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![“My first time was that day.. I stumbled,
fumbled, started, stuttered, stopped,
and tried again.. I didn’t win.. [I decided
that] this is important. I never want to
feel this way again when I speak in
public.
I want to master this.”
Pinterest- Mark Sanborn](https://image.slidesharecdn.com/thepotentialprinciplebooksummary-200810031418/75/The-Potential-Principle-Book-Summary-33-2048.jpg)
Uploaded byStephen Siregar
The Potential Principle (Book Summary)
This document summarizes key points from Mark Sanborn's book "The Potential Principle". 1) Sanborn introduces the concept of "The Potential Principle", which is that we often underestimate our own potential as well as the potential of others. Most people are capable of achieving more than they imagine. 2) Sanborn outlines "The Potential Matrix" which describes four quadrants of inner/outer and initiating/responding that people can focus on to improve - thinking, performing, reflecting, and learning. 3) The document provides steps for "Breakthrough Improvement" which include disrupting yourself, (re)focusing, engaging others, and expanding your capacity. Specific actions are suggested for
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The Potential Principle (Book Summary)
- 1. The Potential Principle Book Summaryby Stephen Siregar
- 2. Disclaimer This is asummary, and not by any means a replacement of the book. For clarity purposes, some content that is not part of the original book was added to this summary. The author of this summary does not claim any rights to text, pictures, graphs, slide design, and art graphics contained herein. For personal use only. Commercial use is infringement of applicable copyright laws. free-powerpoint-template-design.com
- 3. Mark Sanborn • Presidentof Sanborn & Associates, Inc., a leadership development company • Author of 8 books, including bestseller “The Fred Factor” • Rank #5 leadership expert in the world by GlobalGuru.com • Adjunct Professor at University of Memphis • Member of Speaker Hall of Fame marksanborn.com Marksanborn.com, Wikipedia.com
- 4. Contents Why You ShouldImproveOne • The Potential Principle The Path to ImprovementTwo • The Potential Matrix The Means of ImprovementThree • The Breakthrough Improvements
- 5. Part One Why YouShould Improve
- 6. Land Speed Recordon Bicycle* Put a mark on the scale to indicate your guess. 50 100 150 200 250 300 Kilometers per hour *Guinnes Book of World Records
- 7. *Guinnes Book ofWorld Records Land Speed Record on Bicycle* 244.9 Kilometers Per Hour John Howard, 1985 268.8 Kilometers Per Hour Fred Rompelberg, 1995 225.0 Kilometers Per Hour Dr. Alan Abbot, 1973
- 8. 295.5 Kilometers PerHour Denise Mueller-Korenek, 2018 Matt Ben Stone/Alamy
- 9. The Potential Principle “Wehave no idea what is possible physically, mentally or organizationally. Most of us underestimate our own potential and the potential of others.” - Mark Sanborn
- 10. Beyond Experience “Your imaginationis limited because of your experience.” - Mark Sanborn
- 11. Better than YourBest “No matter how good you became, you can be better.” - Mark Sanborn
- 12. Why Get Better? •Customers expect more • Competitors are getting better • Change is taking place all the time Professional Reasons
- 13. Why Get Better? •Achieve your personal purpose • Pursue your potential • For the benefit of people in your life Personal Reasons
- 14. Get Better atWhat? • Better at things that matter to you • Better at being a person that others trust • Better at being someone who continues to improve and achieve
- 15. The Only Thingthat Prevents Improvement “She doesn’t think she needs any help.”
- 16. Questions for You •How can you imagine a future bigger than your past? • How can you raise your sense of how fast you can ride a bicycle? • How do you overcome the limitations of your experience • How do you imagine yourself becoming better than you already are?
- 17. Part Two The Pathto Improvement
- 18. The Two BalancingAxes • Inner vs Outer • Initializing vs Responding
- 19. The Two BalancingAxes Inner Outer Initiating Responding Planning Speaking Motivating Team-Building Actions Communication Leadership Value-sharing Purpose Fulfillment Internal Values Observing Learning © Mark Sanborn
- 20. The Potential Matrix Thinking Dreams,Vision, Planning, Strategies Performing Actual Work Reflecting Introspection Learning Learning Ideas & Skills Inner Outer Initiating Responding© Mark Sanborn When the Two Axes Interact
- 21. The Potential Matrix Puta mark on a quadrant that you feel you have not been spending sufficient time. Thinking Dreams, Vision, Planning, Strategies Performing Actual Work Reflecting Introspection Learning Learning Ideas & Skills Inner Outer Initiating Responding© Mark Sanborn
- 22. Performance: Actions toImprove • Focus on FIT – Frequency – Intensity – Techniques • Practice as often as you can • Ask for feedback and create your own • Track your progress
- 23. Learning: Actions toLeverage • Become an autodidact • Develop your learning agenda • Periodically review for retention • Apply what you are learning • Ask what new lesson you are using today
- 24. Thinking: Actions forDeeper Thinking • Make time to think hard • Focus on thinking about what and how to improve • Eliminate errors and outdated thinking • Stimulate your brain • Write down your thoughts
- 25. Reflecting: Actions forInsightful Introspection • Fight the fear of reflection • Stop to reflect • Clear your mind • Narrow your attention • Quiet the judge • Hope for but don’t expect epiphanies
- 26. Part Three The Meansof Improvement
- 27. Steps to BreakthroughImprovement • Disrupt yourself (before someone else does) • (re)Focus • Engage others • Expand your capacity
- 28. Actions to DisruptYourself • Identify who or what needs to be disrupted in your life • Switch things up to keep your journey interesting • Ask more disruptive questions • Pull the lessons from your mistakes and failures • Disrupt yourself with old ideas
- 29. Actions to (re)Focus •Challenge assumptions (quit doing what doesn’t serve you best) • Stop multitasking • Block times to concentrate on what is most important • (re)Focus based on the quadrants of the Potential Matrix
- 30. Actions to EngageOthers • Start with who knows best • Solicit advice, ideas and counsel • Engage more deeply and in a variety of ways • Form a mastermind group • Always pay for free advice
- 31. Actions to IncreaseCapacity • Inventory your existing capacity • Add complimentary skills • Track progress or regress • Practice as much as you can • Expand your experience • Build confidence in layers • Get granular
- 32. Closing Focus on WhatMatters
- 33. “My first timewas that day.. I stumbled, fumbled, started, stuttered, stopped, and tried again.. I didn’t win.. [I decided that] this is important. I never want to feel this way again when I speak in public. I want to master this.” Pinterest- Mark Sanborn
- 34. Remember • Clarify whatmatters most to you • Make the important things matter to others with meaning and commitment • Teach, encourage and recognize improvement in others • Make your performance matters • Make a mind-set and a habit better
- 35.