Mental Management: Exploring the Keys to Consistent Performance
By Dr. Roberta Vasko Kraus, Center for Creative Leadership

"If you want to change a feeling or a behavior, you have to do an action," said Kraus, a CCL faculty member who spoke at CCL's Friends of the Center Leadership Conference on preparing individuals and teams for consistent top performance. Roberta is also a NACWAA faculty member for the Institute for Athletics Executives.

The first step toward top performance is hard work. "If you have not done the hard work to establish the skills to deliver what you need to deliver, it just won't happen,' Kraus said. "There is nothing greater in life than mastery of skill. Top performers see it as a lifelong process of hard work."

Individuals who consistently perform at a top level have developed a habit of positive self-talk - often with the help of mental management techniques such as relaxation and visualization, through which they mentally rehearse their performance before actually undertaking it. They deeply believe they will perform at a high level and they ultimately do, Kraus said. Individuals who struggle with low energy and pessimism, on the other hand, are likely giving into negative self-talk about their abilities, and it invariably will drag down their performance.

Kraus offered some tips for leaders who are coaching employees for success in any line of work:

•  The 'dominant thought': This is the very last thought on our minds before we begin to perform. It's also the last thought we put into someone else's mind before they perform. A positive dominant thought ("You're going to make this next shot") can greatly influence the actual outcome as can a negative dominant thought ("Don't miss the next shot").

•  Imaging: Build clear, crisp images when setting goals or sending a message to others; people think in images, not words. Rather than urging a player to go out on the court and just play well, get specific. ("When you're playing defense, make it your goal to come up with three steals during this game.")

•  Creating conditions: Develop a positive environment so that others can do their best work. If you let negative self-talk dictate your attitude, don't expect your team to be positive.

•  Accessibility: Be accessible to the people you are coaching so that you can continue to share feedback and interact regularly.

•  Relationships: You cannot judge your effectiveness only by the results. You must also judge your effectiveness on how well you develop and manage relationships with others. If you're winning but your team hates you, chances are you won't keep winning.

Full article can be seen at http://www.ccl.org/leadership/enewsletter/2005/NOVkraus.aspx?pageId=1412