隱藏在公開場合的秘密(The Secret Hidden in the Open)
隱藏在公開場合的秘密
我請Robert Skrob為我的網站再寫一篇客座博客。羅伯特也是我強烈推薦的《留住點》一書的作者。此前，他在我的博客上分享了《新客戶體驗》、《圍繞你的公司創建一個充滿活力的社區》和《創建案例分析》等話題。今天，他分享的是一個人脈秘籍。仔細閱讀；羅伯特確實是個專家。
有一個對身體耐力和精神毅力的終極考驗：一個為期六天、153.2英里、橫跨撒哈拉沙漠的超級馬拉松，被稱為 "沙地馬拉松"。參賽者要在超過120度的高溫下，攜帶自己的補給品進行比賽。最長的一天路程為50.6英里，包括14.3英里的沙丘。
四屆冠軍穆罕默德-阿漢薩爾在撒哈拉沙漠中長大， 而在一個大多數人只是為了生存的地方，穆罕默德所學的技能幫助他成為世界上最艱苦的足壇賽之一的冠軍。自1997年以來，穆罕默德或他的哥哥拉赫森都曾贏得過比賽，直到2014年，他們的練習生拉希德-莫拉比提（Rachid el Morabity）以7分鐘的速度擊敗了穆罕默德。此後，莫拉比提每年都會贏得比賽。
Morabity將他的獲勝時間歸功於使用獨特的 "鋸齒形 "方法來攀爬構成比賽中許多英里的大沙丘。
「其他的跑者，他們直接上山了。」莫拉比提說。 「他們沒有注意到這個秘密。」
儘管很容易就能看出其中的奧秘，但選手們並沒有模仿冠軍，而是創新出自己的改進方法，嘗試著直接用桶裝上山。他們的直覺告訴他們，直線就是最短的距離，最短的距離永遠是最快的。
他們並沒有向勝利者學習，而是按照自己經驗不足的直覺去學習。
我以前也是這樣想的 我從導師那裡學到了一個技巧或策略，然後我就會把自己的想法融入其中。我會對自己說：「這可能對他有效，但我要改進它，讓它對我自己更有效。」
過了好幾年，我才知道師傅的技術已經有所提高。我是向冠軍學習的。我沒有必要去創造自己的創新。相反，我需要更好地模仿已經被證明行之有效的東西。
我看到很多人（他們應該更清楚）經常犯同樣的錯誤。他們不是簡單地模仿那些有效的東西，而是試圖進行改進。或者更糟糕的是，他們忽略了有效的方面，模仿那些無關緊要的細節。
他們看到了，但他們並不學習。
在BNI內部，我們有Ivan Misner博士，值得我們學習和效仿。他從事人脈、教學人脈和思考人脈的工作已經超過35年了。然而，一些新分會的幹事們在制度上做了自己的 "改進"。
從表面上看，遵循這個系統可能看起來很困難。看上去可能是比較難。
不過，這和馬拉松賽冠軍的 "捷徑 "類似，就是在爬沙地數英里的時候，來回走鋸齒形路線。乍一看，"鋸齒形 "似乎是為了增加距離。既然已經在沙漠中跑了50英里，為什麼還要增加台階呢？
這是因為當你在沙漠中跑50英里的時候，在上坡時通過泥沙堆裡增加幾英尺，可以節省很多能量。這些節省下來的能量可以幫助你忍受更長的時間，更快地到達終點。
太多的人添加功能，改變腳本或創新，降低了自己的業績。更糟糕的是，他們還影響了他們分會的每一個成員的表現。
反之，要注重按照制度辦事。
如果要進行更改，請明確要達到的目標。 首先提出一個假設，成為一名科學家，「我相信對____進行更改會增加推薦的通過率。」
如果你能增加通過的引薦量，Misner博士很想知道你是如何做到的。
Misner博士以工程師的身份接近BNI。如果你能在更短的時間內建造出更好、更便宜的橋樑，每個工程師都想知道。 Misner博士和BNI也是如此，如果你創新了一種方法來增加分會內的引薦率，那麼我們都想知道。
但是，因為自己的喜好或信念而做出改變是不夠好的。有太多精明的商業人士，都是靠著你這一章的業績來做的，你不能心存僥倖。
測試創新，以確定其對你的分會的影響。
I’ve asked Robert Skrob to write another guest blog for my site. Robert is also the author of “Retention Point“, which I highly recommend. He previously shared the topics of “The New Customers Experience”, “Creating a Vibrant Community Around Your Company” and “Creating Case Studies” on my blog. Today, he is sharing a networking secret. Read closely – Robert is truly an expert.
There’s an ultimate test of physical endurance and mental fortitude: a six-day, 153.2 mile ultra-marathon across the Sahara desert called the Marathon des Sables (Marathon of the Sand). Competitors carry their own supplies as they compete in temperatures exceeding 120 degrees. The longest one-day distance covers 50.6 miles and includes 14.3 miles of sand dunes.
Four-time champion Mohamad Ahansal grew up in the Sahara. And in a place where most just try to survive, the skills Mohamad learned helped him become a winner in one of the most grueling footraces in the world. Since 1997, either Mohamad or his older brother, Lahcen, had won the race, until the 2014 year, when Rachid el Morabity, their trainee, beat Mohamad by seven minutes. Morabity has won the race each year since.
Morabity attributes his winning time to using a unique zigzag method to climb the large sand dunes that make up many miles of the race.
“Other runners, they go directly up the hill,” Morabity says. “They don’t notice the secret.”
Even though it’s easy enough to see the secret, instead of emulating the champion, competitors innovate their own improvements and try to barrel directly up the hill. Their intuition tells them that a straight line is the shortest distance and the shortest distance is always the quickest. Instead of learning from the proven results of the winner, they follow their less experienced intuition.
I used to think the same way. I’d learn a technique or a strategy from a mentor, and then I’d put my own spin on it. I’d say to myself “That may have worked for him, but I’m going to improve it and make it work even better for myself.”
It took me years to figure out my mentor’s technique was already improved. I was learning from the champion. There was no need for me to create my own innovations. Instead, I needed to get better at emulating what had already been proven to work.
I see people (who should know better) make this same mistake all the time. Instead of simply emulating what works, they try to make improvements. Or worse yet, they ignore the aspects that work and imitate the insignificant details.
They see, but they do not learn.
Within BNI, we have Ivan Misner, Ph.D. to learn from and emulate. He’s been networking, teaching networking and thinking about networking for more than 35 years. And yet, what do some new chapter officers do, make their own “improvements” to the system.
On its surface, following the system may appear difficult. It may seem like a harder way.
However, it’s similar to the Marathon des Sables champion’s “shortcut” of zigzagging back and forth while climbing sandy dues for miles. At first glance, the zigzagging appears to add more distance. Why would you want to add steps when you are already running 50 miles through a desert?
It’s because when you are running 50 miles through a desert, adding a few feet through slogging sand in an uphill climb saves you a lot of energy. That saved energy helps you endure longer and reach the finish line more quickly.
Too many people add features, change scripts or create innovations that reduce their own performance. What’s worse, they are also impacting the performance of every member of their chapter.
Instead, focus on following the system.
If you want to make changes, be clear about the goal you are trying to accomplish. Become a scientist by first setting a hypothesis, “I believe making a change to ____ will increase referrals passed.”
If you can increase the number of referrals passed, Dr. Misner is eager to learn how you did it.
Dr. Misner approaches BNI as an engineer. If you can build a better, cheaper bridge in a shorter period of time, every engineer wants to know about that. Same with Dr. Misner and BNI, if you innovate a way to increase referrals within a chapter, then we all want to know about it.
But, making changes because you have a preference or belief isn’t good enough. There are too many smart business people who are depending on the performance of your chapter to take any chances.
Follow the secret, hidden in plain sight. Then test innovations to determine their impact on your chapter.
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