Читать книгу Perform Under Pressure - Ceri Evans - Страница 11
ОглавлениеWhen I hear the phrase ‘high performance’, the word ‘PRESSURE’ automatically comes to mind. I don’t think you can have one without the other.
But for many of us, ‘high performance’ feels out of reach – just getting through the day feels like a struggle. That’s why I prefer to think in terms of performance under pressure.
I’m talking about all fields of performance here. Whether your arena is the stage, the classroom or the shop floor, or whether you’re trying to lead an executive team, an operating theatre or your family, if you face a mental barrier that has, to this point, limited you from reaching your goals, this book is for you.
Whatever your performances look like, the aim of this book is to change the way you feel, think and act in high-pressure situations. But my bigger goal is to show you how you can reach your full potential through powerful responses to powerful moments. I want to help you go from ordinary to extraordinary.
The key lies in those moments of truth when we either shy away from a challenge or rise to the occasion. Because these moments carry more significance, they carry more pressure.
Most of us try to minimise the number of these moments in our lives, because they make us feel uncomfortable, and we’re afraid we might fail. But some individuals, teams or organisations relish these moments and seek them out deliberately.
If you want to get better at what you do, pressure is unavoidable – but does it stop you in your tracks, or open a window into a new world of opportunity?
In this book you’ll learn about the RED–BLUE mind model, which helps explain why pressure has such an impact on all of us. The RED–BLUE tool and related techniques for performance under pressure will provide you with practical help to think and feel clearly – and perform better – when you need it the most.
Why I Developed the RED–BLUE Mind Model
In my teenage years I was either kicking a ball or reading a book – usually about how our bodies and minds worked. The crossover between the sporting and mental worlds fascinated me. Everyone in sport seemed to know that the mind was critical to performing well – but no one really seemed to be able to explain in a practical way what was going on inside someone’s head that caused them to perform poorly or well. In those days, the attitude towards psychology in sport was sceptical and often cynical. In team environments, ‘seeing the shrink’ was taken as a sign of mental weakness. Later, my work as a forensic psychiatrist in hospitals, prisons and the courts gave me new perspectives. Understanding the mind was one thing, but understanding how it worked at its limits, under stress, was what captivated me the most.
One relationship stands out as the turning point. I met Renzie Hanham – co-developer of the RED–BLUE mind model, and illustrator of this book – and things began to fall into place. Renzie is a highly accomplished martial arts instructor and gifted graphic artist. His perceptive insights, and ability to translate those insights into graphic format, showed me the way forward.
I remember the day when I asked him to produce a diagram that would map out the pathways to both effective and ineffective performance. I had an ‘aha!’ moment, and realised that the diagram should be colour-coded. The first RED–BLUE mind model was born.
The learning curve was steep: some of our early efforts were too complex and confusing, and others were too obvious and simplistic. (I figured it was about right when the criticism was evenly balanced between the two!)
But despite the false starts and cringe moments, two things rapidly became clear. First, people got the RED–BLUE mind model – quickly – and second, it really seemed to help them.
The implications of the model soon spread beyond the sports world. Countless individuals, teams and organisations were involved in ‘stress-testing’ the model not just on the pitch, but also in the classroom, on the stage, in the workplace, and in many other environments. Their insights have been invaluable. Every tool in this book has been used many times by many people who are serious about what they do and how they do it.
When people tell me they’ve used the model – with their children, with their partner, or for themselves – and seen a real shift in their performance, it feels hugely satisfying.
The RED–BLUE mind model draws on several different schools of thought, but in the end it has one intention: to help you gain emotional self-control to enable you to think clearly and act effectively when you need it most – when you’re performing under pressure.
The RED–BLUE mind model has taken me down an immensely rewarding path. It’s the central piece of a jigsaw in which many things I’m passionate about come together.
Here are 10 reasons why I strongly believe in the RED–BLUE mind model:
1 It works. It wouldn’t exist if people didn’t feel it had significantly helped them. (Nor would this book!)
2 I use it myself (all the time). My best and worst moments – as a parent, footballer, clinical director or speaker – all relate back to my use (or non-use) of the model in my own life.
3 It’s for all of us. I have seen the best in the world get mentally better – and worse – in different moments. I have also seen those in the mid-range, and those with everything against them, get mentally better – and worse – in different moments. Everyone is on the same RED–BLUE page.
4 It’s practical. I’ve met experts who know more about the theory behind the brain than I ever will, but just like the rest of us, they’re still held back in their performance when it comes to putting it into practice. No amount of theory can alter that.
5 It changes lives. It has encouraged people, time and again, to venture into more challenging areas, which have proved to be personally significant, and occasionally life-changing.
6 It provides balance. In every performance environment I’ve experienced there is an opportunity to be exceptional in the technical aspects of that field and the mental elements, but few are exceptional at both. Even in those fields seemingly ruled by technology, human elements still have their say – and often the final word.
7 It’s easy to use: People quickly pick up on the main RED–BLUE ideas and make them work, because the model is intuitive.
8 It works for young and old. I’m not an expert in child psychology, but (as you’ll see) ten year olds have picked up the model and run with it; and I’ve seen people of advanced age change their philosophy even after a lifetime of unhelpful mental habits.
9 It’s enjoyable. It takes what for many is an unwelcoming area – performing under pressure – and turns it into a personally relevant road map.
10 It surprises people. It surprises – and even shocks – experienced performers when they suddenly realise that they have been trying to ‘get better’ most of their lives by trying to become more comfortable when they perform, guided by an unspoken assumption that this is the only or best way forward. The idea that significant opportunity exists in the space of becoming more effective when they are uncomfortable can come as a revelation.
The bottom line is that most people do not chase their potential or, if they do, they only get some of the way. We have all experienced that daunting sense of being overwhelmed when the world closes in on us. Even top performers falter and are undone in moments when the pressure gets to them. And one in five of us has serious procrastination issues! The world is full of untapped human potential.
If you restrict yourself to performing only in comfortable situations, your life will miss the fulfilment available to those who don’t restrict themselves. But if you embrace them, those challenging, high-pressure moments can be especially powerful and rewarding.
Pressure – your friend or your foe? By the end of this book, I hope you’ll look at that question in a different light.
Performance under pressure is a fact of life. But because it holds the key to unlocking your potential, pressure is priceless.
