In the 1992 book Mastery, George Leonard reflects on how we as individuals and professionals learn and gain competency in various skills. Some of us dabble in learning, some of us seek the “hacks” that will get us the biggest bang for our buck or time investment. Still other engage in true practice toward mastery or what Leonard describes as “the path upon which you travel… anything you practice on a regular basis as an integral part of your life- not in order to gain something else, but for its own sake.” This definition stands in stark contrast to much of formal education paths many of us have traveled, yet, we know that a certain point in our individual and professional development it is crucial to cultivate a regular practice of curiosity and even disruption to combat over-whelming demand in our culture for a quick-fix at the lowest common denominator. Are you a dabbler? or maybe a hacker? or are you on a path to mastery as leader or professional? If so, this book will likely be a source of insight and inspiration for you for years to come.

Many a sports fan will smile when I reference the passionate philosopher Allen Iverson and his 2002 monologue regarding “Practice.” Whether you agree Professor Iverson had a valid point and his failure to attend practice did not warrant being benched by the NBA’s 76’ers or rather you thought Iverson’s rant were the ravings of yet another spoiled franchise player, he raises an important point on how we as professionals and leaders approach our work. In reality, aren’t always practicing something? Our habits and routines, our most engrained reflex responses, are a direct result of what we practice. Shifting behavior, whether that means being more patient, more decisive, less defensive or better at managing deadlines, does not occur from reading articles, watching power points or even profound “aha” moments. It only occurs through intentional, repeated and unwavering practice. Our brains and neural pathways are both malleable and resistant to change- so for good or bad, what you practice over time you become. As a leader and professional, what are you practicing today?

Strategic planning can be both powerfully good and powerfully bad for an organization. Done well, a strategic plan can increase profitability and help organizations and their leaders say yes to the right things and no to the things that can wait or don’t really support the organization’s goals. This is very important in this day and age when shiny objects abound and many organizations are literally building the bridge as they walk across it. Bill Conerly writer and Forbes contributor said the following in his August 2013 strategic planning article for the magazine, “I walked into my office this morning and my strategic plan dictated how I spent the morning. If your strategic plan fails to define what the management team does every day, then it needs good action steps.” Is that what your strategic plan does for you? If not, does the mere act of going through a strategic plan process help your team and organization? Actually, it may do just the opposite. If you ask your team for time and input in creating a strategic plan but don’t ensure that you leave with measurable and verifiable goals, ones that can be tracked for achievement or adjustment, you are setting your team up for a demoralizing shift in culture and engagement. This lack of follow-through is how organizations end up with mission, vision and value statements that are dusty and unrecognizable to their employees and stakeholders. This is also how a leader’s “brand” regarding integrity and efficacy suffer over time. What will you do to ensure that your next strategic planning session is powerfully good at helping you make the most of organization resources, increase the bottom-line and achieve your organization and department goals? Make sure you provide the critical, tenacious leadership and follow-through during this critical organizational process.

Feedback is defined as helpful information or criticism that is given to someone to say what can be done to improve a performance, product, etc. The great thing about Webster’s definition of feedback is that is takes a larger view of the practice of feedback. It includes the giver, the receiver and the valuable information; all as active players in this key development process. Why then have we focused for years on only the art of giving feedback? This is an important skill that sets many leaders apart from their colleagues. But isn’t it true that receiving feedback gracefully and with skill is also important to our personal and professional development? If you had to rate how you perform in terms of receiving and implementing feedback, on a scale of 10, where would you score? If you are feeling confident, ask a colleague, or even better yet, your assistant, how they would rate you. Then thank them- you both just took a risk. It is challenging to ask for, share and receive of feedback but you won’t find more focused data for your personal and professional development anywhere.

Young, rising professionals sometimes have a “tell” in their voice that communicates to the listener that the speaker is not quite as confident as they appear. Heard most often initially from women, there is a phenomena known as “up-speak” or “up-talk.” Psychology Today writer Hank Davis describes up-talk as “ the ever-growing tendency to end statements with upward inflections making them sound like questions. Like you’re not quite sure what you’re saying is true. Or clear…..To suggest that you’re willing to back down, or restate your point, or change your viewpoint altogether if your listeners don’t nod their approval.” Davis is echoing a sentiment observed worldwide and now from observed with more men rather than just young women. So what about you? Have you observed any changes in your own voice or posture, maybe when advancing a new idea or a opinion that runs contrary to your colleagues? Listen carefully to your own message- not just the words but how you speak them. Notice where your tone shifts and let those shifts be your guide to the places where you have a golden opportunity to cultivate more confidence.
http://www.psychologytoday.com/blog/caveman-logic/201010/the-uptalk-epidemic

Dr. Travis Bradberry, author of Emotional Intelligence 2.0 shared an article 9 Things a Successful Person Won’t Do warning that successful people don’t say yes to things they don’t want to do. Personally, I am interested in a lot of things and there were always opportunities for learning and serving in my organization or community a various ways so learning to say ‘no’ was a hard won victory for me. At some point in my career, I saw clearly that all my yeses were amounting to clear no’s for some of my own personal and professional goals. A well placed “what an exciting opportunity, I am thrilled that you thought of me. Let me think on that/check my calendar and get back with you….” can really be a life-saver.  Just getting a little space between you and a request gives you the time to center on what is important to you. I have learned graceful nays from others as well. Dr. Susan Williams, Nashville based expert professional development trainer, talks about how to give a good no. Here are her tips on creating a “no sandwich.” Determine what is your big “yes” and say yes to that- family, your health, a more pressing goal. Then say “no” to the current request that poses a challenge to that subordinate yes. Then finish with a final “yes” by saying yes to find an alternative applicant, offering to review a report when it is completed by someone else or offering to be “on call” if they need help in the future. Dr. Williams said it best when she said, “(b)y defining the big yes, I am able to say a positive no.” Do you know what your non-negotiables are? Start there, leave yourself some room for traffic, ice-storms, down-time and other unplanned events, and understand that you only then have a little time left to play with. What you say ‘yes’ to matters, and maybe even more importantly, so do the things to which you say ‘no.’