You Don't Think As Smart As You Are: What if Gerber got it wrong... Or Covey was holding back?

By John Vamos

It is now over 20 years since these ideas were presented as thoughts, as a kind of hypothesis by author John Vamos.

Over the last two decades John has enjoyed seeing the emerging neuroscientific evidence that has allayed his early concerns. Concerns along these lines; "I think I am right, I have seen the empirical evidence, but there is no

• Language: English
• Publisher: Business Coaching Systems Pty Ltd
• Release date: Nov 8, 2022
• ISBN: 9781922764775

John Vamos

John Vamos is regarded by many as the father of the Business Coaching Industry 1n Australia. Pioneering the Thinking Systems approach to Organisational and Executive Coaching, the methodology Vamos developed has been successfully applied in over 5,000 organisations in three continents. Whilst many take the teaching pathway, John has always preferred the doing pathway. This has led to personally facilitating Strategic and Operational Plans for over 500 Enterprises in Australia, New Zealand, Singapore, India and the United Kingdom.Businesses in Australia that have applied Vamos' Eight Steps to Perfect Business Strategy include all sectors and Business Models. Major Airport Corporations and Telco's, Not for Profit, Technology, Manufacture, FMCG, Retail, Construction and Consulting Service providers have all enjoyed double digit growth thanks to the value derived from a suite of programs that have stood the test of time.Today, John spends much of his time reflecting on the lessons learnt from personally coaching over 900 business executives, 500 organisations and working actively in the field - clocking up over 22,400 hours, workgroup facing, as lead facilitator.These reflections on the obstacles to perfect performance are found in the pages of this book and in the companion publications; Elephants and the Business Laws of Nature and Four Voices.

Book preview

ABOUT BUSINESS THINKING SYSTEMS (WWW.BUSINESSTHINKING.COM.AU)

Business Thinking Systems (BTS) is an international consultancy delivering strategic, operational and personal performance improvement programs across a wide variety of industries and sizes of business.

The company was formed in 1995 by the author to deliver a unique business process model and now has a network of active business coaches in Australia, New Zealand and Singapore.

By implementing the Thinking System tools described in this book, BTS coaches have reached over 3,000 workgroups in more than 2,000 enterprises of all sizes in 4 countries.

The Statistics quoted in these pages are distilled from a database that has tracked this activity over the last six years. They represent verifiable outcomes generated by BTS business coaches during this period.

TERMINOLOGY

Before we start on our journey we need to explain one thing about terminology:

This book is designed for Business Owners, Managers, Team Leaders, Work-group Leaders, and Department Heads – basically anyone whose job it is to manage people. Rather than repeat this list throughout the book, I will use one of the terms with the intention to describe all these stakeholders.

Part One:

THE JOURNEY

‘Don’t start a marathon with a hole in your sandshoe’

People do business with people they like. Typically people like people who think similarly. If I like the way you think, chances are I will like the way you deal with the problems we face. This allows us to get quickly to the point of deciding whether there is a basis for a business relationship or not.

Part one of this book is intended to serve the same purpose. I want you to find out early if you have a degree of empathy for the thinking and attitude that inspired the science behind the Thinking System. To do this I have outlined some of the observations, experiences and points of view that are important to me. If they strike a chord for you then I am sure the conclusions that follow will be powerful tools for you, in both your business and personal life.

1

WHAT’S THE REAL PROBLEM . . .

I’ve had a number of false starts with this book, Of the three types of ‘writer’s block’ (‘what to write?’, ‘how to write it?’ and ‘why to write it?’) I am so very fortunate to have suffered from the third and I will explain why shortly.

We are well into ‘the information age’. We live in a world where there is no shortage of problems (including business productivity problems). We have literally hundreds of thousands of business consultants who have made it their life work to name and describe the various types of business productivity problems and then set out to provide solutions for them.

It is an industry that ‘feeds on itself’ and in this respect is not unlike the virus industry in computing. A hacker devises and releases a virus. The virus eradication industry gives it a name (if it does not already have one) and devotes enormous resources to neutralizing it and releasing ‘a fix’. When this is achieved the process repeats itself. What sustains the virus eradication industry is that new viruses are being released on a regular basis so that there is a constant need for software ‘upgrades’.

Virus software provides a ‘temporary fix’ until the next virus comes along. There are no apparent attempts to eradicate software vandalism at source. The problem has been defined as ‘our current software does not address virus X’ whereas the underlying problem actually is that software terrorism exists on a wide and increasing scale.

The ‘business solutions’ industry is similar. Billions of dollars are generated in the process of naming, describing and providing so called ‘solutions’ to business productivity problems and yet ‘the pain persists’. Virus software at least provides some temporary protection whereas the much-anticipated benefits of the various business solutions on offer generally remain illusory.

Now coming back to my ‘writer’s block’ when I started writing this book I was sharing the industry wide illusion that ‘business solutions fix business problems’.

I was driven to offer many good business solutions, based on a lot of practical experience, yet when I put them on paper they somehow seemed to become part, once again of the problem rather than the solution.

It took me a while to realise that there was no need to add more business solutions precisely because there was nothing wrong with the solutions already on offer in the first place. What was wrong was that these solutions simply addressed symptoms of an underlying problem. What was missing, until now was a clear, definative understanding of that underlying problem which simply manifested in a variety of recognised business challenges.

My quest began whilst sitting in one of the many seminars and conferences I attended.

While we waited in hushed expectation for the words of a world renowned speaker I reflected on the extravagant claims of the promotional materials and the high expectations of those who had parted with hundreds of dollars to be there.

At an emotional level, as participants we were looking for and expecting answers to a long list of problems that had been identified on the glossy flyers. At first I thought that it was the cynic in me that doubted that the claims would be substantiated and lives would indeed be changed. Then I realised it was just the realist in me.

I started to perceive the enormous human wastage. As a result of this ‘gathering of the perennially hopeful’ the convenors would make money; the speakers would make money; the venue would make money; but the audience was unlikely to get it’s money’s worth in terms of medium to long term results.

WHY?

Because the conversion of an idea into action rarely takes place. This is true for all of us to a greater or lesser extent.

On the ‘conversion scale’ of being able to translate what I was hearing into what I was doing, I felt I was better than most. At first I was tempted to think that the ‘others’ were not as smart, not as dedicated and or not as committed to their craft as I was.

Clearly this was pure arrogance. By any objective measure there were many people in the room who were just as committed to obtaining a result as I was and others who were smarter and more capable.

It was then that I started to realize that the problem was not one of motivation, ability, sincerity or even personal honesty. The issue was that our ability to take what we hear and turn it into actions, protocols and procedures is inherently limited.

BUT WHY?

What is it that makes it so hard for us to convert ideas into action, for us to be the living expression of what we know, what we’ve heard and what we think is best?

Clearly conferences are not very effective. However the industry continues to thrive based on a set of generally accepted myths.

This conversion problem is the basis of the Conference Industry’s Myth Number One, it goes something like this: ‘If you can get just one good idea out of this presentation/workshop/ speech/weekend, it will have been worth the time and cost that you have expended.’

Maybe; maybe not. My suspicion is that this is something like a virus fix. They are at best presenting a temporary solution that will necessitate your return to the seminar theatre for the ‘refresher course’.

Conference Myth Number Two: states that ‘It’s our job (say the speakers) to share the information; whether you use it or not is your problem’. This is an amazing argument to hear from ‘change specialists.’ Surely the quality of the message should be judged not by the content alone or even by the convertibility of the content into action; it should be judged by what actually happens as a result of the investment.

Myth Number Three is the myth of complicity. It’s like this. Our general shortcomings as humans in our business and personal endeavors, has created a large market for more and more ‘solutions’. In other words, we don’t convert existing ideas into action but demand new ones instead. So all these speakers (from the gifted business guru’s like those acknowledged in the sub-title of this book, to the snake oil salesman travelling the world selling new solutions – their versions of other peoples ideas) all keep churning out new ‘ways’ to look at the same old problems. And incidentally new ways to make a living!

In its consistent failure to deliver sustained, promised change, the business solutions industry has clearly conned its customers.

Its customers, on their part, have colluded with the industry by failing to challenge the three myths. (Can it be that many have been sponsored by employers to attend and are unwilling to report that results were nil or negligible for fear that their next application to attend a seminar will be refused?)

Whatever the reason The essential question business educators face is not ‘What’s missing from our solutions toolkit?’ The question is "what’s wrong with the conversion rate" or better yet, as we will discover in the pages to come, what’s wrong with us? And the answer is ‘Just about everything’.

I realised that the problem is not the content it is the context. The challenge is not in perfecting the information; it is instead perfecting the translation or conversion of the idea. It is the lack of any attempts to even begin to tackle that challenge that haunts us and holds us back.

The real need therefore is to find ways to support people to turn ideas into actions. We need to support people with achievable, bulletproof protocols, so that they can become the living expression of any appropriate or chosen way.

Gerber and the theorists did get it wrong when they typically offered the panacea and said ‘You know you should spend 10% of your time on the business, applying the principles in his book.’ The principles are great and powerful and worthy of their popularity, but I know for a fact that students of the material are no better a reflection of the potential that lies in the application of those principles than those who are ignorant of them.

Covey’s seven habits of highly effective people are not habits at all. They are coincidences, characteristics that you happen to find in successful people.

What if I said re Gerber that it is ‘impossible, biologically, for anyone to work on their business and not in it’.

And what if I said re Covey that (surprise-surprise) you can’t change people – so you have to work with the ‘habits’ you already have?

Given this, can we still improve our lives and business performance? You bet we can!

My journey’s end was the realisation that the problem is this: if we are to convert ideas towards improved or perfect business performance we face a deep-seated biological challenge, not a superficial one.

All the business books I’ve read are about from the ‘tip of your nose’ forward, yet the real challenge is in the opposite direction, from the tip of your nose backwards into the core, biological realities of how we think.

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Figure 1: Context of business books

Even more fortunate for me, as I indicated, I found the solutions I was offering before I fully understood this challenge. I found them by inadvertently taking on the responsibility for making up the gap between performance and potential for my clients. I was then able to work out what was missing from their thinking, and fill in the blanks. I then realised that there was a formula for filling in those blanks and so, hopefully, from the pages ahead, you will get both, in less than the ten years it took me to be able to offer them.

2

THE TWO KNOWLEDGE GAPS

There are two ‘knowledge gaps’. The first is the gap between what you know and what you apply.

The second is the gap between what you know and what you don’t know.

In the first, what’s missing is simply the translation of ideas into action or the know-how. Sounds right and logical . . . but wrong! A simple and compelling conclusion but wrong. After a decade pulling apart and putting together businesses it is clearly evident to me that when you have the ‘know’ you most often have the ‘know-how’. So what really makes this ‘translation’ (of idea into action) a challenge is the question.

Note also that this ‘first gap’ is the part of the performance equation that Coaching addresses.

The obvious question is ‘why don’t we use the knowledge we have?’ This book answers that question.

In the second gap, the missing ingredient is the knowledge. With respect to this gap, we might well ask ‘Why do we search for new knowledge when the first ‘‘gap’’ is still evident and holding us back?’. Or ask ‘Is it not more appropriate to use what we have before we add more ‘‘stock’’?’

Quite probably. That is, if we actually applied what we already knew, we would probably discover the information or knowledge we feel is lacking as part of the very application process and so would not need to seek new knowledge or work on the second gap instead of the first.

‘If we all used all that we knew, we would be a lot less concerned about what we don’t know’

The Performance problem obviously lies in the first gap – between what we know and what we apply. If we all used all that we knew, we would be a lot less concerned about what we don’t know.

The crazy thing is that people try to solve the first gap (performance) by working on the second gap (knowledge). The presumption is that the first gap is due to the second! In other words, if a business or an individual is not performing to their best, if they are not the living expression of the best they can be, they respond by seeking more/new knowledge.

We do this by training our staff, attending more courses and, dare I say it, hiring consultants. All of which ends up adding to the ‘what’, without in any way resolving the ‘how’.

Now I am not suggesting that we stop seeking new information, knowledge and ideas. Field experience has proven time and again that potential improves as you journey towards it. The more I work on converting my potential into performance the more my potential expands.

So what am I trying to say? Stop trying to learn new stuff and use the concepts in this book to unlock your ability to use what you alreay have. Then let the journey that propels you towards your potential, help identify what it is you don’t know, that you really should know!

3

YOU DON’T THINK AS SMART AS YOU ARE

So . . . what do you think?

The conference or seminar scene is pretty much always the same; the audience waits for the speaker with anticipation, digesting the smorgasbord of hyperbole that constitutes the usual MC’s introduction. Already the message is under pressure to live up to their expectations.

For me, as the speaker, the opening is pretty much standard. I begin by asking the audience:

‘Who already uses every good idea they have ever heard? Whose business and lifestyle is supported by bullet proof protocols that have ensured that each day is an expression of the best that they already know or could be?’

The answer is always the same – nobody. 

The next question is therefore obvious . . . 

‘So, what the hell are you doing here?’

I mean, why reach out for new ideas when you are not yet utilising fully the ideas you already have? This universal acceptance that it’s OK to be a fraction of your potential is annoying. It is this gap that has fascinated and continues to fascinate me. My pursuit of the answer led to this book and, before, to the emergence of the first real Coaching Discipline in the world outside sport . . . the Thinking System.

There is another part to this question.

I then ask the audience: Who’s in charge of what we think?

You are so not in control of your thinking that it’s not funny, it’s scary!

And again the answer is pretty much standard – ‘we are’ is the chorus.

Then I ask them . . . ‘Who is going to win the next Grand Final or the next election, or which religion makes most sense?’

What follows is a great debate as they engage each other with their various points of view. Sometimes, if I am really lucky, they might even fight amongst themselves! Then I ask them whether on their way to this productivity forum or coaching workshop, whatever it is we happen to be conducting, they intended or expected to be spending what I usually allow to be 5–10 minutes, debating politics, religion and sport? The answer of course is ‘No’.

So I ask . . . ‘then why did you?’ They respond as one . . . ‘because you asked us the question’.

My indignant and usually animated response to that is . . . ‘Don’t you dare try to pull that stunt on me! I just asked you who’s in charge of what you think and you said you were! And now you want to blame me for wasting the last ten minutes!’

At this point the penny drops for some:

You are so not in control of your thinking that it’s not funny, it’s scary!

Your thoughts are reactions to what you see, what you hear and much more. The car that pulls out of the intersection and in front of you without indicating, could steal your thoughts for an hour. Your family, your staff, your colleagues are all much more in charge of what you think about than you will ever be! 

At best, at 10pm, in front of an open fire, with a cognac in one hand and a cigar in the other . . . and it has been 2 solid hours since you last spoke to anyone . . . then for a minute you might be in charge. Or first thing in the morning (for a few minutes) you may be in control of what you think. The rest of the time you simply are not.

This single phenomenon is the most significant