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MYTHS ABOUT GREAT WORK: AND the Reality of What to Do to Make it Happen 6 ?

Myths About Great Work

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Page 1: Myths About Great Work

MYTHS ABOUT GREAT WORK:AND the Reality of What to Do to

Make it Happen

6

?

Page 2: Myths About Great Work

Presented by

Page 3: Myths About Great Work

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Two years ago, Great Work: How to Make a Di�erence

People Love became a New York Times bestseller. Since

then, thousands of people have become di�erence-

makers. They’ve passionately taken on projects, applied

the 5 skills, and delivered innovative solutions. Ready

to become a di�erence-maker? Focus on the reality of

what it takes and produce the great work only you can do.

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REALITY: Good work has its place. It is proven, understood, stable, tried, true and tested. Good work needs to get done to keep everything running smoothly and profitably. In fact, good work is the starting point for adding something great. Find a way to work with what you have to create di�erences people love.

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REALITY: Pause and start by asking the right question. Consider new ways to delight that may not have been asked for or thought of yet. Focus on finding what people would love. It doesn’t take any special training to ask the right question. It just takes a little time.

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From a leadership perspective, there’s nothing more frustrating than to see people on autopilot. There so much more we tap into when we encourage each other to make things better.

–Great Work: How to Make a Di�erence People Love

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REALITY: Get out and see for yourself, look for new perspectives and possibilities. Each of us has a unique perspective on the world around us. What we see matters a lot. You will see things no one else can. Look for trends that can shed light on what can be eliminated, what may be possible, or what may be missing altogether. You may be surprised at what you discover when you make it your mission to explore.

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REALITY: Talk to your outer circle. Conversations with people we don’t usually talk to lead to ideas we wouldn’t think of on our own. In fact, novel ideas get formed by making new connections. Whenever and wherever people with di�erent backgrounds get together and talk, unexpected ideas suddenly seem to click.

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We actually find the odds of a solver’s success increases in fields in which they have no formal expertise. The farther the problem is from their specialized knowledge, the more likely it will be solved.

–Harvard professor Karim Lakhani

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REALITY: Take the time, think through, sketch, plan, shape and fine-tune changes. Improve the existing mix. This is where creativity comes in, as you begin toying with possibilities. Look for simple alterations that have worthwhile e�ects. Add elements. Remove and edit. See how it all fits together.

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Humans have a marvelous adaptation in our brains that lets us actually have experiences in our heads, before we try them out in real life.

–Harvard psychologist Daniel Gilbert

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REALITY: The work isn’t over until people love the result. The great work definition of complete is “a di�erence is made.” Great workers aren’t done until they see evidence that their work makes a di�erence someone loves. Stay with the work to follow-up, gather insights, gain understanding, and make connections. Be obsessed with outcomes. Make one di�erence lead to another.

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Let us help you turn these myths into reality

for the great work only you can do. Take

our Great Work Challenge and become a

di�erence-maker in your organization today.

Page 22: Myths About Great Work

O.C. TANNER AND THE O.C. TANNER INSTITUTE

O.C. Tanner, number 40 on the 2015 FORTUNE 100 Best Companies

to Work For® list, helps organizations create great work environments

by inspiring and appreciating great work. Thousands of clients

globally use the company’s cloud-based technology, tools, awards,

and education services to engage talent, increase performance,

drive goals, and create experiences that fuel the human spirit. Learn

more at octanner.com.

The O.C. Tanner Institute regularly commissions research and provides

a global forum for exchanging ideas about recognition, engagement,

leadership, culture, human values, and sound business principles.

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