Practice … The Missing Link – Part 3 of 3

We visualize a specific desired performance and then plan a development event to assist in attaining the target. This is a logical approach learned early in our work life. The process is at times hamstrung by a misguided manager who attempts to build the development plan on our perceived weaknesses.

Even with a priority focus on strengths, we can still become stalled with our development event. There is a missing link … the link binding development to performance.

Practice … is the link. We visualize the performance (outcome), plan the development (what), and then act in our practice (how).

What + How = Outcome
Development + Practice = Performance

Practice is where you implement and integrate. For the leader, all practice strategies are ultimately observable behaviors.

As you visualize the specific desired performance, pay attention to the particular behaviors you see necessary to the story you want told. These are the behaviors that will lead to your desired/required outcomes and results. Let these behaviors guide you in outlining the specific processes that will guide your unique practice.

The greatest 21st Century leader consciously does three things well:
1) Makes the Intangible Tangible for those he/she leads
2) Manages the Principle of Perception
3) Practices … and practices, practices, practices

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About Jeff Brunson

In this whirling 21st Century the individual needs to embrace the authentic self and confidently leverage the energy and power found there. As we entered the 21st Century, I became more concerned about what leaders like you needed for successful influence and personal fulfillment. As we move deeper into this challenging 21st Century, I’m more convinced than ever that the core of my work is in helping individual leaders remember who they are − a trueness. It is about confidence found in your authenticity.

3 thoughts on “Practice … The Missing Link – Part 3 of 3

  1. Hi Jeff! Been a while! Anyway, just wanted to thank you for this 3 part series. It helped me understand that at times I have been that misguided leader…focusing on weaknesses or “opportunity area’s” when conceptualizing team members development plans.

    Secondly, just a note regarding managing reality versus managing perception…a topic you and I have discussed in the past. In a nutshell, I find the idea of the business world blurring the line between these two fascinating. I have told many people in the past that the best advice I EVER recieved from my manager was that I needed to manage perceptions more times than reality, especially when it comes to customers.

    As a manager do I strive to bring perceptions down(?) to reality, or reality up(?) to perceptions. Or is a happy medium the key (or is that just mediocrity)?


  2. Lloyd,
    Thanks for the comment. And thanks for the challenge.

    The advice to manage perceptions more times than reality was spot on … mostly because other’s perception is their reality. You will remember from our conversations that we said people get their percetions from what they observe.

    Observing behavior is just as tangible as measuring a result. And that is why and observed behavior creates such a mental reality.

    Your questions at the end of your comment are intriguing. My first thoughts made me laugh a bit. I would strive to bring a perception down to reality when reality is better than the perception. And leave perception alone when it is better than reality.

    I guess the best answer has something to do with honesty and integrity. And I wonder if the real answer has something to do with whether we must react or be proactive.

    Reactive – When the perception is not what we wish, then we must adjust observable behavior.
    Proactive – We choose behavior based on the outcomes we desire and thus build our Brand.

    Both of these require commitment and take time.

    Thanks for making me think!

  3. Pingback: The Revolution – The Principles « Jeff Brunson

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