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Alan Fine - You Already Know How to Be Great: A Simple Way to Remove Interference and Unlock Your Greatest Potential

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Book:
You Already Know How to Be Great: A Simple Way to Remove Interference and Unlock Your Greatest Potential
Author:
Alan Fine / Rebecca R Merrill
Publisher:
Portfolio Hardcover
Genre:
Books / Religion
Year:
2010
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5 / 5
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A bold new approach to performance by one of the top coaches in the country.
In trying to improve-on the playing field, in the office, or even at home-most people seek out new information to get to the next level. They read a book, attend a class, or hire an expert to give them an edge.
But Alan Fine, an accomplished tennis, golf, and executive coach and a renowned authority on peak performance, believes that this outside-in method is precisely whats holding you back from doing your best work. Hes found the biggest obstacle to improved performance isnt not knowing what to do; its not doing what you already know. Ironically, the quest for information and instructions designed to help you get ahead can often interfere with your ability to focus on doing something.
Fine reveals his simple and proven approach to achieving breakthrough performance. It starts with reducing the interference that blocks your potential through an amazing process called G.R.O.W. (Goal, Reality, Options, Way Forward).
No matter who you are or what you do, You Already Know How to Be Great will help you eliminate what is standing in the way of your goals.

Alan Fine: author's other books

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ACKNOWLEDGMENTS

In my continuing journey, there have been many people who have been the proverbial wind beneath my wings. Some have opened doors for me; some have changed my life.

I would like to especially thank the following people:

Rebecca Merrill, whose patience, research, synergy, and expertise in English (which was hard for me to admit) have finally drawn this book out of me, after many before her failed.

Peter Lewis, Wally Cole, and John Crooke, without whose help and encouragement I would never have kept playing tennis and found my vocation.

Tim Gallwey, whose insights into the minds of tennis players turned my thinking about performance upside down and showed me how to apply the theoretical psychology I found so fascinating.

Graham Alexander and John Whitmore, lifelong friends who both challenged and inspired me, and in partnership with whom the first iteration of the GROW model was created.

Helga Kahnert, who changed my life by showing me I wasnt OKand that it really was OK that I wasnt OK.

Tim Reeder, Margaret McIntyre, Deborah Allen-Baber, Jim Moore, Ben Cannon, and Stephen Bamfyldeall of whom recognized abilities in me that I never saw.

Buster Mottram, Phil Kenyon, Gary Cullen, Colin Montgomery, David Llewellyn, Phillip Price, Stephen Amesall athletes from whom I learned a great deal more than they did from me; and especially David Feherty, whose public lunacy and endorsement of our work together amazingly still seems to give me credibility.

George Knight, for the patience, intelligence, and sense of humor he has shared with me, both as a colleague and, more importantly, as a true friend.

Kim Capps, whose ongoing encouragement and help with content development and refinement have been invaluable.

Jacques Bazinet, for his helpful feedback and perspective.

My colleagues at InsideOut, who helped in the development, testing, and refining of this material and lent their talents to support this book effort in a variety of ways.

Dr. Bruce Jackson of the Utah Valley University Center for the Advancement of Leadershipparticularly for his research in the area of flowand the research interns provided by the Center.

Tony Daloiso, Shane Cragun, and Kendall Lyman, who provided feedback and additional insight regarding the application of this material in the organizational setting.

My friends at Root Learningparticularly Victor Zhangfor sharing their unique perspective and creativity.

Roger Merrill, for his insight and encouragement.

Mary E. Wentz, for transcribing endless hours of recorded conversation.

Adrian Zackheim, Adrienne Schultz, Brooke Carey, and all at Penguin Portfolio who helped turn the manuscript into a published work.

All who shared their personal experiences with me concerning the paradigm, principle, and process in this book. Whether or not their stories were finally included, each had an influence on the final result.

Most of all, I would like to thank Penny and our children, Timothy and Kristen, who have not only tolerated my Fire for the content in this book and my bizarre travel schedule in sharing it with others but have also showed me there really is more in life. Tim and Kristen, you grew up to make us proud, in spite of my experiments with you.

APPENDIX A

THE MANAGERS GROW SHEET

Below are the notes written by Eric, a new manager, as he used GROW to work though a difficult issue in his training company (story on pages 61-63).

GOAL

What issue do I want to work through?

How to provide enough leads for all of the regional sales people in a way that is affordable, doesnt waste leads, and doesnt overload a phenomenal business developer.

What do I want from this GROW session? (Whats my S.M.A.R.T. Goal?)

A plan that will allow me to hold four well-attended opens in each of the seven regions per year and to keep the cost of filling these opens within the industry standard.

What are the consequences if I do not take action?

Well limit our growth because we wont have enough lead generation for each of the regions; or

Ill be paying way more than the industry standard for lead generation; or

The inequity in the number of participants between programs filled by Scott and those filled by others will continue to throw some account managers into overload and cause others to feel their regions are getting the short end of the deal.

REALITY

Briefly, whats been happening?

Opens have been the primary source of new leads for the company.

Scott has been doing 90 percent of the work on setting up the opens. If he gets hit by a bus or gets burned out and wants to move on, well be in deep trouble.

Through a commission rate that increases with each additional five participants, Scott is incented to get as many people as he can into each program. With the scaled percentage increase per participant, it would theoretically be possible for him to reach the point where he is earning more than were charging for the program.

Scott does a lot of things manually, which makes his approach hard to replicate with others.

What have I tried so far?

Giving Scott more opens to fill.

Hiring others to do the same job.

What were the results?

Scott is getting maxed out. It is unlikely that he could handle any more programs.

Others weve hired to do the same job perform at about 30 percent of Scotts level.

Some opens (the ones assigned to Scott) have had too many participants for the sales reps to effectively follow up on; others (assigned to other people) have been canceled because there werent enough attendees.

Weve been paying Scott significantly more than the industry standard for business development, but if we lose Scott, were going to be in big trouble.

The people weve hired have found it hard to get motivated by Scotts manual approach. When they suggest automating certain procedures, Scott says, Youll lose the personal touch and that will impact your results.

Whats my sense of the obstacles for me? For others (if others are involved)?

Opens are expensive.

Scott is definitely a star player, but his compensation plan is not aligned with the needs of the company.

The cost of hiring additional business developers is high, ramp-up is difficult, and performance is poor compared to Scotts.

Scotts goal is to make as much money as possibleeven more than he is making now.

I need to be a good manager and keep costs as low as possible, and at the same time do what can be done to drive growth.

In what different ways might others describe this situation?

I really dont know. Maybe I should ask.

Is my Goal still realistic?

It has to be realistic. I have to figure out an answer. I may not know what I need to do now, but we absolutely must expand our sales pipeline affordably.

OPTIONS

Describe fantasylandIf I could do anything to make progress on this issue, what might I do?

Have several lead-generation pipelines in placenot just opens.

Tell Scott he can only do so many opens; if he wants to earn more, move him on to being a client manager.

Take more time to figure out the problem. Get more information to make sure my perception of reality is accurate.

Talk with Scott and get his thoughts and feelings. Find out why hes so good.

Talk to Scotts peers. Find out why they are struggling in the role. (Are they really struggling, or are they just performing at an average level compared to Scott?)

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