34 min
The Right Way to Help Your People Excel How People Work
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- Business
Key ideas and highlights:
Those regarded as the greatest player in their sport of all time almost always have completely different playing styles. So why do we often fall into the fallacy that excellence is objective?
People often don’t know what their strengths are, especially the younger generation. It’s their managers’ job to help them figure it out.
Excellence is idiosyncratic. We must train up our people in a way that forces them to ask: “what does good look like for me?”
“We need to unlearn that we must become someone else to be excellent.”
— Jordan Peace
Word of the day: Cordial
Timestamps:
(0:00) Intro
(2:10) Recap of Episode 16
(3:42) The Theory of Excellence - is performance universal or idiosyncratic?
(4:45) Sports as an example of the fallacy of excellence
(11:30) Excellence cannot necessarily be taught
(13:06) How do you define the ideal candidate?
(14:02) How to train up your people
(16:44) You need to figure out what your people’s strengths are, especially your younger people
(18:27) We need to unlearn the fallacy that we must become someone else to be successful
(21:14) The idiosyncrasies in excellence force us to ask: “What does good look like for me?”
(22:04) The right way to develop your people is by the language you use
(24:09) What’s wrong with just saying, “good job!”
(27:34) Why you should teach your people to think strategically
(32:00) How pointing people back to their past successes will help them succeed in the future
Connect:
Are you an HR/People Leader wanting to learn more? https://www.fringe.us/talk-to-our-team
People Data & Insights Report: https://fringe.my.salesforce.com/sfc/p/#1U000000tSl7/a/4X000000ouMw/9lixakNDHeXoFyinZ5hmod6GeWRUmxBtAhVd3oCgDmg
Jason’s LinkedIn: https://www.linkedin.com/in/jasonatfringe/
Jordan’s LinkedIn: https://www.linkedin.com/in/jordan-peace-fringe/
How Fringe works: https://www.youtube.com/watch?v=9NiAGyFut6E&t=2s
Key ideas and highlights:
Those regarded as the greatest player in their sport of all time almost always have completely different playing styles. So why do we often fall into the fallacy that excellence is objective?
People often don’t know what their strengths are, especially the younger generation. It’s their managers’ job to help them figure it out.
Excellence is idiosyncratic. We must train up our people in a way that forces them to ask: “what does good look like for me?”
“We need to unlearn that we must become someone else to be excellent.”
— Jordan Peace
Word of the day: Cordial
Timestamps:
(0:00) Intro
(2:10) Recap of Episode 16
(3:42) The Theory of Excellence - is performance universal or idiosyncratic?
(4:45) Sports as an example of the fallacy of excellence
(11:30) Excellence cannot necessarily be taught
(13:06) How do you define the ideal candidate?
(14:02) How to train up your people
(16:44) You need to figure out what your people’s strengths are, especially your younger people
(18:27) We need to unlearn the fallacy that we must become someone else to be successful
(21:14) The idiosyncrasies in excellence force us to ask: “What does good look like for me?”
(22:04) The right way to develop your people is by the language you use
(24:09) What’s wrong with just saying, “good job!”
(27:34) Why you should teach your people to think strategically
(32:00) How pointing people back to their past successes will help them succeed in the future
Connect:
Are you an HR/People Leader wanting to learn more? https://www.fringe.us/talk-to-our-team
People Data & Insights Report: https://fringe.my.salesforce.com/sfc/p/#1U000000tSl7/a/4X000000ouMw/9lixakNDHeXoFyinZ5hmod6GeWRUmxBtAhVd3oCgDmg
Jason’s LinkedIn: https://www.linkedin.com/in/jasonatfringe/
Jordan’s LinkedIn: https://www.linkedin.com/in/jordan-peace-fringe/
How Fringe works: https://www.youtube.com/watch?v=9NiAGyFut6E&t=2s
34 min