Proteus is helping us make sure the US track and field team achieves its fullest potential in 2012 and beyond. Benita Fitzgerald Moseley, Chief of Sport Performance, USATF


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Archive for the ‘learning’ Category

Jul
10

Why Not?

I enjoy being in situations that defy common wisdom.  Recently my husband and I were vacationing in Italy, where we spent one day in Venice.  We traveled there by train, and simply walked off the train and started wandering around (fortunately, the places most people want to go are pretty well sign-posted, or you’d be irretrievably lost after about five minutes.)

Venice1At one point a sweet young Dutch woman asked us to take her picture, and then we asked her to return the favor.  It wasn’t until we were standing there, not moving, that I realized how quiet the city was.  I said as much to my husband, and he responded, “no cars.”

Of course!  How strange to be in an urban area completely devoid of traffic sounds and smells. The only motorized vehicles in Venice are the water taxis, which are pretty quiet.

Once we’d been reminded of this auto-less situation, we noticed all kinds of interesting adaptations: a cool little machine shaped kind of like the bottom of an army tank that some guys were using to take a refrigerator up a set of stairs; a dolly with a second smaller set of wheels to transport containers not only through the streets but up one side of the stepped bridges and down the other.

The experience immediately made me think about how we might do things differently in other cities to reduce or eliminate car traffic. I noticed how just one example of a non-car-based urban area shifted my thinking from “We couldn’t possibly do without cars” to “Why not?”

Now, don’t misunderstand me - I’m sure there are thousands of people infinitely more equipped to think about this question than I, who have been wrestling with it for many years.  I’m not really talking about how to create car-free cities; I’m talking about how to challenge your assumptions.  And this day in Venice reminded me that when I encounter something that pushes against what I believe is possible (it could be anything: a conservative Republican who’s concerned about social justice; a simple approach to income taxes that will actually work; a way to stay in shape that takes 15 minutes a day), it has – if I’m open to it – a wonderful effect of making me question my set-in-stone assumptions. And that’s always a good thing.

And to have my mind opened up in addition to simply being in Venice:  priceless.


Jun
5

Pioneering Within

“Never underestimate the power of dreams and the influence of the human spirit. We are all the same in this notion: The potential for greatness lives within each of us.”

                                                                       - Wilma Rudolph

Wilma Rudolph was the first American woman to win three gold medals in a single Olympics.  In the 1960s, she was considered the fastest woman in the world.

Astonishingly, this world-class athlete and inspiration to millions was born prematurely, weighing only 4.5 pounds. She was a sickly baby and child, surviving attacks of infantile paralysis, polio and scarlet fever that left her with a twisted leg requiring an orthopedic brace, which she had to wear until the age of 12.  She once said, “My doctors told me I would never walk again. My mother told me I would. I believed my mother.” 

As time goes on, I become more and more convinced that, though we can’t always control the circumstances of our lives, we can always have tremendous control over our reaction to those circumstances.  For example:

Today I was telling some colleagues about an amazing woman named Tao Porchon-Lynch, a 96-year-old yoga teacher, championship ballroom dancer, wine connoisseur and  peace activist who has become my inspiration and role model.  I see no reason, barring illness or death, that I (or you) can’t be living an equally satisfying and active life in our nineties. 

Yesterday was the fifth anniversary of the day I met my beloved husband. We were reading through emails from the early days of our courtship, and agreeing that we love, like, and desire each other more today than we did five years ago – and that we fully expect our love to continue to expand and deepen throughout our lives. 

I’m entirely certain that I will be able to learn new skills, make new connections with people and discover new problems/mysteries/puzzles to solve until the day I die. 

In fact, here’s a suggestion. Whenever that voice in your head tells you that something you hope for just isn’t possible, stop and ask yourself –  Why not?


May
12

The Same Thing, Different

Every spring I write at least one post about spring.  You’d think I’d be jaded by now – after all, I’ve lived through a good many years, and each year to date has included a spring.

And yet…

Every year, I glory in it. It seems miraculous every single time: one week, dead grey branches and barren ground; the next, a hundred shades of tender greenery adorn the branches and wildflowers spangle greening meadows. We tuck inert seeds into garden soil and – voila! - the tender shoots emerge a few days later.  We open the windows to welcome in the scent of newly warmed earth and the susurration of breezes in the grass.

spring from the train

spring from the train

I’m grateful to be enchanted like this every spring. And I’m convinced that this ability to see the same old thing with new eyes is a gift we all have – and of which we take insufficient advantage.

There’s a reason for it, though. Being able to do a great many things primarily on automatic pilot makes it possible for us to navigate our complicated lives. For instance, think about the things you’ve done so far today: gotten out of bed; done your morning ablutions; gotten dressed; perhaps eaten breakfast – and cooked or purchased it first; possibly gotten kids or your spouse off to work or school; made your own way to work or started your day in other ways. I’d venture to say that most of these activities took very little of your attention…in fact, you were probably thinking about other things entirely, or having conversations, while you did them.  This ability to do a variety of things without paying too much attention to them enables us to do and say and think as many things as we do during the course of a day, many of them simultaneously.

But the fact is, we can fully attend to any circumstance or event or person that comes before us; we have that capability, too.  And when we do, our experience of that thing opens up, and it  strikes us with great depth and clarity.  We see it for all that it is, rather than seeing merely the two-dimensional sketch to which our inattention reduces it.  We all experience this sometimes: when we’re newly in love; when something brand-new (to us) is happening; when we’re fully engaged in doing something about which we’re passionate.

We forget, though, that we can look at anything through this lens of full attention – and that when we do, we’ll regain much of the rich freshness of seeing it for the first time. Seeing spring anew each year reminds me of this capability, and it’s a joy to me – but it also reminds me that making use of this ability to attend fully can make my life better in every realm.  For instance, full attention can allow us to see our colleagues more completely, so that we don’t limit them to thin caricatures of themselves. Looking more fully at new ideas makes it more likely that we’ll see the possibilities inherent in them, rather than labeling them as impractical or derivative.  More fully attending to our own physicality can make us more conscious of how we carry ourselves, what we eat, how we sleep: we are more likely to to support our own well-being if we’re aware of how our actions are affecting our body at a given moment.

Someone once asked Pablo Casals, a world-renowned cellist who specialized in playing the works of Bach, if he didn’t get tired of playing the same pieces over and over.  Casals replied, “I’ve never played the same piece of music twice.”

That’s possible for each of us.

Posted in learning,Thinking

Apr
13

Sharing The Planet

I read the most amazing article recently, about elephants’ ability to recognize and react appropriately to human voice and language.  In Kenya, elephants generally encounter people from one of two ethnic groups: Maasai or Kamba.  The Kamba tend not to pose a danger to the elephants – while the Maasai often clash with the elephants over land and water rights.

Researchers had elephants listen to recorded voices of adult Maasai or Kamba males saying, in their own language, “Look, look over there, a group of elephants is coming!” They also recorded Maasai females and children saying the same thing. Then they played the recording for family group of 58 elephants.  Here’s what happened:

When researchers played a Maasai male voice, elephants immediately started sniffing the air for danger and retreated into a bunched, defensive formation. By contrast, the elephants were unfazed by the Kamba male voice. Further, elephants didn’t seem to mind the voices of Maasai women and children.

Even when researchers re-synthesized the Maasai male voice so it resembled a female’s, the elephants still recognized it was male and acted defensively. The results indicate that elephants can pick up even the subtlest vocal cues to assess the level of a threat.

Many studies besides this one have shown that elephants are extremely intelligent: among other things, it seems they experience a subtle and broad variety of emotions, including joy, playfulness, sadness and grief. They can learn new facts and behaviors, mimic sounds, self-medicate, demonstrate a sense of humor, create art (that is, do activities that seem to have only an artistic or expressive purpose), use tools to complete tasks, and display compassion and self-awareness.

This particular study caught my attention, though, because it demonstrates elephants’ ability to distinguish between humans who are likely to be a threat to them and those who are not. In other words, that they have the capability of trusting (or not trusting) humans based on previous experiences they’ve had with humans of various sorts.

Once I got past feeling sad that some humans  are a threat to these gentle, intelligent creatures, it made me think about how casually we assume our own superiority to all other intelligences on the planet.  And how, as we spend more time getting curious about highly intelligent animals like chimpanzees, dolphins, elephants, and pigs, our assumptions about our superiority come into question.

Thank goodness that the scientific method, when properly applied, doesn’t allow us to remain in comfortable ignorance, our assumptions unchallenged.  I look forward to the day when scientists discover facts that demonstrate beyond doubt that these creatures with whom we share this orb have gifts and capabilities surpassing our own.

Until then, while I may not have proof, I suspect the elephants often pity us, and the dolphins find us amusing.


Jan
15

Sharpening My Ax: the Joy of Mastery

Just got back from an exciting, inspiring, exhausting, fun and thoroughly worthwhile event: the first annual Soundview/Nour Author Summit in Atlanta.  For a number of year, I had attended a similar event put on by my friends and colleagues at 800CEOREAD, and when they laid down the torch after last year’s event, and weren’t talk-out-of-it-able, Rebecca Clement and David Nour decided to pick it up and carry it forward.

I learned useful stuff, met great people and laughed a lot. (I also ate an extremely tasty lobster dinner, which added to the overall impression of wonderfulness.)

More than anything, I understood even more deeply about the joy of mastery.  I learned yet again that mastery doesn’t mean getting to the point where you’re the expert and you get to tell everybody else how to do stuff.

with David Nour and Jennifer BridgesTrue mastery means wanting to keep learning, even when you’re good. That is, getting good enough at things to feel proud and happy of what you’ve learned and accomplished – and at the same time feeling hungry to keep going. I’ve become a good writer, a good teacher, a good(ish) marketer of my books and ideas, and I can build connections with lots different kinds of people — and I have so much more to learn in all these areas; so much I want to do better.

True mastery means being able to learn from almost anybody: those who are farther along the path than you, those who are journeying beside you, and those who are just starting out. Some of the things that most inspired me and made me think over the past two days were said by folks who are just writing their first book or just contemplating how to build a practice around their ideas.

True mastery means increasing – rather than diminishing – curiosity. I find myself more and more fascinated by the process of clarifying ideas and sharing them in a way that’s compelling and useful. I found myself listening to many different people, to hear how they do it, and whether that works for them.

True mastery means being willing to start over and over again. I discovered, for instance, how little I understand about using Twitter as a means of community-building, business-building and idea-sharing.  I thought I was pretty good with – but no: just scratching the surface.  Damn.  OK – time to go back to “I don’t know that…how does that work?”

And there is joy in all these things.  I have a suspicion that joy arises from freedom. When I let go of thinking I have to be an expert, a grown-up, a teacher, the one-who-knows, and simply share my insight and knowledge as a gift, and then learn more, take in more, from everything and everyone around me – that’s truly joyful.


Dec
2

Seeing Selling Differently

courtesy of nostalgiapassages.com

courtesy of nostalgiapassages.com

I’ve always had a pretty good relationship with the idea of selling.  For some reason, even from an early age, I had the idea that sales was simply about finding people who had a real need for what I had to offer. So, for instance, selling Camp Fire Girls candy in grade school held no terrors for me: I’d go around and ask people if they wanted to buy it, and if not, I’d ask the next person.  I figured there was no harm in asking, even if they didn’t want it - and them not wanting it didn’t have anything to do with me; maybe they didn’t like candy, or were on a diet, or had already bought some from somebody else.

And actually, that’s pretty much how I sell today, 50 years later.  I set up a conversation with someone; I listen to find out whether he or she could have a need for something Proteus offers.  If so, I explain the service or product I think they might find useful. I ask if they’re interested in exploring a possible fit between their need and our offer.  If not, I assume it’s because they 1) don’t see the need in the same way I do, or 2) they believe they have a better way of meeting that need that doesn’t involve Proteus.  Next!

I recently read a wonderful little book, Dan Pink’s To Sell Is Human, that pretty much reinforced the positive ideas I’ve had about selling for all these years.

However, it also made it much clearer to me why most people don’t view sales in a positive light – why they have a ‘cringe’ relationship with the idea of selling. Rather than seeing it as a collaborative, mutually beneficial process of finding a fit between need and offer, they see it as manipulative, pushy, inauthentic, slightly sleazy.  Sales, for most people, evokes images of being glad-handed and lied to by some untrustworthy used car salesman in a shiny suit and bad toupee.  No wonder people think they don’t like to sell!

The problem with holding on to that old, outmoded conception of selling is that almost all of us need to be able to sell.  If you define selling, as Pink does, as ‘the art of moving others,’ we’re selling ideas, opinions, and proposed courses of action every day – to our kids, our boss, our spouses, our PTA group, our employees.

And for those of us who are entrepreneurs or freelancers, even more of our time is spent ‘moving others’ to see that fit between our business or ourselves and their need.

So it makes sense to shift our ideas about selling – and that means (you know this is favorite topic of mine) changing our self-talk.  Here’s a quick and simple exercise for doing just that:

1) Ask yourself: What words come to mind when I think of myself as a salesperson?

2) Listen to the response that arises inside your head:

2a) If you find you’re thinking words like helpful, partner, problem-solver, relationship builder, mutual benefit  - congratulations. You have the core mindset of a successful 21st century salesperson.

2b) If your thoughts are running more along the lines of words like rejection, pushiness, annoying, drudgery, scary – I suggest you continue on to step 3.

3) What could you say to yourself differently that’s more positive and hopeful about the idea of you selling – yet still feels true to you?  I asked my husband (whose self-talk about selling is quite negative) and his response was, “I have a great product that some people will find useful. If people don’t want to buy it, it’s no reflection on me.” Great, simple, positive, accurate.

4) Once you’ve come up up with more supportive (yet still believable) self-talk, you’ll need to remind yourself of it whenever your old, unhelpful self-talk muscles its way toward the front of your brain.

Changing your mindset in this way is key to feeling differently and then acting differently about selling. And as selling starts to occupy a new place in your brain and heart, you might feel comfortable enough to explore ways to get better and better at it.

Just in case, here are two articles to support your evolution: The Unexpected Secret to Being a Great Salesperson, a post on my Forbes blog from earlier this year, and Sales Tips: 4Ways to Avoid Cold Calling, a post I wrote for the Salesforce blog.


Nov
5

Why We Think Learning Is Boring

I’ve been thinking a good deal lately about learning: how we learn, especially as adults; why the ability to learn well and easily is so important now; what gets in the way of our learning.

And one thing I’m noticing is that most people have a rather limited and not-very-positive view of the word “learning.”  For instance, I’ve noticed that if I put “learning” in the title of a post at Forbes, I get – at best – a couple of hundred page views. If I then go back and change the title, removing “learning” and substituting a phrase like “How to….” or “5 Ways You Can….”, the page views jump dramatically.

So I’ve started asking people what they think of when I say “learning.” Generally among the first few words out of their mouths:  “school,” “boring,” “classroom,” and “teachers.”  As a result, I’ve come to believe that for many (most?) of us, our associations with learning have been deeply tainted by our early, negative associations with schooling:  our memories of being scrunched into uncomfortable desks with a bunch of other bored 9-year-olds while some boring grown-up drones on about something that’s infinitely less interesting than whatever is going on outside the windows of our too-warm, over-crowded classroom.

And it’s really unfortunate, because – in the words of Arie De Geus“The ability to learn faster than your competitors may be the only sustainable competitive advantage.”  I’ve come to believe that this is true not only organizationally, but personally as well.  In this highly disruptive, fast-changing era, people who master the art of learning new things quickly and well have a tremendous advantage. Emerging technologies? Changed business models? Different employee expectations? New ways of working globally? Cultural mash-ups?

All doable if you’re a kick-ass learner.

To find out how to be a truly excellent learner, go back before you got stuck into school, and think about how you were as a little kid.  Since lots of people don’t have much memory of themselves at this age, I’ll remind you.  Little kids are driven to learn.  They want, deeply, to be like the bigger kids and grown-ups they see all around them. It’s aspiration in the simplest, most direct sense. It’s also a powerful survival mechanism – from the beginnings of humanity until a few hundred years ago, the children who most quickly became skillful, contributing members of the tribe were most likely to live and reproduce.

And the impulse that focuses this aspiration to learn, that catalyzes real change in understanding, is curiosity. Anyone who has ever been around a 4-year-old has experienced this firsthand:  Why?  How did that happen? Does that always happen? Is that a good thing? What if I did that? Can I do it? Why not? It can be exhausting to the adults involved, but it’s a remarkably effective way to figure out the world, how it works, and one’s place in it. Curiosity is the impulse to understand. It’s part of that survival mechanism – understanding our environment as deeply as possible is key, not only to not getting killed by some aspect of that environment, but also to using what’s available in that environment to increase the likelihood of our safety, comfort and health.

There are two other things that kids have (at least when they’re little) that we tend to lose as adults: they’re willing to admit when they don’t know something, and they don’t care about making mistakes.  We call those learning capabilities neutral self-awareness and willingness to be bad first.

Learning language is a great example: “What’s that?” my granddaughter asked me last summer, pointing at a radish I’d just pulled from the garden. “It’s a radish,” I replied, handing it to her. “Rabish,”  she said with satisfaction, inspecting it. “Radish,” I repeated.  But she couldn’t quite get that combination of letters – and didn’t really care. Her focus was on pure acquisition of understanding, and she wasn’t at all embarrassed about her difficulty with the pronunciation, as an adult would have been.

I’m deeply convinced that if we, as adults, can re-connect with those four childhood capabilities – aspiration, neutral self-awareness, endless curiosity and willingness to be bad first – we will be far more successful at navigating through this ever-changing world.

I’m planning on writing my next book about this whole arena, so I’d love to hear your stories of how you used any of these four capabilities to get better at something, to develop a completely new skill, or to find out about something you didn’t know.  I’ll also be writing about this at Forbes, so if the topic interests you, please join us over there as well.

And as always, thank you for reading…it inspires me to get as clear as I can about what I observe and experience, so I can share it with you as usefully as possible.


Oct
15

Caught By The Wind: When The Familiar Changes

Just this week we had our annual Proteus company meeting – something we’ve done every fall for many years.  I believe it was the best one so far: great energy; lots of fun; useful conversations and clarifications; really good connections among all of us.  But for me, the most wonderful thing was this: I didn’t make the arrangements; I didn’t manage getting everyone there; and I didn’t run most of the meeting.

My excellent team members did much of the heavy lifting, and I showed up with everyone else and participated.

My job as co-CEO of Proteus has changed dramatically over the past year or so, and I’m shutterstock_114876481very excited about it.  The metaphor I’ve been using in describing the change: for 20+ years, I felt like I was running with a kite, trying to get it up in the air.  Now, the wind has caught the kite, and my job consists of paying out the line, keeping the proper amount of tension on it so that the kite stays in the air and can go higher and higher.

The ‘wind’ is composed of a better-than-ever team of smart, well-intentioned, skilled people; better and better internal processes for doing our work; ever-more-clearly-developed and useful IP; and a wonderful momentum of satisfied and vocal clients who keep calling us back and referring us to others.

So even though I’ve had the same job on paper for 23 years, “Founding Partner and CEO” of Proteus is very different now than it was even a few years ago.

And I’m seeing that the most important way for me to make this shift is to talk less, listen more, and get very curious. In fact, I think that’s key to making any shift, but it’s especially important when something you think you know very well is shifting under you.

When we’re involved in learning something brand new to us, we tend to come in with a helpful “novice” mindset: e.g., “I don’t know know much about this; there’s a lot I need to find out.” That mindset moves us in the direction of listening and curiosity. Unfortunately, when it’s time to learn something in an area where we already think we’re experts (e.g., doing our job, running our company, raising our kids), we tend to be much less open and curious, much more focused on how it should be, on what we know (or think we do), and on telling others what we know and how it should be!

I suspect that, in today’s world, most people’s jobs change pretty significantly from one year to the next, and that no matter how long you’ve been in a particular job or company, it’s probably a good idea to come in every day with that learner’s mindset.

Michelangelo, arguably one of the most brilliant and productive people in Western history, had a stock response he used throughout his life whenever people complimented him on an achievement or an idea: he said, “Ancora imparo” – “I am still learning.”

If it’s good enough for Michelangelo, it’s good enough for me.


Sep
17

You Had It Right When You Were Two Years Old…

My daughter just put something wonderful on facebook the other day.  It’s about 7 minutes long, but I strongly encourage you to watch at least the first 5 minutes. Then we’ll talk about it…

I love this so much. I had no idea such a thing existed, and I’m truly fond of finding out new stuff.

I have an almost childlike joy, a sense of excitement and wonder, at discovering new things. I feel very fortunate to have retained this quality as an adult; I believe we are all born with it (watch any two-year-old exploring a new object), but too many of us have it thoroughly socialized out of us early on. We’re told that our enthusiasm is childish; we’re made fun of for not knowing things; we watch others (parents and teachers especially) act as though grown-ups are supposed to know everything…and our openness to and enjoyment of new learning gets squashed.

I used to work with someone who simply refused to acknowledge when she was hearing new information.  Whenever I would tell her something that I was nearly positive she didn’t know, based either on things she had said or ways I’d observed her behaving, she had one of two responses.  The first was, “Yes, that’s just like this other thing (that I’m very familiar with)” – even if it wasn’t at all like that other thing.  I believe her deep aversion to admitting that she didn’t know something caused her to unconsciously shoehorn new information into old frameworks, just so she could claim prior knowledge.  Her other response was simple rejection; she just wouldn’t accept the new idea or information.  Sometimes she would voice her disagreement, but more often she would simply purse her lips and look disapproving.  Over the years, I came to understand it as her “this is a crock and I’m not buying it for a minute” look.

Both of those responses kept her effectively blocked from learning.  Over the many years we worked together, I saw how painfully slow and difficult it was for her to open up to new colleagues, acquire new skills, change her mind, see another’s perspective, acknowledge changes in other people or the business.  In fact, she finally left the organization because she was unwilling or unable to make a major change that was being asked of her.

Are you in touch with your own wonder?  Here’s a way to find out. Reflect on how you felt as you were watching the video above, and then answer these four questions:

•    On a scale of 1 to 10, with 1 being “Whatever, dude,” and 10 being “Holy crap!”  how impressed were you by what you saw?

•    On a scale of 1 to 10, with 1 being “I pretty much knew that,” and 10 being “I had no frigging idea,” what were you thinking as you watched this? (Recuse yourself from this question if you’re a) a physicist, b) a glassblower, or c) the maker of the video.)

•    On a scale of 1 to 10, with 1 being “Huh,” and 10 being “I can’t wait to show this to somebody,” how excited were you about sharing your learning?

•    On a scale of 1 to 10, with 1 being not at all, and 10 being a lot, how happy/excited were you to find out there was such a thing as a Prince Rupert’s Drop?

Because, in my mind, these are the key elements of childlike wonder: being impressed and charmed by new learning; being willing to admit that it’s new to you; and wanting to pass it on.

But why does this matter?  I think it’s key to success in the world today. If wonder is your primary reaction to new skills, new knowledge, and new possibilities, you’ll be much more likely to thrive in this time of ours where massive, disruptive change is a constant, and where roughly 95% of all human knowledge has been discovered since World War II.

So: re-engage your inner two-year-old, and have at it.


Aug
14

Unleash The Genius In You

A friend once told me I was a genius. When I demurred, he added, “Genius is about seeing patterns where others see only chaos – and you’re really good at that.”

In the years since, I’ve seen similar definitions.  My favorite is by the literary critic and author Malcolm Cowley, in his introduction to Tolstoy’s Anna Karenina:

Genius is vision, often involving the gift of finding patterns where others see nothing but a chance collection of objects.

So: if a core element of genius is an unusual capability for pattern recognition — can we cultivate that?

First, let’s talk about why it’s so useful. Even before we talk about genius, it’s important to recognize that being able to see the patterns in our experience is the key catalyst for learning. My almost-three-year-old granddaughter is relentless in finding and using patterns.  For instance, after trying a variety of approaches (including demanding and fake crying) she’s learned that saying “please” will almost always get her what she wants. So “please” is quickly becoming a standard item in her vocabulary.

Take that basic human learning tool and ramp it up to “seeing patterns where others see nothing but a chance collection of objects,” and you have the core of all innovation and new understanding – what people call genius. It’s also an essential quality of good leaders.

And yes, we can get better at it. Here are three simple tools for stretching those muscles:

Get curious: Curiosity is that deep internal impulse to investigate. We all have it in abundance as children: it’s the source of their endless “why?” and “then what?” questions. Unfortunately, by the time we get to be adults, it’s been largely socialized out of us; we think we’re supposed to know everything and it’s seen as either rude or naïve to be too curious.  But if you want to access and develop your innate ability to see patterns, you have to first re-ignite your curiosity.  One great way to do it is to consciously ask “Why is that happening?” or “How does that work?” in day-to-day situations that you’ve come to take for granted.  For instance, I recently encouraged a client to reflect on why her relationship with an employee had gotten strained.  She came back to me a couple of weeks later, saying that once she started looking at what had changed, she realized that she had fallen into the habit of disagreeing with his ideas in meetings because his way of presenting those ideas was irritating to her – and that she was both ignoring some potentially useful ideas and hurting their relationship as a result.  Voila – pattern recognition! 

Be objective.  My client’s recognition of that unhelpful pattern – and her part in it – required not only curiosity but also objectivity, which is the ability to look at all sides of a situation with openness and dispassion. If you go into a situation with deeply held pre-conceived ideas about what you’ll find, it’s unlikely that you’ll see anything new.  The key to being objective is to cultivate the skill of being a Fair Witness, which I’ve blogged about regularly. The essence of being a fair witness is to observe your own self-talk (your internal monologue) to see whether what you’re saying to yourself about a situation is neutral and accurate.  And if it’s not, to change it.  For example, if my client had gotten curious but not objective about the situation – with slanted self-talk that supported her pre-existing beliefs, she might have come to the conclusion that her employee was simply an irritating guy, and that there was nothing she could do to improve the relationship. Being a fair witness quite often allows you to see things in new and unexpected ways, as my client experienced, to her benefit.

Pull back the camera.  Once you’ve gotten curious and put yourself into an objective, fair witness mindset, it’s critical to step back mentally from the situation so that you can see the whole: that’s when patterns emerge. Years ago, I was at MOMA in New York.  When I walked into the room where Monet’s single-panel Water Lilies hangs, I was first struck by its size:  it’s over six feet high and almost twenty feet long.  You have to stand across the room to take it all in at once; from a distance, you can see how wonderfully Monet captured the tranquility of light-suffused water, floating Japanese lilies, clouds overhead.  But when you move in close to the painting, the pattern dissolves, and all you see is a collection of seemingly random brush strokes, in a variety of colors: your ‘camera’ is pulled in too close to make sense of it.

If you ‘get caught in the brush strokes’ it’s nearly impossible to access your own genius. For instance, let’s say that sales are down at a particular company, and the head of sales is desperate to figure out why.  If she ‘pulls in the camera too close,’ she might focus, for instance, only on one or two formerly high-performing salespeople who are missing their targets. Just looking at that one part of the situation, she could assume any number of things: that they’ve somehow lost their edge or are slacking off; that firing them will solve the problem; or, conversely, that if she really leans on them, they’ll get better.  Based on those assumptions, she might let them go, offer them training, read them the riot act, etc. – but never see the whole picture and the real patterns inherent in it.

If, instead, she “pulls back the camera,” she might (for instance) find that an important new product line isn’t performing as promised because there’s a slight manufacturing glitch. The high return level is affecting both current sales numbers and customers’ willingness to reorder. The broader view gives a very different perspective, and will almost definitely lead her to a different, more effective, more genius-like response.

The beauty of these approaches – getting curious, being more objective, pulling back the camera – is that they’re all practical, developable skills.  In other words, you have genius in you…it’s time to let it out.