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What's your genius pt 2

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Welcome to video number two. Here we're gonna talk about "The Genius study". It all started with what I call "The Problem". You see, Innermetrix, my company creates diagnostic profiles for business, management, consultants, executive coaching. Things like behavioural assesments, decision making profiles, drivers, motivators... We measure all of these things. And we've got roughly 400 000 clients that have been profiled and I give lectures all around the world on the drivers of performance in specific roles or how to identify these things. And in these lectures I countinually ask countless people the following question I would say "How many of you feel satisfied with your current level of performance?" Fulfilled and engaged in what you do EVERY DAY. At best, no matter where I went, 50% of the class or room may have raised their hands. So one day, at the meeting with some of our top international consultants I asked if they were seeing the same kind of things. Approximately half of the people they worked with were complaining about not feeling engaged, not feeling like they're reaching their full potential, not satisfied... To which they replied : "Yes". Oh yes, technically. From Instanbul to Sydney, New York City to Hongkong Johannesburg to Zurych and all points in between everywhere we were, we found what appeared to be a growing threat of frustrated people. Struggling to achieve greater performance to feel more fulfilled, to feel satisfied and engaged... In general to be happy in their roles. Managment author Steven Covey in his book "The Eighth Habit", which came out after the research started, but continues to confirm the exact same thing saying that he's seeing a trend or epidemic or (...) of individuals that didn't feel fulfilled, didn't feel like their roles allow them to maximize their potential on a daily basis. I mean, heck, we've even adapted and accepted cliches and phrases like: "Humpday", "Mental health day", "Monday morning blues" "Thank God it's Friday". We've accepted these things into our everyday language. I mean that's disconcerting. Let me just ask you: how many times have YOU made similar statements like those? How fulfilled are you in your current role? Do you feel like you get to use all of your natural talents and potential in the work that you do every day? Eventually, because this trend appeared to be an epidemic on such people I just started to call it "The Problem". But not everybody suffered from "The Problem". What was up with the other 50%? Why were there two camps of people with those on the left who consistently achieved peak performance felt satisfied, fulfilled, engaged while in the same organizations people with the same degrees, the same education, knowledge, experience, background... People just like the first 50% seem to do the exact opposite. They've always existed on the right side, they consistently struggle to reach peak performance, they didn't feel nearly as fulfilled, they consistently felt as if they had to put in a lot more effort than they get out in results. They lacked engagement, they were impassionate... So what was it about these two groups that was different? And that's what's born "The Genius Study". We were a profile company so we decided let's use profiles to see if we could measure and identify, quantify things that were different between those two groups. Again, the group on the left that was consistently struggling, dissatisfied, not fulfilled and the group on the right who was the exact opposite. So we gave a profile that measured over 120 different attributes or characteristics about the individual and we gave it to over 197 000 individuals from across 23 countries and we said "Let's see if we can find out what differences exist between the two". So over the course of seven years, yeah, tell me about it, we gave profiles to all these individuals and at the same time we gathered data about how well they performed at work We've had over 75 PhDs and 900 consultants out there in the field, gathering data around the world and it was one of the largest studies of its kind. Still is actually. Aside from giving them the profiles we ranked them based on their own company evaluations into one of four levels of performance. Level 1 was Below Average, Level 2 - Average, Level 3 - Above Average and Level 4 - Excellent. But it wasn't long before we realised that four levels may be too few. Because we started hearing people saying things like "John is better than excellent. He's a genius when it comes to this." or "Mary is a genius when doing that." So eventually we created a fifth level of performance. And since everybody was tossing about the word "Genius" so much we decided to call the 5th level "Genius". So you had "Below Average", "Average", "Above average", "Excellent" and then the 5th level, the absolute peak of performance nicknamed "The Genius". So this Genius Study isn't about intelligence or IQ it didn't look at only scary smart people. It was a study of everyday people from around the world to see if there was anything special that we can identify between the two groups. Especially associated with the top performers, those that reach the 5th level of performance consistently. And this study is where we found just those two traits that I mentioned in the first video. Self Awareness and Authenticity. Not any other single trait correlated significantly with the peak levels of performance those 5th level performers or the Geniuses in our study, as we call them. Now, we've already talked about those two traits Self Awareness and Authenticity little bit in the first video. I'm going to talk about them here, again but not too much because Video #3 is going to be exclusively dedicated to talking about nothing but Self Awareness, how you achieve it, specific steps that you can take to actually increase your Self Awareness as you watch the video and shortly thereafter with a couple of activities we'll give you for free and the Video #4 is going to be exclusively dedicated to Authenticity. And exactly the same: how you get it, how do you improve it and specific steps that you can take. In review: Self Awareness is how well you know yourself. Simply put. It's how aware you are of your natural strenghts and weaknesses based on how you think and make decisions, your natural talents and non-talents in other words. For example: how aware is Johnny that he has a natural ability for Conceptual Thinking? Which happens to be far greater than most people on his team. Does he fully appreciate how much easier it is for him to see the big picture, think strategically and make accurate long range plans? As important as knowing what your greatest talents are, however knowing what are they not is equally as important. Perhaps even more so. For example how aware, again, truely aware on a conscious level is Mary that she is not naturally great at emotional intelligence? And that this conquers her to be less perceptive when it comes to understanding others. Maybe less adept at reading them. Or even less effective at leading or selling to them as a result. It's this level of awareness that the term Self Awareness describes. And not some slide awareness but at far superior level than most of us possess. As I mentioned briefly in the first video the average person on the street possesses about a 57% level of Self Awareness. The very best around us however, those who consistently achieve that 5th level of performance, are Geniuses in the study, possessed 89 to 90%. Now we're talking a lot more about Self Awareness in the next video so I wanna review though because in this video there are some things that you have to do to prepare before you can start getting your own level of Self Awareness. So let's talk about Authenticity now. Authenticity, again, is how true you are to that Self Awareness. Once you know that your greatest talent is for startegic thinking or conceptual thinking how well do you leverage that? Do you lean on that. How much depedence do you create between your success and that natural talent. And, conversely, if it's not a talent for you it's not a natural ability that you have or any of them then how much dependance do you allow your success to have on that non-talent. That's really Authenticity. Setting goals that capitalize only on your natural talents is being Authentic. Setting goals that rely on your ability to be an emotionally intelligent person in Mary's case - that's being inauthentic. Finding or creating, if you're an entrepreneur, a job that depends primarely on what you love to do, which is very much driven by how you think and make decisions, and do best - that's Authenticity. Working from your strenghts is being Authentic. When you combine these two key traits with your life this is what it looks like. Now, I created this simple visual to illustrate how Self Awareness and Authenticity work in the reality of your life. So let's walk through this image here for a second. You see you can't correct a problem if you don't know what caused it. So this illustration is gonna help you understand where "The Problem" comes from. Where lack of Self Awareness comes from and we'll talk more about that in this video and how being Authentic or inauthentic happens as well. So let's explain why many of us don't have a level of Self Awareness we need or aren't Authentic enough. And this is the preparation that you have to do before you can then start to become Self Aware and Authentic. So on this chart looking here we have what basically represents everybody in the world that takes a job or has a role. On the left you have you - the person and on the right, up to the top you have the role. So you interview with the company they interview you, you create your own job, whatever... Everybody in the world follows this same path. The two things - the job, the business, the company came together with the person and step 1 - you take the role. You get employed, you're hired, you start your own business... Whatever it is it starts with step 1. Step 2 we get into the role and we start to learn it, we start to understand it more we start to define what it is that's really required of me beyond some theoretical idea when I was sitting in the interview. Eventually we move to step 3. Inevitably everybody I know myself included identifies some gap. Now that they realize exactly what the job takes to be successful they identify that they could be more of this, they're going to need more of that, they may need to be more of the strategic thinker. Now that they're in their role they realize it requires a lot of competition or now they realize they gonna have to be very accurate and have a great attention to detail. Or be very proactive or have initiative, self starting ability, handling rejection, complex problem soliving, emotional intelligence and on and on... They realize that this is what is required of them to succeed in this role. And that's something that they don't have. We learn those things in step 2 and we identify a gap between what we think is required and what we have inside ourselves, that's step 3. It's step 4 where it gets really interesting. Because once we identify the gap the assumption is that of course we need to close that gap. But it's which direction you turn coming out of step 3 that seperates those two camps. Those that suffer significantly from "The Problem" those who are dissatisfied, struggle, constantly feel like they're putting in more effort than they get out in results, they turn left on this diagram and they focus back upon themselves. Step 4 shows that they try to fix themselves because they assume the job is fixed as we say the job is sacrosant and they're sacrificial. If there's a gap between where I need to be and where I am I'm the thing that must move. That's the assumption of the people that are suffering from "The Problem". So they focus internally on trying to fix themselves. Now if this is developing skills or knowledge, learning new things that's fine, turning left is OK. Good lawyers must know the law, good doctors must know medicine, good engineers must know the technical aspects of their job... But the best performers, the ones who don't suffer from "The Problem" they turn right a lot more than they turn left. Turning right, showing on this diagram, is trying to fix the role, instead of assuming that the role is fixed and they're the thing that's broken they turn that upside down they turn it on the (...) and say "Wait a minute, I am what I am. I've got these natural mental talents." They realize they're not going to change their neural networks easily, if at all, they're not gonna develop new natural talents overnight, so instead of wasting all that energy they focus on turning right and seeing how their job can adapt to benefit them. That's the big difference and this diagram illustrates we all go through the same three steps but it's coming out of the bottom do I choose to turn left and make myself the thing that's broken and needs fixing or do I turn right and assume that the role is sacrificial and I'm sacrosanct. So this is your first big lesson from what we've learned in the "Genius Study" this is the first big lesson that we learned from all of those 5th level performers all of those Geniuses out there The single biggest, differencing characteristic of a Genius is the habit they've developed of turning right far more than turning left. Now let's learn about the second big thing we learned from the Geniuses in our study. It's called the myth of strenghts and weaknesses. You see there's a myth about strenghts and weaknesses that states that we all naturally possess them. In reality we don't. In reality no human possesses any single strength or weakness. Not naturally. What we do possess are natural talents and non-talents but these are not the same at all as strenghts and weaknesses. You see, weaknesses and strenghts don't exist naturally. Only talents and non-talents. If however I realy on a non-talent then I create a weakness for myself. And likewise if I don't rely on my talents then they're never strengths for me. So when you think about it this way in reality I manufacture my strengths and weaknesses. In other words I'm ultimately in control of my strengths and weaknesses, as are you! You may be born with natural talents and non-talents based on the neural networks in your brain and the way your mind's wired but you're in charge of whether or not those talents and non-talents are used to become strengths and weaknesses. When you allow your success to depend on your talents you manufacture or create strengths. And when you allow your success to depend on your non-talents you create or manufacture weaknesses. Now it might seem as I'm talking some minor, semantic difference but I assure you that this is much more than a simple play on words. Understanding this concept requires a total change of perspective. Most people buy into the myth that they possess their strengths and weaknesses and fail to understand that they don't actually possess them but when they realize that they're the ones manufacturing them that the power is also theirs as to whether they exist or not in the future Remember the thing that controls how these potentials turn out is how you apply yourself. Geniuses understand this. They know they're the only ones responsible for whether they benefit from strengths or suffer from weaknesses. They do not allow their success to become dependant on their non-talents. Instead they focus on maximizing their successes dependance on their talents and minimizing their successes dependance on their non-talents. The author and statesman of management Peter Drucker said much of the same thing when he told leaders "Your job is to make the strengths of your people effective and their weaknesses irrelevant." He didn't talk about correcting their weaknesses by developing their natural talents or turning them into strengths he championed making them irrelevant by not depending on them. What he was talking about in effect was have people turn right, not turn left, the organization as a whole it seems. Focus on the job and how the job doesn't create dependance on that non-talent. thereby not manufacturing the weakness. That's the difference. And that's the 2nd really interesting big thing we learned from the Geniuses in the study. Here's another way to look at the myth of strenghts and weaknesses. Let's imagine you're a soldier tasked with getting from point A to point B. You look at your map and determine the best route to take to achieve your objective. And you start down on that path. Along the way however, you come upon a minefield. At this point you have two choices: you can choose option A (...) you stick to your original path but stop to defuse each mine as you come to it or you can choose option B, where every time you come to a mine you simply walk around it. Which would seem the most advantageous and expeditious? Most people would choose option B because it's faster and less risky. Unfortunately, in real life most people are taught to choose option A. They're given an objective, they determine a path to it, and they start down it. If along the way they realize that they have a weakness a mine in this analogy, instead of changing their path they stop to try to fix that weakness. Defuse the mine, develop a natural talent where one doesn't exist. This is exactly what people do when they turn left and try to develop new natural talents. The process of becoming a Genius doesn't lie in becoming an expert in defusing mines or fixing weaknesses. It comes in being an expert in planning a course that bypasses the mines altogether. If you choose option A you manufacture a liability or hazard. When you choose option B the mines are still dangerous but since your path to success doesn't take you through a minefiled they remain only potential hazards. And, in the end, this course is much faster, easier and less likely to blow up in your face. As part of this preparation to learn you Self Awareness and become more Authentic to it the next thing we learned from the Genius Mindset is that they've got a very different opinion of who's in charge. That's the 3rd thing you can learn from the study. You see, if most likely The Problem is a significant one for you then your current belief system may be allowing you to suffer from your own legacy of dependance. If you depend on the company or the world to tell you how to succeed then before you start becoming more Self Aware you need to examine your own belief system. about who's in charge of your own success? The question you must ask yourself is who's in charge of me? The most common problem with many inauthentic people is that they have a belief system that the company or the outside world has more control than they do over their lives. There's a term in psychology called "Locus of control". And it speaks to belief about whether the outcomes of our actions or (...) of what we do or on events outside of our personal control. The Authentic people tend to have a much greater belief that they have control over their life and destiny. They have an internal locus of control. More inauthentic people however, tend to have an external locus of control. So they share a common belief that they are less in control of what happens to them. Having an internal locus of control means believing that you can make a difference in how your life turns out. It means believing in your heart that you have a lot of influence over how successful you are. No matter the obstacles. This is why it's crucial that you start to believe in your own ability to control your life, your performance and your success. Before you go down the path of exerting any energy on becoming more Self Aware and then working hard to try to become more Authentic to it you have to stop depending primarily on someone else's way to do that role someone else's opinon on what you should and shouldn't be good at someone else's thoughts on what do they wish you would do. You've got to create your own best way. That's the 3rd big thing that we learn from the Geniuses in the study. The most successful people among us don't accept mediocrity, they don't accept learned helplessness, they don't accept that they are flawed. They refuse to accept being just another runner in the race. And if they can't be the best then they change races and find one where they can be. They seek out environments where their talents can make them the best, not just above average. If you can't be the best in what you do get out! Don't waste your potential Genius, don't settle for anything less than what you deserve, don't settle for being anything other than a Genius at what you do. And that's it for this video. These are the lessons that we've learned about the Genius Mindset. This is important - you've got to adapt somewhat that Genius Mindset before you can start to develop Self Awareness. This was the preparatory work that you need listen to again, really consider and act on, change the way you think about yourself change the way you view your role in the world, change your perspective on whether you really manufacture strengths and weaknesses or whether you just possess them. Refuse to settle. Refuse to be only mediocre. And quit, whatever it is you're doing if you don't really truely belive that you can be the best at it. I'll see you in video number 3.

Video Details

Duration: 22 minutes and 36 seconds
Country: United States
Language: English
License: All rights reserved
Genre: None
Views: 123
Posted by: weronikalabaj on Jun 25, 2010

What's Your Genius? has been used by professionals, entrepreneurs, business owners, office workers, laborers and even Fortune 500 CEO's who are looking for a way to maximize their personal success with less frustration and effort.

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