\u2018The Inner Game and its Practical Application in Leadership Development\u2019 is the conference that expert trainer, consultant, and coach Timothy Gallwey has offered in Madrid. An event sponsored by the EEC, the key points of which you can find summarised here.<\/p>\n
Expert tennis player and coach, Tim Gallwey rose to fame in the mid-70s with his book \u2018The Inner Game of Tennis\u2019, in which he revealed that winning a match has more to do with the internal dialogue taking place in the player's head than with external factors. This original way of understanding performance quickly interested the business world, which saw in it an opportunity to move from the traditional command-and-control model to one based on trust and commitment.<\/p>\n
According to Gallwey, the key to this organisational change lies in developing individual leadership and taking responsibility for one's own career path. \u201cSince childhood, we've been selling off parts of our lives. We've done it in search of approval, of love; the reasons may have been many and varied,\u201d stated the expert, who also said that \u201cthese parts can be recovered\u201d because \u201ceach of us is the CEO of our own life.\u201d.<\/p>\n
Increasing that leadership, Gallwey explains, involves \u201cfollowing our instinct\u201d. Self-confidence is one of the pillars of \u2018The Inner Game\u2019 methodology in tennis and business because, according to the author, confidence in our own abilities is directly related to our expectations, the goals we set for ourselves, the energy we invest in trying to achieve them, and therefore with our performance and our results.<\/p>\n
From his experiences on the court, Gallwey observed how on many occasions his own instructions as a coach got in the way of the student's learning, and discovered how the body (which, he says, includes the brain and memory) knows more and can do more than we usually believe.<\/p>\n
\u201cAction, practice itself, without instructions, without judgments, without fears, is what improves performance,\u201d argues Tim Gallwey, who in his first book already states, \u201cpeak performance requires a mental deceleration. This means less thinking, less calculation, less judgment, less worry, less fear, less expectation, less trying to force things, less regretting, less controlling, less nerves, less distraction. The mind is calm and silent when it is fully in the here and now.\u201d.<\/p>\n
Ultimately, what Gallwey presented at the conference, which was attended by over 250 professionals including coaches, HR professionals, and business leaders, is that there is a disconnect between what we can achieve and what our minds tell us we can achieve. \u201cThe inner self has two voices, one is your true self, the other talks to you and usually does so in a way that judges actions, making you doubt your abilities. One speaks a lot, the other doesn't speak at all; it's more of a feeling and has an intelligence that is beyond words,\u201d he assures.<\/p>\n
Deceiving that part of ourselves which tries to make us small is one of Gallwey\u2019s findings, a \u201ctrick\u201d in his words that consists of \u201cdistracting the mind by directing its attention\u201d towards some detail so that it is occupied with something else and stops sending messages like \u201cwithout me you couldn\u2019t do it.\u201d Such is the importance of interference, and detailed Gallwey\u2019s work, that he has measured it in a formula where PERFORMANCE = POTENTIAL \u2013 INTERFERENCE.<\/p>\n
Excessive control, expectations and judgements are what diminish performance, he says, both in ourselves and in others. \u201cJudging is a huge interference with learning, enjoyment and performance,\u201d he explained, revealing what, in his experience, is the essential triangle in personal development: Learning, Enjoyment and Performance. \u201cThe inner game is a viable alternative to the traditional command-and-control methodologies that are taken for granted at work. [\u2026] The success of this path will depend mainly on each individual\u2019s willingness to grant themselves a radical level of trust\u201d, in the words of Peter Block, in the prologue to \u2018The Inner Game of Work\u2019, which Gallwey published in 2001.<\/p>\n
So, the key to increasing results is learning. Learning to learn. And learning, according to Gallwey, is trusting the abilities I already have, my own potential. \u201cIt\u2019s bad luck to meet someone who tells you how to do something. People love to teach what we would learn better on our own,\u201d Gallwey said in Madrid.<\/p>\n
Being able to bravely face learning, with a clear perspective, and greasing the mechanism that allows us to adapt quickly to changes is one of the keys to success advocated by both Timothy Gallwey and coaching. Coaching, as a tool, helps individuals step out of their comfort zone and establish new ways of understanding reality and implementing new actions that move them closer to their goals.<\/p>\n
This is about developing leadership, first your own and then that of others. \u201cGetting the best out of yourself means you win and you enjoy the process,\u201d concluded the coach, for whom it is essential to know how to answer questions such as \u201cWhat am I doing here?, Where do I want to go?, What am I going to do once I get there?\u201d.<\/p>\n
\u201cIf these are to be my last words,\u201d he said as he left, \u201dlet them be that it is an individual responsibility to balance learning, performance, and enjoyment.\u201d.<\/p>","protected":false},"excerpt":{"rendered":"
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