"How Winning Works: 8 Essential Leadership Lessons from the Toughest Teams on Earth" by Robyn Benincasa (World Champion Adventure Racer and Guinness Book Record Holder in Kayaking) This remarkable book talks about teams competing and winning against extremely difficult and life-threatening odds. What is fascinating is that the team dynamics and principles of winning described in this book are almost identical with those desperately sought by corporate leaders and teams everywhere, and which are powerfully and experientially reinforced through the "CorporateTheatre" experience. One key insight gained is that even across diverse platforms of challenge and experiencing, at the core, human behaviour and aspirations are almost exactly the same!
Here are some brilliant statements from the book and the relevant "CorporateTheatre" connects. (The excerpts are in bold italics) "I learned that winning requires an entirely different mind-set than not losing"
When there is 'fear of failure' people play 'not to lose', rather than 'to win'. They are reluctant to take risks, and extremely self-conscious. Consequently energy, spontaneity, creativity, and fun, are severely limited.
When there is no fear of failure teams play to win. While doing everything possible to win, teams show remarkable ability to applaud what is good in their competition and learn from them. In the process they discover that winning is not about NOT LOSING, or about making the other team lose. Instead, it is about optimising and celebrating all the immense possibilities that are available in the team and in the situation.
During the course of the "CorporateTheatre" workshop participants also experience and define how to create a work environment where there is no fear of failure. As described in greater detail elsewhere in this blog, when everyone in the team has complete TRUST in each other's clarity and commitment to the collective winning of a collective goal, failure does not make anyone a loser. Rather, a team that does not know how to handle failure and consequently does not take risks, will never achieve great success. They may do well, but only within defined and conventional parameters. The risk-taking team, given the clarity and commitment, often redefine the parameters of success and set benchmarks for others to emulate. The phenomenal success of Apple and Samsung are clear indicators of these possibilities.
As the experience is processed, a significant learning that emerges is that there is nothing called the fear of failure. Instead, the fear is of being unfairly blamed for failure.