “the past is dead” in his book The 12 Rules of Life. Peterson is referring to the fact that what has happened cannot be changed as apposed to the future, which is still completely malleable.

The third step is implementation. What are the habitual behaviours you can set in motion now? The first one I would suggest is to set yourself to ask more questions. Inspired by Gino’s work, we can take that extra moment to discuss, question, and go deeper into what is happening, why it is happening, and how can it happen better?

Along with remembering the feats of Barty, Green, and Leicester City we can set ourselves up to not only achieve the impossible, but set ourselves up to establish a new benchmark that could not have been imagined.

 

Learn more about Audacity and the HAT Competencies here.

Blue Vests for Inappropriate or Inspirational?

AFL’s reaction to the increased poor behaviour in match day crowds (image: Reddit)

AFL’s reaction to the increased poor behaviour in match day crowds (image: Reddit)

The balance between safety and Orwellian dystopia

One of life’s joys in my world is going to watch live sport. I loved playing and intend to enjoy swinging a golf club for decades to come, but watching elite sport is special to me. In fact, I get a little angsty if I go too long without it. I love how I can be watching a sporting event anywhere in the world and turn a stranger next to me and discuss a topic on hand freely with complete openness and connection. Its great fun!

I also love getting parochial. I am big, loud, and can be as one-eyed as any other supporter (i.e.. my team is always getting a raw deal.) It is also a good opportunity to catch up with mates and discuss everything that is going on in our worlds.

With my crew at the Liverpool FC exhibition match at Adelaide Oval a few years ago

With my crew at the Liverpool FC exhibition match at Adelaide Oval a few years ago

It is for all these reasons that my first reaction to the AFL’s Behavioural Awareness Officers at football games this week has been met with scepticism. The supporter nation has expressed its distaste to this initiative as there is a feeling in Australia that yet another layer of policing and surveillance has been introduced.

You can hear the sporting population crying out “What! Now, I can’t even go to a game of footy without being treated like a school kid!” The parallel to George Orwell’s 1984 are being drawn often, and this does not fill my heart with joy.

On the other side, there are harsh realities to face. Do we know how to behave? Are we good at self-regulation? Is it the small minority that ruin it for the rest? In the context of AFL footy, there have been an increased incident of fist fights at games in recent years (the Age). 2019, has been full of anti-social behavioural incidents and trend is not going in the right direction.

So, if the answer to the above questions was ‘no’, then what is the appropriate action to nudge us in the right direction?   

A friend of mine from childhood, Brooke Taylor, works hospitality at Adelaide Oval during AFL games. She speaks of a heavy police presence that should be able to manage anti-social behaviour as there are already plenty of them at games. This on top of security guards dotted around the ground and in stands.

Yet, the AFL felt the need to add another layer of targeted security – the Blue Vested Behavioural Awareness Officers.  

A heavy Police presence - is more of this answer in our communities, teams, and organisations?

A heavy Police presence - is more of this answer in our communities, teams, and organisations?

In my view it is clear that no one wants to be in any environment where they feel unsafe. So Inappropriate behaviour is what we want to eradicate. On the other end of the spectrum is the behaviour we want to encourage; I would suggest this is Inspirational behaviour. Then there is a large gulf in the middle with the centre probably being Vanilla (a generic term for boring or non-descript).

The Behaviour Scale. In the pursuit of Vanilla we can increase the Inappropriate.

The Behaviour Scale. In the pursuit of Vanilla we can increase the Inappropriate.

In searching for lowering the Inappropriate it would seem the AFL have aimed to increase the Vanilla. By doing this, there has unfortunately been an increase in the Inappropriate. Not a decrease.

 It would seem that the Inspirational has been left out of the discussion. Some of the comments in the media have displayed this. A good example is that of Jeff Kennett (ex-Victorian Premier, and current Hawthorn president) saying,

"I’m not being racist when I say this, but when I saw some of the footage, the people who are making judgments while they wear these authoritative coats, are not people who appear to have a great knowledge of our game."

This is not helpful, and Kennett has apologised since. But there is one element in his comment that is near the mark. Stay with me on this.

In 2004, Portugal hosted the European Cup in soccer (like the World Cup, but for European Nations). The Portuguese were readying themselves for an invasion of English fans (called Hooligans) that would travel in mass and had a reputation as the most thuggish in the world. Riot gear and water cannon tanks were being marshalled ($21 million worth!). Aside to this they also enrolled other help. Clifford Stott, a crowd violence expert was drafted in to help. He implemented Blue Vests, coincidentally as the AFL have done. But in a very different way and with greatly different results.  

Riots in Portugal’s Euro 2004 tournament occurred where Riot Police were stationed. Coincidence?

Riots in Portugal’s Euro 2004 tournament occurred where Riot Police were stationed. Coincidence?

 Stott, implemented the following ideas:

1.       No riot gear – this signals war. It signals get ready to fight. The exact opposite message to send the crowds.

2.       Select the right people – he did not select officers for their riot control skills, but ones that had good social skills. They could have a friendly chat and strike up conversation.

3.       Study – all of these officers were encouraged to study the teams, the players, the coaches, and form guides. This is the bit Kennett was on nearer the target on – game knowledge is crucial to be able to interact in a way to signal positive behaviours.

4.       Intervention – policing at the level the crowd saw as appropriate, not a level the police saw as appropriate. This was the toughest initiative to get the team behind. It seemed illogical but proved essential. This would eradicate feelings of injustice and violent responses.

The result was that over a three-week period, Portugal welcomed over one million fans and there was only one arrest of an English supporter. There were 2000 police-crowd interactions reported, with only 0.4% qualifying as disorderly. The only violence experienced was in areas where Riot Policing was still being utilised. In fact, one incident occurred in Portugal where English fans asked the Blue Vests to sort out another policeman who was using force on a punter. The Hooligans were now policing the police’s behaviour!

In 2008, they literally wrote the handbook based on Stott’s and other’s work called Policing football in Europe. Not everything translates, but Gillion McLachlan (AFL CEO) could do with including this in his bedtime reading.

The big lesson I take from this is that when the police, security, and the crowd have a sense of shared purpose, the Inspirational behaviours are encouraged. Everyone is on the same side.

This provides us all with an opportunity to reflect on our teams and organisations where all too often there are heavy handed tactics to ‘Vanilla’ everyone’s behaviour instead of encouraging Inspirational behaviours.

What type of Blue Vests do you want to see? What type of Blue Vest are you?

Infinite is possible

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Liverpool Football Club show us anything is possible

Last week, Liverpool Football Club (LFC) won when they had no right to win. The Full Story here for those that do not follow European Soccer, or Sport in general. LFC had their best players sidelined because of injury, were playing the best team (and player) in the world, and had to score three goals without allowing Barcelona to score one. The assignment was as tough as any seen in the industry.

Jurgen Klopp, the LFC Manager, simply asked his team to go out and “celebrate football”, and to “fail beautifully”. There was no focus on result, but more a focus on enjoying the opportunity and the shared experience. In the ultra-macho world of sport, we are starting to see leaders show the value of openness, vulnerability, and using the concept of love.

Even in Australian Rules Football, we saw last year’s runner-up Coach Nathan Buckley (Collingwood) declare his ‘love’ for his players at three-quarter-time in the Grand Final. They lost, but are stronger and more united than ever since that day. This would have been taboo in years gone by. And, it still may be in boardrooms today.

Click to watch Raw Emotion - The Coach's Grand Final experience

Click to watch Raw Emotion - The Coach's Grand Final experience

These men are showing us that through Social Proficiency they are gaining elite performance. They understand that technical ability and analytic ability are important and need to be worked on every day for improvement. But the social abilities are where the truly transformative results come from.

Klopp described his team as being “f*!king mentality monsters”. From what I understand there are a few ingredients that go into being a mentality monster:

1.       Belief – knowing ‘we can do this’. Usually coming from doing the work and doing this work over a prolonged period of time. There are no short cuts.

2.       Undistracted – is that even a word…? It is now. No matter what the world is throwing at us, we will continue to focus on the few isolated things we need to do now to drive the project forward.

3.       Passionate Care – we need to find meaning. Otherwise it is difficult to push when all seems lost.

4.       Shared Purpose – the elements that tie everyone together in their efforts.

"They are f*!king mentality monsters", Jurgen Klopp in a live interview on Sky Sports

"They are f*!king mentality monsters", Jurgen Klopp in a live interview on Sky Sports

When asked to achieve an insurmountable target or goal, remember Jurgen and his boys. Remember the red men, and how they sent Barcelona packing when every single rational thought told us it was not possible.

It doesn’t just happen in the movies. Infinite is actually possible for all of us.

Play Beyond Targets is a multi-discipline program with four key pillars to help professionals build rhythm into their workflows, their teams, and their organisations. It is with this Rhythm that effectiveness can skyrocket enabling people to achieve well beyond what they thought was possible. Get in touch with me directly to find out more - paul@paulfarina.com.au