I was interviewed by Thomas Capone of the New York Distance Learning Association yesterday and the video recording of our 55 minute conversation is now available on their website.
About Thomas Capone, Director NYDLA
Thomas A. Capone is CEO of MTP-USA, one of the fastest growing telecommunications companies in the United States. Servicing over 300 of the Fortune 1000 companies in the United States. Thomas Capone’s clients include the Department of Homeland Security (DHS), The Federal Emergency Management Agency (FEMA) and the U.S secret service. Thomas Capone is also executive director of the New York Distance Learning Association (NYDLA).
His idea behind the New York Distance Learning Association (NYDLA) is that everything is now about distance learning, not just higher education. Everything is about remote work, tele-work, file sharing, virtual classrooms, virtual work. Even virtual play! Look at the world of video games and virtual reality technologies. The NYDLA brings not only the technology – but smart people – the subject matter experts to those who must master this new world of global distance learning to be successful. The future of our world is to be a global marketplace, and it only makes sense to master the technologies and the distance learning techniques of this new world.
This summer I played a lot of tennis (for me): I played 5 hours each week.
Initially, I played with my family, but then was encouraged to hire a tennis coach. I haven’t had a tennis lesson since I was a kid. Rackets have evolved in the last 30 years and so have techniques. I booked 10 lessons with the clubhouse. They put me in contact with Victor.
Victor today is in his fifties, but as a younger man at various times he was the #1 Portuguese tennis player.
Victor was the best coach that I have worked with in years.
There are a couple of things that Victor did that made the time we spent together valuable for me – not just for my tennis, but also as a general improvement in my approach to life.
100% Focussed on Tennis
On our third session, I asked Victor about his recent trip up to Lisbon. He said “we are here for tennis, not for conversation. Conversation when we finish.”
I was surprised, but rapidly saw that this was Victors approach. I started to enjoy the freedom to not have to be “friendly” but to focus 100% on tennis. He was focussed for the hour on how to make me a better tennis player, not for friendly chat.
As soon as a lesson would finish, he would happily share about his life… but not when we had work to do.
Always Assertive with a Clear Plan
At all times, Victor had a plan for our time together. All lessons started immediately with tough warm up drills. All lessons moved through a sequence of practices that build up to full rallies towards the end of the hour. I could ask questions and ask for specific improvement tips, but Victor remained in control of the sessions at all time.
This is a balance I find difficult as a teacher and as a coach. There is always an element of friendship that emerges between the students and me, and between those that I coach… I sometimes feel it to be rude to not engage in some friendly conversation.
Victor showed me that there is a time for friendly conversation, and there is a time for doing the work.
Mentally and Physically Challenging
Victor ran the sessions as if I was preparing to play at Wimbledon the following week.
I play tennis as a fun social game, but not something that really improves your fitness. Lessons with Victor left me feeling as if I had done a 6 mile run. I finished each session physically exhausted.
Victor never treated me like a 47 year old weekend social player. Initially I felt like telling him that it was too much, that I only wanted to improve the technique on my forehand and backhand… but once I accepted that this was not just technique coaching, but challenging me to be able to play against the toughest players, even when physically exhausted… I started to get into the idea of taking tennis more seriously.
Victor expected me to act at all times like a serious player. If he was ready to hit and I was walking slowly back to the baseline, he would shout “come on, get into position!”
As I got tired and I felt frustrated that my technique was falling apart because of total exhaustion, he was clear that it is vitally important that you continue to play well at the end of games when both players will be tired.
I find this balance between challenge and fun a difficult one. My approach to teaching business leaders has changed dramatically since my first classes in the IESE MBA program back in 2005.
Initially I taught like a kind friend who shared information and jokes with students. After 5 years I had a radical change of approach.
This shift was caused by the bankruptcy of a company that I had founded. As I led the company in the financial collapse of 2008, I just wasn’t emotionally, spiritually or financially prepared for the challenge. I asked myself “How can I have an MBA… and 8 years experience as a management consultant… and yet be totally unprepared to face real difficulty?”
Class should be tough. Training should be harder than real life. If leaders are not facing the hardest challenges in training, then we are not preparing them for life.
How I showed up, how I gathered the tennis balls, how I stood in the ready position were all aspects of my game that Victor challenged me on. Everything mattered. Everything was coached towards the mindset of excellence as a tennis player.
Given the intensity of the sessions, I had more little muscle injuries than I have had in years. Sprinting from side to side and from the baseline to the net put stresses on my knees and legs that I haven’t faced since my days playing squash in my 20s. Even here, Victor was unrelenting. “Sore leg? Can you play? Then let’s play…”
Tennis and Life
What’s true of success in tennis, is also true for life. I found that the 20 hours with Victor not only improved my tennis, but shifted my outlook and approach to life.
Victor was a great coach for me not because he was a great tennis player. He was a great coach because he didn’t coach the 47 year old social player, he coached me as if I was an excellent player. This attitude more than anything shifted my mindset and attitude.
As I return to Barcelona to refocus my energies on our CEO development at Vistage and to my teaching at IESE, I hope to take a bit of Victor into these interactions.
A short story from the mountains about how removing drag can be more effective than increasing power. Many times we could improve our life by cleaning up the things we do that actively damage ourselves: eating poorly, drinking too much, complaining, remaining angry, holding grudges, positioning myself as a victim.
This week’s video comes from Champery in Switzerland where I have been part of the faculty for a leadership program for the Avanade company. One of the other faculty is a Leadership Coach called Kris Girrell. He shared a simple 4 part structure for a Coaching Conversation.
The 4 Coaching Questions
Learn More about Kris Girrell
In his TEDx talk, Kris shares a wonderful idea – the “Emotional Table of the Elements” – in which he created a someone tongue in cheek copy of the Periodic Table replacing atoms with emotions. I love the metaphor. Check out his TEDx talk below:
Knowing how to respond to others’ emotional states is the essence of Emotional Intelligence. But how do we actually learn it? Executive leadership coach Kris Girrell suggests that sometimes the path to becoming intimately aware of our emotions may be a little bumpier than we bargained for, but in the end, results in stronger relationships.
Kris is an executive leadership coach, co-owner of the Goddard Preschool in Reading, and author of A Married Man’s Survival Guide.
This list is Conor’s “Sunday afternoon in a coffee shop brain dump” of reasons why Business Leaders seek the support of an Executive Coach or Mentor either independently or through an organisation like Vistage.
What is the underlying structure of your life? What habits are made easy because of the layout of your home, your office, the friends you hang out with? How might you change the structure of your life in order to make certain positive habits more likely to happen?
Our surroundings affect us more than our intention and our discipline.
It drives me nuts when someone just wants to use me as a sounding board as they share their problems.
I find it hard to listen to someone who just wants to tell me about the problem. They have a lot of energy and passion to describe their problem, but I can’t get them to engage in positive ideas for how they can move the situation to a better place.
I am empathetic for a while, then I get tired and tune out.
The Approach of Leadership Coach Dan Rockwell
Dan Rockwell in his recent TEDx talk shared a scheme for bringing a conversation away from problem description. When people call for his help, they want to talk about their problem. He has 45 minutes to make a difference… he needs to get the conversation moving on from the problem. How?
He uses the acronym: PITSIT’N
Problem – Problem “Other people are doing bad things”
Imagine – Imagine if things were going perfectly. What would it be like? (they have no idea)
Trying – What are you trying to make things better?
Stop – What do you need to stop? (try harder doing the same things is never a real strategy) “You seem smarter than this” repeating same and becoming more frustrated
Imperfect – What is the imperfect behaviour that will move this forward? (little steps, trying little positive things, “if you can’t see it, it doesn’t count”, “we don’t need a touchdown, we just need a first down”) What are possible behaviours that will move this forward?
Try – What would you like to try this week? How, when? “Pretend I’m that person and say it to me”
Next week – Next week, I am going to ask you four questions: What did you do, how did it work, what did you learn, what are you going to try next time?
Watch Dan’s TEDx Talk
What tools work for you? How do you decide when somebody wants you just to listen to their frustration, or when they really are interested in your coaching to make progress?
Psychologist Martin Seligman explained that there are three ways in which our internal beliefs or narratives become damaging: we make them personal, pervasive, and permanent.
Personal: I failed, so I must be a failure.
Pervasive: I failed in this instance, so I’ll probably fail in every instance.
Permanent: I failed once, so I’ll probably fail always.
When something goes wrong, watch how you speak to yourself. Be careful of the words “never” and “always”. A failure is a single instance of particular context and a particular version of your past self – taken positively, each failure makes you a better version of yourself.
It is not what happens that makes life hard, it is the perspective we chose to take on what is happening. We can chose which questions we ask ourself. If I ask myself “Why am I such a loser?”, my brain happily provides a long list of good answers. If I ask myself “What would I change next time?”, my brain engages in a more positive search for answers.
The only true failure is to let one setback stop you completely. You are not your current situation, you are the fullness of the journey that you will complete over your lifetime.
A mountaineer is not a failure when they are at base camp and only a success when at the summit.
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