As the saying goes, “If you can’t take the heat get out of the kitchen”. Once again MasterChef has served up some great life lessons. Last year I wrote about the great leadership, coaching and mentoring lessons we can learn from MasterChef. Again this year, Garry, George, Matt and the other guest chefs showed us how to excel in this area of leadership.
On this occasion, I want to comment on resilience and dealing with setbacks and challenges, and how MasterChef gave us a window into how people handle stress and demanding situations. The time pressures and increasingly difficult tasks set for the contestants showed us how well they were able to manage themselves under pressure and produce the goods. You could often see the demands of a given situation getting to a number of the contestants. It was unrelenting at times. Those who were able to hold it together and manage themselves on every level when under added strain performed better.
The constant practice enhanced their skills for sure, but the show also taught them how to deal with pressure, which is just as important.
Luckily for the MasterChef contestants they were only subjected to this for about three-and-a-half months. Working chefs are required to take the ‘heat’ everyday, albeit in environments they can control.
This got me thinking about those professions where every action and the outcomes of those actions are scrutinised every day, placing pressure on them to perform at their best. Professional chefs and sports people, air traffic controllers and surgeons come to mind, and I am sure there are several others. With the exception of weather for both the air traffic controllers and some professional sports people, for the best part, all of these professions allow their people to work in environments they can directly control and influence.
Sales people also have the scrutiny of performance in common with these professions, but they are often working in environments that are not of their own making or design. They need to be able to deal with, and adapt to things outside of their control, like variable conditions and new environments, meeting new people, going to new places and uncovering new issues. And unlike recipes, which if executed correctly should turn out like they were intended, sales people are often presented with the ‘Mystery Box’ (same ingredients, different outcomes) on a daily basis several times a day. They have to be able to think on their feet, and create outcomes their clients need and want. They need to know how this goes with this to that.
How do they handle the stress? How do they develop their resilience to perform at higher and higher standards every day without cracking? How do they pay attention and make sure every client feels like they are special and important when you have listened to five to 25 people already that day?
As sales people, our actions are assessed by ourselves, our managers and our clients. We deal with acceptance and rejection of our offering every day. Our activities are tracked and mapped.
Any self respecting, self managed, self aware sales person would be able to tell you where they are at each day. They will also tell you that they have learned not to take ‘No’ as personal rejection – that’s a fatal mistake made by many a new sales person. Selling is the ultimate “thinking on your feet” and “doing” job. Like athletes, we need to be continually exercising and getting fitter, developing our skills, knowledge and mindset all at the same time.
A healthy mindset is just as, if not more, important as product knowledge and selling skills. However, most businesses usually only train their people in business skills, product knowledge and processes. What we need to do is help people become more emotionally aware, intelligent and resilient in a number of ways.
We need to work with the whole person and provide people with access to a range of tools, processes and techniques which give them insight and teach them how to manage their emotions. We need to teach people how to develop healthy and resilient attitudes so they can take the heat and really excel.
We can’t all go on MasterChef to have our resilience and cooking skills tested, nor do all of us have the opportunity to be elite athletes and learn what it is like to work under obvious performance pressure.
However, we can learn how to develop resilience every day in small ways.
Higher performers, unlike many other people, have searched for and found tools, processes and techniques that help them develop strategies to enhance their self awareness and emotional resilience, and allow them to make the most of their capabilities and the situations they find themselves in on a daily basis.
The first step to becoming more emotionally aware, healthy and resilient is the acknowledgment that there is room for improvement and taking the time to learn more about yourself. It’s about honest, constructive feedback and learning not to take things personally. That is what MasterChef is all about – continuous self improvement and self awareness. That’s what MasterSelling is about!
Next week we will look at some of the tools, behaviours and attitudes that help build self awareness, health and emotional resilience.
Thanks to MasterChef for another excellent season – truly inspiring stuff!
Finally, Mary Anne Radmacher’s words sum up for me and probably many sales people and entrepreneurs our lot: “Courage doesn’t always roar. Sometimes courage is the little voice at the end of the day that says ‘I’ll try again tomorrow’.”
Remember, everybody lives by selling something.
Sue Barrett practices as a coach, advisor, speaker, facilitator, consultant and writer and works across all market segments with her skilful team at BARRETT. Sue and her team take the guess work out of selling and help people from many different careers become aware of their sales capabilities and enable them to take the steps to becoming effective and productive when it comes to selling, sales coaching or sales leadership.To hone your sales skills or learn how to sell go to www.barrett.com.au.
James was the editor and publisher of SmartCompany and LeadingCompany for five years. He is now the Australian Financial Review‘s companies & markets editor, and a former BRW editor.
