Fine Alan - You already know how to be great: a simple way to remove interference and unlock your greatest potential

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Table of Contents

To all those amazing people

who make it safe for others to explore
their own experienceespecially those
who did and still do it for me

FOREWORD

by Stephen R. Covey

Over the years, one of the most important ideas Ive learned about and taught is the power of a paradigm shiftof seeing something in a new and different way that creates a huge change in thinking and behavior.

In You Already Know How to Be Great, Alan Fine creates a paradigm shift of major proportion. Most often, he says, dramatic performance improvement does not come from gaining new knowledge; it comes from getting rid of the interference that gets in the way of using the knowledge and capacity we already have. That one idea has phenomenal implications and applications. It literally transforms the way we approach improving our own performance and also the way we approach helping others improve theirs.

Five Reasons Why I Like This Book

There are a number of reasons why Alans approach resonates with my passion for effectiveness in leadership and in life.

TO BEGIN WITH, it taps into two fundamental human desires that are deep within each of usthe desire to be and do our best and the desire to be significant to others, to make a difference. These desires created a catalyst for my own work on The 8th HabitFind Your Voice and Inspire Others to Find Theirs. In You Already Know, Alan shares a paradigm and a process to help readers fulfill these basic desires by improving their own performance in any area of life and also helping others to improve theirs.

SECOND, its not some fad or flavor of the month. Its based on sound, universal principles. For example, Alans approach recognizes top performance only comes when the performer, not the coach (or leader or manager or teacher or parent), proactively accepts responsibility for results. This frees individuals to release their talent and creativity and increase their performance capacity.

THIRD, this approach is highly pragmatic. It not only acknowledges the principles of breakthrough performance; it provides both the performer and the coach a simple but robust way to implement them through Alans GROW process.

FOURTH, it stands solidly apart from approaches that while they enable people to perform in the moment create a dependency on the advice and direction of others. Truly great leaders, great managers, great coaches, and great parents help others strengthen their core capacity, thus empowering them to be effective not only in the moment but also in multiple applications over time.

FIFTH, this approach is universally applicable. It provides a template that can help any individual improve performance in any area of life. It can help any group or team resolve any issue and improve performance in any organization. One of the important implications is that this truly is an approach for a global world.

Im excited by the insight this book provides into the nature of human performance and how to influence it in self and in others. Im even more excited by the language Alan has developed to help people understand and talk about performance issues and by the simple, highly pragmatic tools he has created to address them. But most of all, Im excited by the results. There are a lot of people with a lot of good ideas for making the world better. But Alan is one whos been able to translate ideas into simple doable actions that truly create breakthrough outcomes.

To me, this book is really a book about leadershipboth personal and public. It gives readers the vision and the tools to exercise personal leadership by improving their own performance and public leadership by helping others improve theirs. In doing so, it helps readers walk an enriching path of fulfillment and contribution. It is a truly landmark book on helping yourself and others journey to greatness.

UP FRONT

If we did the things we are capable of doing, we would literally astound ourselves.

THOMAS A. EDISON,
American inventor and businessman

Do any of these scenarios sound familiar?

You know that if you had a regular exercise program youd have more energy and feel better. Youve bought a variety of exercise equipment. Youve tried a lot of different types of programs. Each time, youve lasted about three weeks. You ask yourself: Whats the matter with me? Do I just not have the character to do thisor was I somewhere else when the exercise genes got passed out?

Youve been told that your job as a manager includes coaching the people in your division, so youve been meeting with them regularly, giving them good instruction and trying to help them improve. But much of the time, your help doesnt seem to matter, and sometimes its even rejected. One person you need to talk with about an accountability issue refuses to even meet with you. You think: How can I coach these people, and how can I do it in a way that will truly make a difference?

Youre trying to help your daughter grow up to be a responsible adult, but you cant even get her to clean her room. Youve tried everythingincentives, encouragement, punishment, withdrawal of privileges, even yellingbut nothing seems to work. You wonder: Whats it going to take to make her want to keep her room clean?

Youre standing on the golf course at the first tee. Youre playing with some clients, and youd really like to make a good impression. You know what its like to hit a really nice drive, but you cant do it consistently. So you worry: What if I hit the ball into the trees or whiff it? What are these people going to think?

Your organization is not performing as well as youd like. Youve tried a variety of approaches and had some success, but the goals you set at the top never really make it down the line and your employees are not fully engaged. You spend most of your days dealing with internal problems instead of external opportunities. You keep asking yourself: How can I raise performance throughout the organization? What can I do to get everyone fully engaged and on the same page?

These scenarios represent a wide range of common experience, but they have one important element in common: they all deal with issues of performanceeither in self or in others. Most of us want the results of top performance. We want the enthused organization, the engaged work team, the exceeded sales quotas, the responsible child, the low handicap on the golf course, the increased energy and the washboard abs. But even when we know what it takes, we dont always have the tools that make those kinds of results possible.

This book is about those tools. Its about a paradigm, a principle, and a process that can lead to breakthrough performance in the workplace, on the golf course, in the boardroom, in the family room, or anyplace where higher performance makes a difference. Its about how to improve performance in your own life and also in the lives of those you are trying to help. Its based on the premise that

EVERYONE has the potential to perform better;
potential is blocked by interference;
interference can be reduced by focused attention; and
focused attention can be simply and systematically increased.

Let Me Introduce Myself

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