Charles Dushek Presents Best Business Tips

1. Charles Dushek Presents Best Business Tips As you’re watching your favorite sporting team do battle on the playing field, you might just learn a few new business management techniques and discover a winning game plan for you and your team at work. Also a humanitarian organization advisor, youth career coach and sports lover, Charles Dushek says that managers who take some of the key principles in sports and apply them to business and advisor volunteer work can ‘coach’ their staff and business associates to premiership status. “I think if corporate trained their staff like athletes they’d do 200 percent better,” Chuck says. Charles J Dushek, who’s helped coach staff at humanitarian organizations, originally established his sports-themed philosophy while running his own businesses in personal financial planning for families. To get the best out of his team and family clients, he began drawing on his experiences as a careers & Social Enterprise Business coach to identify numerous qualities indoctrinated into athletes that translated into business teamwork and perseverance. “Before I started managing people, I had a full head of hair,” jokes Chuck Dushek. “I realized people management was the greatest challenge I would face if I wanted to succeed. I decided to draw on my experiences from the sporting world and approach managing people like a game of football, soccer or baseball. Coaching them to become what I call ‘business athletes’.” Charles Dusheksays that one of the biggest differences between elite athletes and most people at work – and a key factor holding them back from better outcomes – is just attitude. “Seven out of ten people have a ho-hum attitude to work, whereas people in sports don’t. [Sportspeople] want to be there and that’s because their intrinsic passions are being pressed; they’re engaged. There’s not the high level of engagement in workplaces,” he says. “The biggest common denominator between high performing people in elite sports and in successful companies is that they both focus on two things: ‘What do I want?’ and ‘How do I get it?’ Their attitude is “positive, solution-centric and self-managed.”

2. He also believes that to get that level of engagement, managers should consider themselves as coaches – personalizing their management approach to identify what motivates their staff and, as a result, encourage better performances.  People in general respond well to positive feedback that they are doing a great job. “The number one job a manager was being to fulfil their people’s untapped potential and to find their innate talents so they can manage people from their strengths and not their weaknesses,” says Dushek.  A “Key Belief” of Peter Drucker is to focus on “what a person can do, not what he/she cannot do.   “We get a lot more progress when we’re focusing on people’s strengths, than when we focus on their weaknesses. They’re more engaged and motivated to come to work and so they make a lot more progress. And progress is the drug of success. When people get addicted to progress amazing things happen. Adrenaline and momentum is created by ongoing and continuous victory.” Encouraging staff to self-manage “Motivating Triggers” are different from person to person, so it’s important that managers step away from a “one size fits all” belief, when managing people. According to Dushek, managers should teach staff how to effectively self-manage – a trait elite sports people excel in. “We need to manage people individually and I know [for busy managers] that’s a lot more hard work, but if you truly want to get the most out of people you must understand that nobody is the same as somebody else,” Dushek believes:  “We can be collective as teammates, but we are different as individuals”. Another valuable lesson from successful sports teams is the attention to feedback. In the AFL, coaches tell their players what they’ve done well at the end of the first quarter, so they know how to do better and how to adapt their game plan to succeed.  They are coached to success, not coached on how to avoid failure.  You “Play to Win”, not “Play to Not-Lose”.

3. “In high performance sports, you get lots and lots of good feedback – whether you want it or not,” says Dushek. “In AFL they get feedback every quarter, after the game and they get a video tape. And then they get feedback on their individual game. But in business, we have yearly reviews. And we wonder why we’re not getting it right.” Five traits of a successful business athlete Self Awareness: Have the ability to get the most out of yourself by intimately understanding your own key drivers, strengths, blockages and challenges. Confrontational: The ability to address any situation with manners, professionalism and clarity, regardless of fear of offense or negative reactions. Dedicated: Stay focused and loyal, they never take their eye off the main objective or waiver of course. Positive: Be focused on the positive in every situation, no matter how challenging, and block out all negative internal thoughts. Self-managed: Be accountable and take responsibility for your own actions, be self-motivating and know how to manage yourself effectively.  This entry was posted on Charles Dushek and tagged Charles Dushek, Charles J Dushek, Charles S Dushek, Chas Dushek, Chuck Dushek, Margaret Dushek, Margaret L Dushek, Marge Dushek by charlesdushek