Unlearn Buchzusammenfassung - das Wichtigste aus Unlearn

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Zusammenfassung von Unlearn

Name: Unlearn
Rating: 4.4 (122 reviews)
Author: Barry O’Reilly

Barry O’Reilly

Let Go of Past Success to Achieve Extraordinary Results

4.4 (122 Bewertungen)

25 Min.

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Success Inspiration Innovation

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Unlearn
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What’s in it for me? Learn how to deliver successful outcomes consistently in the workplace.

Was there a time when every decision you made delivered exceptional results in the workplace? With every challenge you faced, you instinctively knew which strategy to use. And not only that, but you also wowed your board and stakeholders with groundbreaking solutions.

But then, your performance plateaued. You were using the same strategies as before, but they just weren’t working anymore. You couldn’t understand why. As your confidence flagged, so did your team’s. You grew more and more desperate to prove you were the leader you used to be. But things only got worse.

If you’re in this situation, you’re not alone. Many leaders find their careers flagging, even if they’ve been incredibly successful in the past. This happens when you fail to realize that your old strategies have become outdated. If you’re going to reclaim your position as a great leader, you need to approach your role in a new way. And that means unlearning.

In these blinks, you’ll learn

what a top-ranking tennis player can teach business managers;
how reconnecting with childhood behavior will increase your success rate; and
why using social media will make you a better leader.

The Cycle of Unlearning is a system you can use to change your mind-set when your performance fails.

In 2010, Serena Williams was the world’s top-ranking female tennis player. But then, injury and poor health forced her to sit out the first half of the 2011 season, and her performance for the rest of the year was patchy. The following year, Williams lost to 111th-ranked Virginie Razzano at the French Open. She’d hit rock bottom.

But Williams was determined not to give up. She made radical changes to her training regimen, including appointing a new coach. By the end of the 2015 season, she held all four Grand Slam titles. Under the unconventional guidance of her new coach, Patrick Mouratoglou, Williams unlearned how to become a tennis champion. Her gamble had paid off.

The key message in this blink is: The Cycle of Unlearning is a system you can use to change your mind-set when your performance fails.

Williams’s journey from defeat to triumph is inspiring for anyone with ambitious goals. But it also carries an important lesson for business leaders. Fresh off her first-place position, Williams returned to the court in 2011 by playing the way she always had. But she was no longer getting the results she wanted. This undermined her confidence, making her performance even worse. If your workplace performance has deteriorated, like Williams’s did in 2011, you need to change tactics. And that means unlearning.

The Cycle of Unlearning isn’t a training program or course – it’s a three-phase cycle that helps you let go of knowledge that no longer serves you, even if it’s brought you success in the past. This doesn’t mean dismissing wisdom you’ve gained from previous experiences. It means recognizing what’s outdated and seeking out fresh ideas and strategies.

Unlearning takes courage since you must venture into your discomfort zone by testing out new strategies. This feels risky, but it’s essential if you want continued success because we live in a time of rapid change. Knowledge is no longer something that can be passed from generation to generation, as it was for centuries. Now, it has a short expiration date, and we must learn to refresh our stock when we need to.

If you’re skeptical about letting go of strategies that have brought you success in the past, think about the companies that have stood the test of time – like Google and Apple. These companies have leaders who are willing to push themselves into uncharted waters, experiment to gain new knowledge, and pursue opportunities that inspire growth. If you’d like to join their ranks, you first need to understand what’s holding you back, which we’ll discuss in the next blink.

You can overcome the obstacles to unlearning by developing awareness of them.

Andy Grove – CEO of Intel – had a crisis on his hands. Market demand for Intel’s memory chips was plummeting. Unless Grove did something radical, the business was going to die. As he mulled over the crisis, Grove asked his co-worker what a new CEO might do to save the company. His co-worker said they’d move away from memory chips.

This was a light-bulb moment for Grove. He decided to do what someone from the outside would do. Immediately, he shifted the company to producing microprocessors. Instead of being wedded to a failing business plan, he looked at the situation from a new point of view and found a strategy to overcome his obstacle.

The first phase of the Cycle of Unlearning is to let go of your past successes.

How often have you attended a leaders’ retreat and come back flooded with new ideas, only to revert to old habits within weeks? Why is it that these training sessions don’t bring the lasting changes you want?

The business environment is in constant flux, but – unfortunately – your neural pathways aren’t. This means that you’ll use strategies from the past, even in the face of different circumstances. And while your previous decisions might have been solid, there’s a risk they won’t work now. What you need is a system that helps you find the solution that best suits your present situation.

The second phase in the Cycle of Unlearning is to relearn by creating small, specific goals.

You may have heard of the popular app that transforms couch potatoes into marathon runners in just six months. If you’re a non-runner, this probably sounds outlandish. But the app designers understand something crucial: huge goals can be achieved by consistently taking small steps. That’s why their exercise sessions start with just a simple ten-minute walk. Then, sessions slowly increase in duration and intensity to build fitness alongside motivation.

The second phase of the Cycle of Unlearning is relearning, and it follows a similar model to the app. In the first phase of unlearning, you’ve challenged your original mind-set. Now, you need to question your preconceptions about what’s possible – just like the non-runner does when they sign-up to the app.

Breakthrough informs the actions you should take next, so you can move closer to your goal.

Scientist, inventor, and artist Leonardo da Vinci had a revolutionary approach to problem-solving. He wrote down questions about the big mysteries of his time. While this may not seem particularly groundbreaking now, it was in the 1400s. Scientific method hadn’t been developed yet, so asking questions wasn’t the standard way of finding solutions.

Adopting a questioning mind-set is crucial to the third phase of the Cycle of Unlearning – which is breakthrough. Breakthrough occurs after you’ve gained new information by taking small steps toward your goal.

Unlearn your management style by letting go of outdated leadership models.

If you’re a leader, your management training is probably outdated by several centuries. You may not realize this, but the model that most leaders use was developed during the Industrial Era – a time when the average worker had no formal education. They were trained to perform one job, following a process developed by their boss.

But the contemporary workplace is radically different. People aren’t just cogs in the machine, employed to follow orders. They’re the source of innovation. If your employees are just going through motions that you’ve dictated, you’ve conditioned them to follow, and this means they won’t be empowered to problem-solve.

Unlearn your assumptions about your customers by engaging with them directly.

When John Legere became CEO of T-Mobile, he listened in on customer service calls for three hours, every single day. He wanted to find out what was causing customer issues, and he knew the best way to get this insight was directly from them.

Legere could have asked his team to prepare a report on customer feedback. But this would have taken time. It also would have resulted in a sanitized account of how T-Mobile products were really performing, since Legere’s managers would’ve filtered feedback into a nice, neat report. Listening into calls gave Legere an uncensored view of what his customers really thought.

Unlearn product development models by involving customers as early as possible.

In 2011, the British government scrapped the development of software that would give healthcare workers access to digitized patient records. Before it was terminated, the software had cost the United Kingdom an astounding £12.4 billion. The project involved many reputable contractors. But none of them had managed to work together to overcome the obstacles they encountered. Instead, they blamed each other until the entire project fell apart.

But an extraordinary lesson in unlearning rose from the ashes of this fiasco. A team of just 30 people, led by Andrew Meyer, were tasked with creating Spine 2 – the IT infrastructure that would connect over 23,000 healthcare systems across the United Kingdom. With a limited budget and many bureaucratic hoops to jump through, Meyer had to be savvy with his resources. That meant thinking about product development in a new way.

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Worum geht es in Unlearn?

Unlearn (2019) proposes a radical concept. To achieve ongoing results in the workplace, you need to abandon the methods that brought you success in the past. These methods often don’t account for changes in the environment, making them ineffective and redundant. Instead, by following the Cycle of Unlearning, you can adopt a system that will consistently deliver innovative outcomes.

Bestes Zitat aus Unlearn

Relearning is a process of experimentation to try new behaviors and take in new data, new information, and new perspectives.

—Barry O’Reilly

Wer Unlearn lesen sollte

Leaders whose success has stagnated
Managers needing to inspire innovative thinking
CEOs of companies on the brink of failure

Über den Autor

Barry O’Reilly is an author and business advisor. He works with leaders to empower teams to follow new business models that lead to deeper insight and higher performance. He is the co-author of Lean Enterprise: How High Performance Organizations Innovate at Scale, which was named a must-read for leaders by the Harvard Business Review.

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