Top performers are frequently unable to teach their skills effectively because doing and teaching are separate abilities. Their verbal explanations may be inaccurate post-rationalizations. To truly learn from the best, ignore their narratives and instead meticulously observe and replicate their specific, observable behaviors.
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Your best reps are often "unconsciously competent" and can't explain their own success. Before an SKO, leaders must help these individuals deconstruct their process and build a prescriptive presentation, translating their individual "art" into a replicable science for the entire sales team.
A mentor isn't someone who provides step-by-step instructions. The most powerful learning comes from finding someone you admire and closely observing their every move, how they speak, and how they behave in the face of obstacles, rather than seeking direct guidance.
After initially modeling others, mastery comes from generating 'first-party data.' Execute a high volume of repetitions, then analyze your own top 10% of outcomes. Identify the observable differences between your best and worst results, incorporate those learnings, and repeat the cycle for a powerful, personalized feedback loop.
Consuming podcasts and books is mental gymnastics unless it leads to a change in your actions. The goal of learning from successful people is not just to acquire knowledge, but to actively apply their lessons to alter your own behavior and business practices.
For invisible skills like meditation, traditional instruction is often ineffective. A better method is to observe an expert narrating their internal experience in real-time. This 'imitate an expert' approach primes your intuition and reveals new possible techniques you wouldn't discover otherwise.
Instead of traditional classroom training, Stone would take new salespeople on live sales calls. They'd observe him, attempt a pitch themselves, and receive immediate feedback. This rapid, immersive cycle built competence and confidence quickly, even for those without a college degree.
When learning, focus exclusively on observable inputs that produce desired outputs. Avoid getting lost in psychological or emotional explanations for why something works. A tennis coach physically corrects your grip; they don't analyze your childhood to understand why you hold the racket wrong. Focus on what people do.
An internal consulting team taught others to manage time but struggled themselves. The coach highlighted that their solution lies in their own playbook. "Walking the talk" is a prerequisite for credibility and effectiveness, especially for teams whose product is expertise.
No single teacher or mentor is perfect. A more effective approach is to identify specific, desirable qualities in various people—such as an investor's rationality or a leader's compassion—and focus on learning how to embody those particular traits, rather than idealizing the entire person.
The young founder hired an experienced executive who became a mentor and effectively his boss. He learned more from observing this leader's actions—how he interacted with people and approached problems—than from direct instruction. This demonstrates the power of learning through osmosis from seasoned operators.
