Growth or Fixed Mind-Set?

Carol Dweck, a Psychology Professor at Stanford, has written a book titled, "MindSet." She posits that one's mindset is a greater determinant of one's ability to succeed than talent. She outlines 2 different mindsets: The Fixed Mind-Set and the Growth Mind-Set. A fixed mindset is one in which you view your talents and abilities as... well, fixed. In other words, you are who you are, your intelligence and talents are fixed, and your fate is to go through life avoiding challenge and failure. A growth mindset, on the other hand, is one in which you see yourself as fluid, a work in progress. Your fate is one of growth and opportunity.

Here's a terrific Nigel Holmes graphic that originally sparked my imagination. You can also find a recording of an interview with Moira Gunn and Carol Dweck here.

In this press release from Stanford, she recounts a story from the 6th grade:

When psychology Professor Carol Dweck was a sixth-grader at P.S. 153 in Brooklyn, N.Y., she experienced something that made her want to understand why some people view intelligence as a fixed trait while others embrace it as a quality that can be developed and expanded.

Dweck's teacher that year, Mrs. Wilson, seated her students around the room according to their IQ. The girls and boys who didn't have the highest IQ in the class were not allowed to carry the flag during assembly or even wash the blackboard, Dweck said. "She let it be known that IQ for her was the ultimate measure of your intelligence and your character," she said. "So the students who had the best seats were always scared of taking another test and not being at the top anymore."

Asked what seat number Dweck occupied during that memorable year, the professor paused, and silently raised her right index finger. "But it was an uncomfortable thing because you were only as good as your last test score," she said. "I think it had just as negative an effect on the kids at the top [as those at the bottom] who were defining themselves in those terms."

From that experience, Dweck became fascinated with intelligence, convinced that IQ tests are not the only way to measure it. "I also became very interested in coping with setbacks, probably because being in that classroom made me so concerned about not slipping, not failing," she said.

This idea resonated deeply for me. As a trainer, I am constantly interacting with people in a learning environment. I can clearly see behaviors in workshop participants that fall into one category or another.

Also, it parallels the Zen philosophy called Beginner's Mind. Beginner's mind is Zen practice in action. It is the mind that is innocent of preconceptions and expectations, judgments and prejudices. Beginner's mind is just present to explore and observe and see "things as-it-is."

Shunryu Suzuki-Roshi, author of Zen Mind, Beginner's Mind, captured it very simply with, "In the beginner's mind there are many possibilities, but in the expert's there are few."

Think of how a child approaches life and you will inherently understand beginner's mind. It's full of curiosity and wonder and amazement. "I wonder what this is? I wonder what this means?" Without approaching things with a fixed point of view or a prior judgment, just asking "What is this? What does it mean?"

When I give feedback to workshop participants, those in Fixed (or Expert) Mindset will react by explaining or defending themselves. They feel a strong need to counter any conception that they "made a mistake" by not doing a perfect execution of the task assigned in a given exercise.

Those in Growth (or Beginner's) Mindset react with a sense of humility and confidence. They are genuinely interested in hearing how they might improve their skills. They tend to be thankful for feedback and are quickest to laugh at their own foibles.

Which mindset do you possess? Dweck provides a checklist to assess yourself and shows how a particular mindset can affect all areas of your life, from business to sports and love. The good news, says Dweck, is that mindsets are not set: at any time, you can learn to use a growth mindset to achieve success and happiness

Barry Bonds - The Art of Mindful Hitting

I came across this blog post about Barry Bonds today. As a long time baseball and Giants fan, this home run record chase has been an interesting story.

Robert Seidman has some interesting thoughts about the steroid "asterisk" issue and whether Bonds is a better hitter than Hank Aaron.

I assume Bonds used performance enhancers (just as I assume many if not most of his peers and the pitchers he faced), I assume the Giants management and ownership knew this, and I also assume Selig and MLB knew as well.

The way it worked out is that I have far more respect for Bonds than I do for ownership, Selig or MLB. Selig can say or do whatever, as can ownership, but at the end of the day, McGowan and Selig don't have to stare down a 91 MPH fastball.

I am a numbers guy: whether he was svelt or extra bulky, he always has had tremendous plate discipline. This year marks the 14th season (and he has not been bulky nearly that long) that Bonds drew over 100 walks. Aaron NEVER had a season with 100 walks (his best was 92).

Barry Bonds is the best hitter of my lifetime. His plate discipline, even at 43 years old is nothing short of amazing. With all the pressure of the world on him, hated by almost everyone the man uses all that to motivate him and then steps up to the plate, and delivers. On top of that he's one of the most entertaining performers to ever pick up the lumber.

If you watch the clip of #755, you'll see the ball lands near a woman who was holding up an "*"(asterisk) sign. You'll also see this same woman jumping up and down, cheering and giddy as the ball came her way.

He can even entertain and delight those who would mock him. He may well be the best there ever was.

This struck me - reading the sports page about Bonds hitting 754 to tie Aaron at Petco Park in San Diego. The crowd jeered Bonds when he stepped to the plate. After he hit the home run, they cheered and gave him a standing ovation. This is how Jeff Fletcher of the Press Democrat put it:

Although the milestone homer came at San Diego’s Petco Park, amid a sellout crowd that jeered him as he stepped to the plate, the homer was greeted by raucous cheers and a standing ovation.

In spite of all the pressure and scrutiny, he manages to stay focused and in that mindful state that I've spoken about in a previous post. Now, THAT'S a performer.

To Act or Not to Act - The Climate Change Debate

I don't normally focus on such issues in this blog. But this video struck me as very important to pass along.

This video demonstrates that the risk of not acting on climate change FAR outweighs the risk of acting.

http://view.break.com/311805

The Path to Presentation Peace - Mindfulness and Stillness

I was fascinated by Patricia Leigh Brown's story in the NY Times about mindfulness practice being used in public schools:
In the Classroom, a New Focus on Quieting the Mind

Mindfulness, while common in hospitals, corporations, professional sports and even prisons, is relatively new in the education of squirming children. But a small but growing number of schools in places like Oakland and Lancaster, Pa., are slowly embracing the concept — as they did yoga five years ago — and institutions, like the psychology department at Stanford University and the Mindfulness Awareness Research Center at the University of California, Los Angeles, are trying to measure the effects.

The techniques, among them focused breathing and concentrating on a single object, are loosely adapted from the work of Jon Kabat-Zinn, the molecular biologist who pioneered the secular use of mindfulness at the University of Massachusetts in 1979 to help medical patients cope with chronic pain, anxiety and depression. Susan Kaiser Greenland, the founder of the InnerKids Foundation, which trains schoolchildren and teachers in the Los Angeles area, calls mindfulness “the new ABC’s — learning and leading a balanced life.”

At Stanford, the psychology department is assessing the feasibility of teaching mindfulness to families. “Parents and teachers tell kids 100 times a day to pay attention,” said Philippe R. Goldin, a researcher. “But we never teach them how.”

Angela Haick, the principal of Piedmont Avenue (one of the piloting schools), said she was inspired to try it after observing a class at a local middle school.

“If we can help children slow down and think,” Dr. Haick said, “they have the answers within themselves.”

This is the very practice that I teach participants to use in our presentation skills workshops.

When the slightest thing goes awry (we forget one point in our "script", a cell phone rings, the wrong presentation slide pops up), it's easy to descend into a downward spiral of panic.

We begin to think: "Oh, sh*t! That wasn't supposed to happen. This is horrible!" This inner dialogue is often followed by a physiological manifestation of anxiety and stress: sweaty palms, physical tremors, accelerated heart rate, etc. Then we begin to focus on the feeling of anxiety and another round of self-talk begins: "OH, SH*T! I am feeling really nervous right now! How can I make this feeling go away? I hate this! Everyone must be able to see how nervous I am. This is a DISASTER!!! OH, God, give me the power to dissapear!"

We want our mind to be still and settled so that we can think clearly and communicate effectively. The metaphor than I recently found was this: It's a bit like enjoying the stillness of a beautiful pond. Suddenly, a large stone drops into the pond, ruining the stillness of the water's surface. So, in response to this, in our panic and frustration, we throw a handful of pebbles into the pond, shouting, "Hey, you stupid pond! Settle down!"

This cycle of thought sets off the stress response and the stress response sets off another round of negative self-talk, spiraling downward into lower and lower levels of Hell.

What's the solution?

Follow this process:
1. Awareness
2. Practice Stillness and Silence
3. Breathe
4. Think
5. Speak

Here it is in more detail:
1. Awareness
You become aware there is a problem - you catch yourself saying "um", you say the wrong thing, the media projector malfunctions, etc.

2. Practice Stillness and Silence
Stop moving and speaking. DON'T comment on what is happening with inane remarks such as, "I forgot my point." or "Oops - wrong slide!" No fidgeting, grimacing or nervous laughter. Just be still and silent.
This takes discipline and practice but will pay off in spades. The audience won't invest much import in whatever happened if you appear poised.

3. Breathe
In moments of stress, a typical reaction is to become tense and stop breathing deeply. The brain is the bodily organ most dependant on a fresh supply of oxygen. If you are not breathing deeply, your thinking will suffer. You will make poor decisions.

4. Think
Ask yourself, "How can I recover from this without making it seem important?" Even better, ask, "How can I turn this into an opportunity?" Often the most inspired moments in workshops and presentations were the direct result of a 'mistake'.

Once you've made a rational decision about how to proceed ...

5. Speak

Taking a moment to become still and mindful is the best antidote to the panic that many feel when presenting.

Here's the broader learning that I arrived at - this technique will help in ANY stressful situation when panic tends to take over. I've used this technique when I locked myself out of the house, on turbulent airplanes, and on difficult calls with clients. Invariably, things go better and I make better decisions when I remember to do this practice.

Mahatma Gandhi said, "The only tyrant I accept in this world is the 'still small voice' within me." We can only hear that voice when we can still the din of our own mental chatter.

To paraphrase Dr. Haick, “If we can slow down and think, we have the answers within ourselves.”

The Power of Stillness and Silence

I am becoming a big fan of Garr Reynold's blog, Presentation Zen. His most recent post is titled, "When there is no quiet, there can be no loud." He uses an interesting YouTube video called the "Loudness War" to demonstrate that "dynamic range" not only applies to the impact of good musical audio engineering but presentation style as well.

The Wikipedia entry on dynamic range states:

"... a good quality audio reproduction system should be able to reproduce accurately both the quiet sounds and the loud; and a good quality visual display system should be able to show both shadow details in nighttime scenes and the full brightness of sunny scenes."

The presentation analog is the dynamism of a presenters communication style. If the presenters range of dynamism is narrow, their presentations have a flat quality and our attention will drift. When the presenter has a more compelling quality. As Reynolds says:

"Great presentations too make us 'turn up the volume' ... There is immense power in the quiet bits and the silent spaces in music and in speech, just as the empty spaces (negative space/white space) in visual forms of expression can make or break the effectiveness of the design."

One of the first points I make in my workshops on presentation is that great communicators have developed a comfort with stillness and silence. Rookie presenters often speak constantly afraid that silence will betray their self-perceived lack of credibility. In addition, their constantly fidgeting, swaying or pacing (My wife Robin calls this the "Caged Lion") betray their lack of comfort and confidence. It's as though they feel compelled to speak and to move in order to mask their discomfort. In fact, it has the exact opposite effect.

Observe the presenters that you admire the most. You will see and hear them being still and silent.

They will take long pauses to give their words impact.

They will hold a gestured position while they speak to create a sense of movement even in stillness.

Notice statuary. My observation is that the subject is either in motion or in an interesting pose. Be willing to assume a dynamic pose and hold that in stillness.

Take pauses after key points to give those points impact, to think about what comes next or how to make your next point most effectively. Take in the audience's reaction in those silences as a form of non-verbal feedback and guidance.

As Thomas Carlyle, Scottish author, essayist, & historian, said:

"Under all speech that is good for anything there lies a silence that is better. Silence is deep as Eternity; speech is shallow as Time."

As Indira Gandhi, the former Prime Minister of India said,

"You must be still in the midst of activity, and be vibrantly alive in repose."

Radical Transparency and Authenticity

The cover story "The See-Through CEO" for the April 2007 issue of Wired Magazine addresses a new philosophy in business driven largely by blogs and the internet. They call it "Radical Transparency."

The article argues that it is impossible to control the image of your business anymore.

" 'You can't hide anything anymore,' Don Tapscott says. Coauthor of The Naked Corporation, a book about corporate transparency, and Wikinomics, Tapscott is explaining a core truth of the see-through age: If you engage in corporate flimflam, people will find out. He ticks off example after example of corporations that have recently been humiliated after being caught trying to conceal stupid blunders. There's Sony, which put a rootkit - a piece of spyware - on music CDs as a secret copy-protection technique, only to wind up in court when bloggers revealed that the code left their computers vulnerable to hacker intrusions. There's Microsoft, this time on the wrong side of the transparent shower curtain, offering to pay people to buff up the company's Wikipedia entry. And Diebold, which insisted its voting machines were unhackable - until a professor posted a video of himself rigging a mock election on them. The video went viral and racked up some 300,000 YouTube views."

The example they provide that drove this point home very powerfully was this:
"When Shel Israel and blogger Jeff Jarvis wrote about wretched treatment by Dell's customer service, their posts were so gleefully linked to that for a while they appeared as the number one and two search results for 'Dell.' "

I found this article extremely intriguing. This made me think of transparency not only from a corporate standpoint (a company being transparent to build trust with customers, employees and investors) but also on a personal level.

Authenticity is an important element in the work that I do with The Henderson Group - leading workshops and coaching clients on their communication and presentation skills. This idea of transparency is strongly connected in my view. If you have developed superb communication technique but are not being fully authentic, your co-workers and audiences will sense that there is something amiss.

Transparency on a personal level translates to being vulnerable and up-front. It means revealing personal details and quirks. Trying to hide them suggests that you are concerned that people will discover your true self. That invariably comes across as lacking in confidence.

In our workshops we address the dynamic of "explaining" when receiving feedback. When we try to show that our intentions are perfect and there were understandable reasons for the reason that our performance was not perfect, we come across as defensive and lacking confidence.

Truly confident people (who know themselves and are willing to be seen as vulnerable and imperfect) project a rock-solid belief in themselves: "Yes, I made a mistake in this case but I still believe in myself."

It also means being proactive in pointing out our mistakes. I remember vividly early in my management career the lesson I learned about fessing up when I'd made a mistake.

If I did not report that mistake to my boss, ESPECIALLY if I tried to cover it up, he would be on me like white on rice. (Does the phrase "reamed" have special meaning for any of you, too?) If I went to him and said, "I've screwed up" and explained the problem, invariably he was very understanding and compassionate.

David Henderson, my dearly-departed former mentor and co-founder of THG, used to tell me, "Tell your first truth first." By that David meant that in moments of fear and confusion to turn inward and examine deeply what is most truthful for one's self.

A client recently asked me about giving feedback to her teenage children. She confided that they were often resistant to feedback. (Really?!?! Teenagers resistant to feedback from parents?!?! Alert the media!) I spoke about the idea of authenticity and framing her feedback as a positive statement. I asked her, "What is your core message? What is most important to you?" She thought for a moment and her voice dropped into a deeper register with her eyes welling up. She replied, "I want them to understand that I am setting limits because I care about them." I suggested that she make certain she said that when she speaks to her kids. "If they see that deep sincerity, they will get it. They may still resist but they'll understand and be more likely to comply."

Finally, the willingness to laugh at one's own foibles is a liberating way to demonstrate transparency. When I was younger (and much stupider) I used to spend inordinate amounts of energy focused on being "right." It was more important to me to be respected than liked, I have since learned (largely due to this work) is that vulnerability, transparency, warmth, good-humor and empathy are FAR more important.

One of my favorite writers, Frank Herbert (author of Dune, the world's best-selling science fiction novel) said something like, "A person who has the ability to laugh at one's self has taken a step toward the highest level of civilization."

The willingness to be up-front, vulnerable, show one's warts can go a long way in being authentic and building trust.

The Value of Freaking Out

On Friday, April 27, USA today ran an article about leaders who jump from planes, surf, ski, climb mountains in order to reach "the freakout point."

The idea is to learn to cross the fear threshold and form a more useful relationship with fear:
"crossing it provides lessons useful in business and life. There's the significance of knowing that what frightens can be survived, as well as the importance of concentrating when concentration is all but impossible."

"Perhaps the most common freakout point comes with public speaking, and Iron Mountain CEO Richard Reese remembers being drafted early in his career to do a last-minute presentation on a technical subject he knew zero about."

This resonated deeply for me. Having now lead workshops for 10 years on interpersonal communication and presentation, I've often wrestled with fear. This is especially true when I've encountered what I envisioned as worst-nightmare scenarios. For example:


1) The Psychotic Supporter whose sweet demeanor is replaced by the face of Gollum when you offer candid feedback that her style might be perceived as condescending.

2) The Socially-Myopic Sales Rep who misses all the non-verbal cues that indicate that his colleagues think he is a moron.

3) The Wax-Eared Trainer Candidate who required a metaphorical two-by-four upside her head to get her to stop defending herself when given the feedback that "you are coming across as defensive."

4) Realizing it's 30 minutes before the start-time of a gig and you are in the wrong city.

5) Flight delays result in having to lead an 8-hour workshop on 2 hours sleep.

Each time one of these scenarios has happened, it's like being visited by an old, familiar enemy ... "Oh, fear. It's YOU again." Each day the scream of fear becomes fainter and fainter.

As Eugen Herrigel says in "Zen in the Art of Archery": “Like the beginner the swordmaster is fearless, but, unlike him, he grows daily less and less accessible to fear.