Focus Magazine - Summer 2015 - (Page 46)

5 QUESTIONS Tim Sosbe 5 Questions With... Peter Bregman H elping professionals find the best path to success is a large part of training's mission. But sometimes those paths wind themselves through a forest of bad habits. I recently spoke with Peter Bregman, author of Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want, about how to plant the seeds for better performance. Peter Bregman, is author of Four Seconds: All the Time you need to Stop Counter-Productive Habits and Get the Results You Want Photography: Stacy Bass Tim Sosbe (TS): How do you define "bad habits" in a business context? Peter Bregman (PB): Bad habits are the things we do and say - automatically and without thinking - that move us further away from the business outcomes we want. ey decrease our performance, strain our relationships, reduce our opportunities, decrease our pleasure and damage our reputation and earning power. We might respond defensively to criticism, for example, or advocate too hard for our interests, or distract ourselves with incoming emails - things that hinder our success. TS: Are people typically aware of their bad habits? PB: One of the things that's difficult is that we are oen blind to our bad habits. We know we're not getting the results we want, but, because habits are instinctive gut reactions, we don't always see that we're causing the damage. TS: You write that "sometimes, doing nothing at all works better than doing something." How's that work? PB: e business culture is an action-oriented one. If there's a problem, we almost always feel like we should do something about it. And, oen, we're right - we can increase employee engagement, serve our clients more effectively, and break through obstacles like internal politics. But, some problems are not ours to solve. To increase employee engagement, for example, requires that I create a great environment for employees and then step away. People are engaged when they take selfresponsibility - which means I have to do less and let them do more. Deciding what not to do helps us shi ownership to the right people and saves us time. TS: What else can the average person do to turn these bad habits around? PB: It starts with awareness. Slowing down just enough to notice the impact of what you do. When you say something, how does it land? When you do something, what's the result? Are you getting the outcomes you want? We should all have the scientist's mindset: experiment, look at the data, then adjust. When you land on something that works, make that your new habit. I wrote Four Seconds with that mindset and the book is filled with good habits that can easily replace the bad habits. TS: What role can training leaders play in creating or fostering good habits? PB: A huge role. Our job as training leaders is to help people break bad habits and build good ones. If we do that, we not only change people's behaviors, we improve their results. And that's the holy grail of training. To do that effectively, we need to know what people are doing to get in their own way and how they can replace those behaviors with smart ones that get people the outcomes they're looking for. I Tim Sosbe is editor of Focus magazine and editorial director for LTEN. Email Tim at 46 FOCUS | SUMMER 2015 |

Table of Contents for the Digital Edition of Focus Magazine - Summer 2015

Focus Magazine
From the President: Learning Delivery: What's Your Blend?
Table of Contents
Table of Contents
Guest Editor: Surviving and Thriving in a Volatile Industry
Directions: Let the Networking Commence!
Front of the Room: Dig Deeper
Neuroscience: Memory Garden
Sales Trainer Onboarding: A Fresh Approach at Bristol-Myers Squibb
Leading Cross-Functional Teams
Change Your Paradigm, Transform Your Network
What's the BIG Idea? 3 Tips to Open Doors
Is There a Kink in Your Leadership IV?
Identity Hubs: Secure, Productive Collaboration
How Much Will the Next 5 Minutes Matter?
Virtual How: How Companies are Centralizing Training Functions
Ad Index
Focus Contacts
5 Questions with Peter Bregman

Focus Magazine - Summer 2015