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Archive for the ‘positive deviants’ Category

Intrinsic Motivation: Doing Things Because They Matter

Thursday, March 4th, 2010

By William Seidman

I’m excited about Daniel Pink’s book Drive: The Surpising Truth About What Motivates Us.

Pink thinks “there’s a mismatch between what science knows and what business does.”  Intrinsic motivation, according to Pink, is what really motivates people. He calls autonomy, mastery, and purpose THE motivating forces, and the old carrot-and-stick approach “a lazy, dangerous ideology.”

Numerous good studies have shown that people want autonomy at work, and that it’s a better motivator than money. 

Drive is consistent with Cerebyte’s approach. We focus on the knowledge of an organization’s positive deviants. Social good is a powerful motivator for these workers. They’re driven from within and by the pleasure of doing things they care about — and that really matter, both to them and to their organization.

If Your Company Came with an Instruction Manual You Don’t Need “Strategy to Action in 10 Days”

Saturday, January 23rd, 2010

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By William Seidman

Ever wish your company had come with an instruction manual? Michael McCauley and I have written a book, Advantage Media has published it, and we’re excited. You can buy  “Strategy to Action in 10 Days: Creating High Performance Organizations”  directly from us, in bookstores, or on Amazon. There’s a Kindle edition, too.

Join our Facebook page and come with us as we travel to promote our book.

Ron Nakamoto, CEO of Strategic Financial, has praise:  ”I recommend Strategy to Action in 10 Days to any person interested in creating a high performance organization. It clearly illustrates how to break from the status quo and create a truly sustainable change. It is as much a practical guide as it is a game changer.”                              

We’re as excited about our book as we are about the many people who are using it to create real, lasting, and positive change in their organizations.

Positive Deviance’s Debt to Leonardo da Vinci

Wednesday, September 9th, 2009

By Rick Grbavac

“Study without desire spoils the memory, and it retains nothing that it takes in.”

- Leonard da Vinci

Isn’t it interesting that, nearly 500 years ago, Leonardo Da Vinci identified one of the main causes of learning and training failures today as lack of desire?  Put in slightly different terms,  it’s not thinking about it in the right way first.  Positive deviants in any organization think about things in a different way, usually with a higher moral purpose than the rest of us.  They want to be great at what they do - that ‘desire’ that Leonardo mentions -  and have figured out how to do it effectively in their organization’s environment.  Leonardo said that without desire, study is wasted.  So it makes 500 years’ worth of sense to get people thinking like the positive deviants FIRST, which will contribute so much to making their study worthwhile.

How to Work for a WOW Company - How to Transform Yours Into One

Thursday, July 9th, 2009

By Rick Grbavac

The idea of creating a “wow” experience really clicked with me this morning.  When put in context of an article I read last week, “The One Thing You Need to Create WOW Experiences,” in which the author, Michael Hyatt,  discusses the attainment of competence in organizations, I asked myself, “Do I want to work for a company that is WOW or one that is competent?”

Michael Hyatt mentions five obstacles to creating the WOW:  Time, Resources, Experience, Committee and Fear.  We seem to run into all five of these excuses when trying to engage new clients in our solution.  Here are some of my ideas on avoiding the excuse mentality:

  • Take time to think and plan. The first 15% of any initiative determines whether it will be a success or failure.
  • If it is important to the organization, make a good assessment of the ROI and invest the money. How many times would you like to give me a dollar if I gave you back $10?
  • Look to your top performers - who are probably your positive deviants -  for your experience. They have already figured out the way to be successful in your culture and organization. Tap into what they do and how they think.
  • I’m all for inclusion, but sometimes committees get in the way. Have some figs and drive for the wow.
  • Fear is crippling. Take the leap and learn from it. New is not always bad. It can inspire a company to look at issues with a new set of eyes and come up with better answers.

5,127 Prototypes? True Positive Deviants Don’t Give Up

Wednesday, July 1st, 2009

By Michael McCauley

I was reflecting on Malcolm Gladwell’s assertion in Outliers: The Story of Success that true expertise requires 10,000 hours of practice. Then I read about James Dyson, father of the modern, bagless vacuum cleaner. His story is  amazing, and he is a true positive deviant. To get his invention to market took him 14 years, multiple lawsuits, and more than 5,000 prototypes!

Dyson credits his confidence in himself and his idea for pulling him through the tough times. Early on he believed that people succeeded only if they had the best of everything - the best idea, the best connections, the best facilities, etc. But then, through a chance meeting with another entrepreneur, he realized that to be successful you had to follow your heart - if he thought it was a good idea, then he should pursue it and not worry about what people thought.

 Another positive deviant, Henry Ford, once said that “”Failure is simply the opportunity to begin again more intelligently.” He was a prolific inventor and was awarded more than 160 U.S. patents in his lifetime. But they didn’t come easy. His first automobile company went out of business. He then was forced to leave his second automobile company, and went through financing troubles with his third. However, through it all, he knew his idea was the right one - an inexpensive car for the masses - and he wouldn’t give up.

There are numerous other stories of those who persevered. Whether it’s Dyson with his 5,000+ prototypes or Ford with his multiple tries at forming a successful company, one of the things that makes positive deviants successful is their unending patience, persistence,  and their “never give up” attitude. Today’s world seems to reward just the opposite - we want everything done quickly.

 How many of us are willing to stick with an idea long enough to see it through, even against overwhelming odds? But that’s exactly what positive deviants do - they never give up!

Finding Positive Deviants in Unusual Places (Just Look!)

Friday, June 26th, 2009

By Michael McCauley

Sometimes I find  positive deviants in places I might not have thought to look.

If there’s an industry that’s  perceived to lack innovation and creativity,  it would be  estate planning .  Estate planning clients are very risk-averse. They want to preserve their wealth, and maximize the value that is passed down to the next generation.  Are there positive deviants  even in this conservative, risk-averse industry? You bet! Lee Brower is a great example.

 I just finished reading  Brower’s  new book “The Brower Quadrant.” I have had the privilege of knowing Lee for several years now. He is incredibly engaging in person and his book is a great insight into his underlying beliefs. His “prescription” for living is something that anyone can benefit from, whether you’re in your teens or your 70’s.

Lee has worked in the estate planning industry for many years, mainly focusing on high net worth clients. What makes him a positive deviant? Like positive deviants that we see in other industries, he has taken the conventional wisdoms and thrown them out the window. Instead of conceiving of estate planning as simply shielding financial assets, he sees it as optimizing all of a family’s assets, including their collective wisdom and experiences. In the estate planning industry, this is a pretty radical notion.

Has he been successful? Absolutely! Again like other positive deviants, he has not only challenged the conventional wisdoms, he has created a vision around his approach that engages others.

Do you think that your industry or specialty is too “cookie cutter” or too procedure-driven to have positive deviants? Do you think that performance has already been optimized in your company? Think again! If someone can begin a revolution in the estate planning industry, why not in your industry? You just have to keep your eyes open and really look for them.

Positive deviants are out there.

Positive Deviance: A Key to Great Government?

Thursday, June 18th, 2009

By Michael McCauley 

In her recent column, “How Questions Can Drive Leadership Success“   in the weekly of the National League of Cities , Dr. Barbara Mackoff  posits that asking the right questions can drive municipal leadership success. I couldn’t agree more!

Dr. Mackoff seeks to encourage the use of the wisdom of positive deviants.  Instead of asking,  ”What’s wrong here?”  she suggests that we ask,  ”What do we want more of here?”

How refreshing!

I just finished reading Lee Brower’s   new book, The Brower Quadrant . In it Lee supports  Mackoff’s approach, saying,  “To be true leaders we need to ask different questions. Asking different questions leads us to different answers. Different answers lead us to different, and often better, results.”

Next, Mackoff suggests that we look around and see who is already solving this problem. Again, this is a positive deviance approach. In any organization, there are people who consistently and systematically outperform everyone else. These are the people we should be focusing on. They are the ones that can help us with work through our challenges and adopt the successful behaviors they have made them so successful.

 There are several additional suggestions that Mackoff provides in her column to help determine if the solution defined by the positive deviants is the right one for your particular city and to ensure that we get the most leverage possible.

What Does it Take to Outperform Your Peers? Positive Deviance (and Detective Work)

Wednesday, May 13th, 2009

By William Seidman

Recently, I had the good fortune to work again with writer and sales expert (at Portfolio DecisionwareKaren Stevens and ShadeTree Technology’s founder and CEO, Jim Banks. These are two great sales people. They are true positive deviants: they’re unusually successful at what they do, consistently outperform, and think freshly and creatively.

It is amazing to me how complete and conscious their mental models of the sales process are. I was talking with Jim while he showed me features of his technology on his website.  I couldn’t follow him because he was thinking so fast and he was showing me only the surface aspects of his approach. There’s a lot to learn!

I did some Cerebyte-style Wisdom Discovery - a piece-by-piece analysis of what she does and how she does it - with Karen, and she revealed a completely different model of sales: a model based on being a detective. Turns out that detective work greatly enhances results…

Positive deviants are just incredible-they think in such different ways. Getting their mental models is not really the issue; getting others to pay attention to their thinking is the real challenge.

Tribal Knowledge and the Use of Stories in Training Managers

Wednesday, April 29th, 2009

By William Seidman

Tribal knowledge is important, and important to the work of training managers.  Seth Godin explains it here (the video is 12 minutes long).  The transmittal of tribal knowledge was on our minds at the International  Society for Performance Improvement (ISPI)’s annual meeting earlier this month in Orlando, Florida. I attended a presentation by Jon Revelos . The focus of the training was the use of stories in training. There was a great discussion about the value of story-based learning  when holding and delivering critical tribal knowledge. In the presentation, we talked about ways to show the value of a narrative to management by emphasizing positive deviant stories. Positive deviance  stories proved increasingly valuable because they are richer in content and have a more direct connection to performance. We also talked about the use of stories when motivating and sustaining responses, which effectively connects stories to impact.

Jon is now driving a compliance training program — these can be pretty dry. He is looking for ways to bring stories into compliance training. Again, positive deviants are an opportunity because they treat compliance as a fundamental tool to achieving a greater social good. All of this is consistent with our work with positive deviance, and it was an altogether interesting and exciting presentation.

How People Make Choices and How People Learn

Tuesday, March 10th, 2009

By William Seidman

I recently had a discussion with a colleague about how people learn best. He favors letting people explore, with minimal structure and a lot of choice. It’s a permissive parenting and teaching style which may work with some people, some of the time. But our experience has shown us that people often don’t have the ability to choose, especially between two reasonably good options.

Lack of knowledge scares them. New situations scare them. Fear of the unknown can be powerful inhibitor.

Most people, when learning something new, really benefit from and like to have a good role model. Positive deviants are the best role models.

 
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