Now that the video is available on YouTube, I thought I would share it with all of you.

The post TEDx Talk: Imagining a Better World appeared first on Great North Dynamics.

Risk-takers are the ones who change the world.

It was April 9, 1917 – Easter Monday, right in the middle of the First World War. The Germans were entrenched in their position in northern France on the high ground known as Vimy Ridge. From this strategic position near the Belgian border, the Germans had successfully repelled numerous attacks by Allied forces.

Over the previous two weeks, the Germans had been bombarded by Allied artillery. They knew that the Canadians and the British were planning another full-scale assault – the planned assault had been revealed by a Canadian defector to the British – they just didn’t know when. Or how.

Unbeknownst to the Germans, in the early hours of that fateful Easter Monday morning, the combined forces of four Canadian army divisions and one British division were about to emerge from underground tunnels and launch their assault on the German position.

The plan was one of the most audacious strategies employed to date in early-20th century warfare. It involved months of training for the specific conditions of Vimy Ridge, weeks of artillery barrages, months of underground tunnelling, and all to attack an enemy that already knew an attack was coming.

From it’s very beginning, this was a risky plan. Not only were the Canadians tasked with taking over a heavily-fortified enemy position, but their own allies had tried and failed at the same mission TWICE. In order for the Canadians to pull this mission off,  not only would they have to achieve something their allies could not, but they would also have to come up with a plan just crazy enough that it might even work.

The Battle of Vimy Ridge lasted for four long, bloody, gruelling days. And by the time the sun set on April 12, 1917, the Canadians had forced the Germans from their final positions and taken Vimy Ridge.

This story is of particular importance to Canadians because this battle, the Battle of Vimy Ridge, is widely accepted as the “birth of a nation”, or Canada’s “coming-of-age”. This battle was the first time that multiple Canadian military divisions operated in a war theatre under the leadership of a Canadian commanding officer, Lieutenant General Sir Julian Byng.

I tell this story for two reasons. First, April 9, 2017, was just celebrated across Canada and by Canadians around the world, because it marks the 100th anniversary of the Battle of Vimy Ridge – the birth of the Canadian nation. I had the honour of laying a wreath and laying my respects on behalf of the Government of Canada at my local memorial, and it was humbling to be a part of such a sombre yet significant moment. The second reason I share this story is because it illustrates perfectly the value and techniques of effective risk-takers.

In this post I want to use this story and other information to demonstrate that risk-takers can change the world, but to do so they need three things: an audacious vision, meticulous preparation, and an irrepressible flexibility.

Risk-Takers Can Change the World

World change doesn’t happen by accident.

If changing the world – through any of the private, public, non-profit, or education sectors – was easy, everyone would do it. But the fact is that there are very few people who have a lasting, world-altering legacy. And those people are risk-takers.

Think about it. If you live a comfortable life and take no risks, you will spend your life in the comfortable cushion you’ve created for yourself. And there is nothing wrong with that! If you have no desire to make a lasting impact on the world around you, then by all means, enjoy your comfortable life. But if you want to leave far-reaching legacy, you will need to take risks.

For many people, the legacy they leave is their family. I fully support this, because I think there is no greater legacy to leave behind than our relationships, especially with family. But guess what: having a family is a risk in and of itself. Having kids is a risk, because you don’t know what the outcome will be. Entering into a long-term relationship with someone is a risk, because you can’t predict the future.

Whether you want to start a family, a revolutionary business model, or a political campaign to exact social justice, you will have to take risks to accomplish your goals.

Everything worth doing will come with some level of risk. The question is where do you want to go and how much are you willing to risk to get there?

Audacious Vision

A leader is someone who can inspire a vision in their team.

In the case of the Battle of Vimy Ridge, that leader was Lieutenant-General Sir Julian Byng, and that vision was the taking of a strategic German stronghold in the face of overwhelming odds.

When you dare to dream wild enough to take a big risk, there has to be something inside of you that WANTS to succeed. That desire to succeed has to be stronger than the fear of failure. That’s where vision comes into play.

Whether you have a team of followers or not, if you want to be an effective risk-taker, you need to have an audacious vision.

Developing a vision can be a difficult task, but it is critical to success. Your overarching vision will guide your planning and help you execute each step towards success.

If you want to know more about learning how to create and share a vision, you can check out my blogpost on inspiring vision. You should also check out my workbook on developing a personal vision for your life, as there are many tools and strategies there that can help you.

Meticulous Preparation

The Battle of Vimy Ridge took four long, arduous days. But, if you have read Sun Tzu in his classic, The Art of War, then you understand that the outcome of the battle was decided long before the first shot was fired.

The Allies had spent months preparing for their assault on the German stronghold. Their strategists had been compiling all the information they had on the enemy positions, their experiences from previous (failed) attempts at taking the ridge, and the strengths and weaknesses of not only the German divisions but of their own as well.

The battle is won in the preparation.

Once the Allies came up with an attack plan, they then practiced it, over and over again. Let me remind you that this was 1917. Military maneuvers had just evolved from standing in a straight line and shooting at each other until one side surrendered to lining soldiers up in a trench and swapping canisters of mustard gas. Training for and practicing specific, strategic military maneuvers was a radical idea.

When you’re taking a risk, no innovation is too radical.

The execution of the plan was so important to the Allied soldiers that they practiced that execution as often and as thoroughly as they could. They knew that without the proper execution, all the preparation in the world would be useless.

Once you have a strategic plan in mind – and you should take the time to create a thorough plan – you need to make sure that you (or your team) has the ability to follow-through with the execution.

Once a plan is put into motion, there are so many variables that can directly affect you. There is only so much that you can predict. That is why practicing the execution is so important, because you need to know that you can execute your plan without even thinking about it. It should be second nature, a knee-jerk reaction, instinct.

If you have meticulously prepared by developing a detailed plan and practiced its execution, it doesn’t matter if there are bullets whizzing by your head or competing businesses nipping at your heels, you will be able to fight your way through, sticking to the plan the whole way.

Irrepressible Flexibility

The strategic plans for the Canadian-led assault on Vimy Ridge predicted that the German stronghold would fall largely into Canadian hands by early-afternoon on the first day. Instead, what followed was four days of some of the most horrific fighting conditions ever known to man.

The Germans provided a stronger resistance than the Canadians expected, and the trench warfare was fierce. This was World War One, remember, when chemical weapons were still widely used and soldiers advanced from trenches only to be mown down by machine guns. This was as close to hell on Earth as you could get.

The first thing that will keep you going under such circumstances is, as we discussed earlier, an audacious vision.

During the times when you are faced with your bell on earth, your vision is what will sustain your perseverance.

But vision alone is not enough to win a war. You need to be flexible.

When night fell on the first night and the Canadian plan had anticipated a victory by this point, it would be very tempting for the Allied soldiers, whose lives were miserable, to turn around and say “better luck next time.” But that is not a risk-taker’s response.

Risk-takers recognize that when things don’t go as planned, the plan has to change.

Rather than retreating when the strategy’s timeline was not met, the Canadians pressed their advantage. They continued to bring the fight to the Germans for three whole days before finally taking the ridge.

In other words, the Allied forces were flexible. Their plans had to change, but they pursued their goal against all opposition.

No matter how detailed your plans are, things will still go NOT according to plan. You need to be flexible and adapt to change. I wrote an entire blog post on adapting to change. You should probably read it.

Dynamic Lessons

I am going to end this post the same way I started it, by stating a simple truth: risk-takers are the ones who change the world. Risk-taking is a dangerous business, but it is necessary to reach long-term success.

In order to be an effective risk-taker, you must make sure you follow these three steps:

1. Create an audacious vision. Risk-taking is audacious in and of itself, and to make it work you need to be daring and create an audacious vision that will guide you through the ups and downs.
2. Carry out meticulous planning. Once you put your plan into action, real-life happens and you will face tons of differing variables. Do yourself a favour and make sure your plan is detailed enough to survive.
3. Maintain irrepressible flexibility. Things will not go your way. For all your meticulous planning, things will still happen that your plan did not account for. You need to be flexible and be able to roll with the punches.

Are you ready to be a risk-taker? I’m excited for you! Let me know in the comments section what kinds of risks you’re taking and how you’re planning for them! Or post it on social media and tag me (@kylewierks on Instagram, LinkedIn, and Twitter, Great North Dynamics on Facebook). I’ll make sure to comment!

This post was inspired by a TEDx Talk I gave recently (the Saturday before I wrote this, in fact). The talk I gave was about the importance of imagination and creativity in a world that prioritizes realism over imagination, and I spoke about the importance of creativity in risk-taking. It was recorded and will be posted online (I’ll keep you posted on that).

Creating Your Personal Vision

Check out You Can’t Reach What You Can’t See: Developing a Personal Vision for Your Life. This workbook will help you create a vision that will guide your career planning.

Books that influenced this article:

The Outliers: The Story of Success by Malcolm Gladwell

Creativity, Inc. by Ed Catmull and Amy Wallace

Steve Jobs by Walter Isaacson

Walt Disney: The Triumph of the American Imagination by Neal Gabler

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

The 4-Hour Workweek by Timothy Ferris

$100 Startup by Chris Guillebeau

The post Risk-Takers: What History Can Teach Us About World-Change appeared first on Great North Dynamics.

16,573 people gathered in Reunion Arena to watch the contest, and the excitement was palpable. Everyone wanted to see a show, and they were about to see the greatest show ten feet off the ground.

The lineup for the 1986 Slam Dunk Contest was an assortment of some of the best athletes in the NBA at that time. Dominique Wilkins of the Atlanta Hawks was the clear favourite to win that year. He had won the 1985 Contest and was a star of the NBA. Nicknamed “the Human Highlight Reel”, Wilkins was six feet, eight inches of sheer athleticism.

The rest of the lineup for that night included Roy Hinson, Jerome Kersey, Paul Pressey, Terence Stansbury, Terry Tyler, Spud Webb, Gerald Wilkins, and Orlando Woolridge (who was injured and could not actually participate in the contest). Here is a list of each athlete and their height:

• Roy Hinson: 6’9″
• Jerome Kersey: 6’7″
• Paul Pressey: 6’5″
• Terence Stansbury: 6’5″
• Terry Tyler: 6’7″
• Spud Webb: 5’7″
• Dominique Wilkins: 6’8″
• Gerald Wilkins: 6’6″
• Orlando Woolridge: 6’9″

When you read that list, you probably think that there is a typo. There isn’t. Spud Webb was five feet, seven inches, a full ten inches shorter than the next shortest competitor, and 13 inches shorter than his teammate, Dominique Wilkins. What in the world was he doing there?

It turns out that Spud Webb, while short (especially by NBA standards where the average player height in 1986 was 6’7″), had a huge jump. By huge, I mean his vertical leap was measured at 46 inches. To put that in perspective, the average vertical leap for a male today is 16-20 inches; anything over 28 inches is considered excellent. In NBA history, the best vertical leap recorded belongs to Wilt Chamberlain and Darrell Griffith at 48 inches. Right behind them, in a five-way tie, are Michael Jordan, Zach LaVine, Jason Richardson, James White, and Spud Webb.

So Spud Webb may be short, but he had one of the best vertical leaps in NBA history (or, if you believe the rumours that he could actually jump as high as 50 inches, he had the highest vertical leap in the NBA). This comparably short man was competing with literal giants.

The NBA Slam Dunk Contest of 1986 was comprised of three rounds: a first round, a semifinal, and a final. Since Dominique Wilkins was the clear favourite and defending champion, he was given a bye for the first round and moved directly into the semifinal. The rest of the contestants had three dunks to perform. Each dunk was worth up to 50 points, and the points were combined to give a final score. The top three scores would move up to the semifinal to join Dominique Wilkins. The semifinal would be the same: three dunks worth up to 50 points each, and the two highest totals would move on to the finals.

Before the first round, all eight competitors warmed up on the court as 16,573 spectators looked on. The spectators knew they were about to watch the proverbial David take on seven Goliaths, and they loved it. What made it even better was that their David (Spud Webb) was a local boy. That’s right: Spud Webb was born and raised in Dallas, Texas, and it was here that he would make his Slam Dunk Contest debut.

At the end of the first round, Spud Webb (who, let’s remember, is about an average of a foot shorter than his opponents), finishes with the top score and easily moves to the semifinals. Also advancing are Gerald Wilkins and Terence Stansbury. Webb’s teammate, Dominique Wilkins, who didn’t dunk in the first round, is waiting for them.

The second round gets interesting. On his first dunk of the round, Webb scores a perfect 50, the first perfect score of the night. His next two dunks are still spectacular, but not perfect, and Webb ends up tying his teammate, Dominique Wilkins, for the top spot with 138 points apiece. Both Atlanta Hawks players advance to the final round.

By now the crowd is going crazy. Their unlikely hometown hero just made it to the final round of the NBA Slam Dunk Contest, and not only is he the shortest player in the NBA at the time (Muggsy Bogues at 5’3″ would be drafted in 1987 to become the shortest NBA player of all-time), but he is also a rookie. The crowd loves him. America loves him.

The final round of the Slam Dunk Contest allows contestants two dunks instead of three, and the points are combined for a total score out of 100. Spud Webb goes first. The crowd chants his name over and over. And he gets his second 50 point dunk of the night.

Dominique Wilkins goes next. The reigning champ shows why he is the best and scores a perfect 50 of his own, tying the two up with one dunk left to go. Then Webb turns into a monster and scores his second straight 50. The crowd can barely contain themselves, and the announcers are shocked. Finally, Wilkins comes up for his final dunk. If he scores a 50, he sends the contest into a sudden death “dunk-off”. He performs his dunk and the crowd waits with bated breath. The score comes up on the screen: 48. Spud Webb has won.

Spud Webb remains the shortest person to have won the dunk contest (and the shortest person to compete in the contest), and he did it in his rookie year. Three years later (after two wins by Michael Jordan in a row), in 1989, Webb returned to the Slam Dunk Contest for the first time, where he finished third. That was the last time he competed in the Slam Dunk Contest. But that doesn’t really matter. Because for one day, Spud Webb didn’t just live like a giant, he became a giant.

Dynamic Lessons

While Spud Webb may have literally lived like a giant, the lessons we can learn from him are far more important than basketball.

1. The only person who has to believe in you is you. Nobody who was watching the 1986 NBA Slam Dunk Contest actually expected Spud Webb to beat Dominique Wilkins. Even Wilkins, who was Webb’s teammate, had never seen Webb dunk. But that didn’t matter, because Webb knew what he could do.
2. You don’t have to be a giant to live like one. In this world, you will be faced with plenty of reasons why you can’t be a giant. You might not have the connections, the resources, the capital, the opportunity, or the time to become a giant in your industry. So don’t try to be a giant. You can’t change who you are. But you can change who you become. Take that leap and live like a giant. Fake it. By the time anyone notices you don’t belong, you’ll already be making a name for yourself.

Has there been a time when you lived like a giant and it paid off for you? What about when it didn’t? Take some time and tell us a story in the comments!

Books that influenced this article:

The Outliers: The Story of Success by Malcolm Gladwell

The post Case Study: Spud Webb and Living Like a Giant appeared first on Great North Dynamics.

There is nothing wrong with New Year’s resolutions per se. After all, what’s wrong with resolving to be a better person? Nothing. Well, almost nothing.

The problem with New Year’s resolutions is that we keep making them, and often they are the same resolutions year after year. Whether it’s losing weight, quitting your job, going to the gym, making more money, or whatever it may be, chances are pretty good that this is not the first year you’ve made that resolution.

If you want to change your habits or your position in life, a New Year’s resolution is not going to cut it.

Forbes published an article about New Year’s resolutions based on research done by the University of Scranton. They wanted to know what percentage of people actually keep their New Year’s resolutions (they used Americans, so it may fluctuate based on country). The answer? 8%. In other words, 92% of people fail to keep their New Year’s resolutions.

New Year’s resolutions are based on the idea that a new year equals a fresh start. This is not the case.

When you start the new year, you still have all the baggage and all the habits you had the previous year. And the year before that. And so on.

This year is 2017. Guess what? You’re still the same person you were in 2016. I’m still the same person I was in 2016. You and I didn’t magically become new people when the clock struck midnight on December 31st.

Don’t get me wrong, there is nothing wrong with setting goals for yourself for a year. It’s important to set annual goals for yourself. But if you want to change your habits or change something about who you are or your self-identity, your New Year’s resolution is not the answer.

So what is the answer?

Vision change.

If you want to change something about who you are, you have to give yourself a reason to do it.

You want to lose weight? Why? Not because it’s a new year. Not because you want to look good in the summer. Those are too trivial.

You want to get that promotion? Why? To make more money or to advance up the corporate ladder aren’t good enough reasons to sustain the habits you will need to make (and break) in order to achieve that goal.

What is your end goal? Think big here. You want to lose weight. How much? What weight do you want to be? You want the promotion. Why? What end goal will that promotion get you to? And if you have no goal beyond that promotion, you should rethink your job-choice.

Once you know what your end goal is, envision how your life would change if you met that goal. Can you imagine it? Does it feel good? It better, because the anticipation of that feeling is what will sustain you in the coming year. That is vision. Being able to imagine your end goal and to use that image to push yourself through the tough times, that is vision.

Changing habits is tough. So is success. If you want to change something about yourself or succeed in a place that you haven’t before, it is going to require a lot of hard work and dedication. You need a vision to sustain yourself through that hard time.

If you have that vision to push yourself through the difficult times, you can stop making New Year’s resolutions. You won’t need them anymore. And isn’t that the whole point?

Get Direction in Your Life

Feel like you have no direction in life? That’s far more common than you might imagine. I want to help you. Check out You Can’t Reach What You Can’t See: Developing a Personal Vision for Your Life. This workbook is designed to help you find your passion and build a vision that will guide you in your future.

Books that influenced this article:

The Outliers: The Story of Success by Malcolm Gladwell

The 4-Hour Workweek by Timothy Ferris

$100 Startup by Chris Guillebeau

The post In 2017, Resolve to Stop Making New Year’s Resolutions appeared first on Great North Dynamics.

Leaders adapt to change.

We have all heard someone say that leaders adapt to change, but there is a huge disconnect between believing in adapting to change and actually going through with it. Adapting to change can be the hardest thing you have to deal with as a leader, especially if you have to lead other people through a change.

1. Don’t make it personal

When change happens, a good leader does not take it personally. Often, change is outside of our control. Something happened in the outside world that has affected the way you do your job. If the change is part of a bigger trend, either in your organization or in the larger world outside of your corporation, there is nothing you can do about it and you need to accept that the world is not out to get you.

In other circumstances, change might be completely within your control and you have had to make the choice to make a change in your organization or team. It might be a change to a structure or a process, but it heavily affects the way you do your job. Even if it is within your control, change can still be difficult. As a leader, even if it is a difficult choice, you still have to own it, but that does not mean you make it personal. If someone disagrees with your change, do not make it a personal vendetta. I will be talking more in a future post about how to win your team over on large-scale changes.

Sometimes change comes from someone in leadership over you. Whether a boss, manager, or Board of Directors, this leadership figure dictates a change that directly impacts you and your team. Regardless of whether this change has a positive or negative impact on you, remember again to not make it personal. Business decisions are rarely (and should never be) made based on personal feelings toward someone else. Your boss is not out to get you, so don’t think that he/she is.

In very rare instances, a change might be made that affects you that is, indeed, personal in nature. For example, you may get laid off simply because you have a personality clash with your supervisor, or you have an emotionally-unstable boss who has made a rash decision based on personal feelings rather than reason. This is so rare that if you think this has happened to, it probably hasn’t and you took a business decision far too personally. But, in the rare cases where this does happen, my advice is, again, don’t take it personally.

When you make change personal, you are building emotional walls and attachments that have no place in leadership. Emotional responses lead to people getting hurt. If you make a personal connection with changes occurring in your organization, not only do you risk hurting yourself, but you risk hurting your team. Yes, you should take ownership and buy into the mission and vision of your organization, but do not make changes personal.

2. Remember to breathe

Change often brings stress. After all, people are hard-wired to be cautious of change and to desire consistency and routine. There is security in familiarity, and when your security is threatened, you experience stress.

The most important thing you can do in a stressful situation is to take care of yourself.

Sometimes you just need to stop what you’re doing and focus on breathing. You need to deal with this stress before it burns you out. You have enough problems without adding mental health to the list.

I have written about mental health before and will continue to do so because your mental health is vitally important. You cannot be a leader if you cannot take care of yourself. Sometimes simple breathing exercises are enough to help you manage the stress. Sometimes you might need to seek professional help. The good news is that there are many options available to you in between breathing exercises and professional help.

3. Imagine the opportunities

It is easy to get stuck on the negatives when considering change. While this is a common conception, it is a narrow-minded view of change.

With change comes opportunity.

In a new environment, you will have new opportunities available to you. Consider the story of Andre De Grasse, Canadian Olympic sprinter and winner of two Olympic medals in the 2016 Rio Olympics.

Before he became a world-class sprinter competing with the likes of Usain Bolt, De Grasse was a high school basketball guard in Markham, Ontario. In his final year of high school, his school was unable to put together a roster for a basketball team, so De Grasse’s senior basketball year vanished.

Without basketball, De Grasse ended up competing at a track meet, something he had never done before. He ran the 100 metre sprint in 10.90 seconds. His performance caught the attention of a professional sprint coach, and De Grasse’s whirlwind ride to the top of professional sprinting took off.

Change is inevitable. There will come a time in your career that something will happen that dramatically changes your situation, or even your career. Always remember that with change comes opportunity. Andre De Grasse would never have won two Olympic medals in 2016 if he had chosen to mope about his school’s lack of a basketball team. Instead he accepted the change and took advantage of a new opportunity. Today he is one of the world’s elite sprinters.

4. Maintain your vision

At the end of the day, your vision is what defines your success. Everything else can change, as long as your vision remains absolute.

The organization with which you work should have an overarching vision. Any changes made to organizational structure or processes should be made in order to better achieve the goals set out in the corporate vision. If you are bought into your organization’s vision, you need to frame these changes in a way that asks, “How will these changes help us achieve the goals set out in our vision?”

This can be a huge roadblock for some people. I have been in a situation where an organization I was working with went through a structural change that I did not support (this has happened to me several times, but I am thinking of one instance in particular). At the end of the day I had to get past my personal biases against the change and ask if these changes would help us better reach the goals we had set for ourselves. When I realized that the changes would have a positive impact on the vision, it was easier for me to accept and embrace the changes.

You should also have a personal vision for your own life, a place that you want to be with goals of how to get there. Ask yourself, “Will this new change have an effect on my personal vision?” If the change provides new opportunities, it may even help your personal vision.

There is still the possibility that this change will have a negative impact on either the corporate vision or your personal vision.

If the changes affecting your organization do not harmonize with the corporate vision, you should expect your organization to face an identity crisis in the near future.

This is an issue that needs to be addressed by the leadership, either in amending the corporate vision or removing the change. If you are not in a decision-making capacity, it is still your responsibility as a leader to express your concerns to someone who does have the authority to make these decisions.

If corporate leadership decides to not address the issue, your corporate identity and vision could be in jeopardy. At that point it is up to you to decide if you want to continue working with the organization.

In situations where your personal vision conflicts with the new corporate policies/environment, you face a similar crisis. It is up to you to decide if you want to compromise your vision, change your vision, or leave the organization.

There are times, too, when your vision must change. For Andre De Grasse, he had to change his vision from basketball to sprinting. Even Walt Disney changed his vision several times; he began with cartoon shorts, which evolved into cartoon feature films, which eventually evolved into designing and building his own theme parks.

As long as you remain true to yourself, your vision can change.

Just remember that changing your vision will take a lot of work and a lot of soul-searching.

If you are in charge of a corporate vision, then there may be certain situations where your corporate vision must be altered to accommodate a new situation. Once again, such a change should only take place if it is in the best interest of the organization and if it maintains the spirit of the corporate vision.

Dynamics Lessons

In conclusion, I presented four ways that strong leaders adapt to change:

1. Don’t make it personal. The world doesn’t have it out for you, so don’t act like a victim.
2. Remember to breathe. Take care of yourself and your mental health.
3. Imagine the opportunities. With changes come new opportunities. Don’t miss out on them just because you were focused on the changes.
4. Keep your eyes on the vision. At the end of the day, your vision is what sustains you. The changes you are facing could have a positive, neutral, or negative effect on your vision. If you have to change your vision, make sure that you remain true to yourself (or your organization).

Have you had to adapt to a massive shift in corporate culture, environment, or processes? How did you deal with it?

Books that influenced this article:

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

The post Four Ways that Strong Leaders Adapt to Change appeared first on Great North Dynamics.

Peyton Manning is regarded as one of the best quarterbacks of his generation, possibly even in history, and for good reason. By the time that he retired, he held the following records:

1. Total career passing yards (71,940)
2. Total single season passing yards (5,477)
3. Seasons with 4,000+ yards (14)
4. Games with 400+ yards (14)
5. Total career touchdown passes (539)
6. Total touchdown passes in a single season (55)
7. Number of seasons with 25+ touchdowns (16)
8. Number of games with at least 4 touchdowns (35)
9. Number of four-touchdown games in one season (9)
10. Number of total wins (200)

These are just the records that Manning holds on his own (not to mention the more obscure records that he holds, such as the oldest quarterback to win a Superbowl (39) or the most playoff appearances by a quarterback (15), to name a few). In addition, Manning is tied for the top spot for these records:

1. Average yards per game over a career (342.3)
2. Number of 400+ yard games in a single season (4)
3. Number of touchdowns thrown in one game (7)

In case you aren’t a football fan, let me shed some light on these statistics: Peyton Manning is an impressive individual. Some of the records he holds are quite close to the competition, but many of them have a huge gap between him and second place. In other words, Manning is an elite among elite players, and a very successful man.

When Manning and the Denver Broncos took the field on February 7, 2016, this was their second Superbowl appearance in two years. On February 2, 2014, Manning led the Broncos onto the field at Metlife Stadium in East Rutherford, NJ, to do battle with Russell Wilson and the Seattle Seahawks in Superbowl 48. In 2014, however, the end result was very different from 2016.

On the very first offensive drive of Superbowl 48, Peyton Manning, one of the greatest quarterbacks of all time, fumbled a snap that Seattle returned for a touchdown. Seattle never looked back, and for the rest of the game, the Broncos were steamrolled. The final score: Seattle: 43, Denver: 8.

This was a huge surprise to the football world. It’s not that the Seahawks were the underdogs — the Seahawks had the highest-rated defence in the league — but nobody expected such a blow-out. The Broncos had the best offence in the league by far. Peyton Manning had just had one of the best seasons of his storied career. The question on everyone’s lips was: “Can the Seahawks keep up with Peyton?” Nobody thought to ask if Peyton could keep up with the Seahawks.

The defeat was humiliating and the wounds were fresh. Peyton Manning had just played a record-setting season (he had set three single-season records for that season: most season passing yards, most touchdown passes in a season, and most four-touchdown games in one season) and had capped it off by losing the most important game of the season. How do you come back from that?

The answer, according to Peyton Manning himself, was self-evaluation. The first day back at the the Broncos training facility in Denver, Manning and the rest of his team watched the entire Superbowl game on tape. Multiple times. No, they weren’t reliving the defeat, they were watching themselves. Manning watched every single snap, every pivot, every throw, every play that he did. And he learned.

That’s not all that Manning reviewed. Over the course of the 2013-2014 season, Manning threw 787 passes (regular season and playoffs combined). He rewatched every single pass. He wasn’t just looking at his throwing technique either; he was watching to see where his receivers lined up, where their defenders matched them, the routes his receivers ran, where his eyes went, which receiver he threw the ball at, and how the defence responded. After each throw he would ask himself if he threw to the right receiver or if there was a better option. What did he do right? What did he do wrong?

Manning was so dedicated to watching game film that he went high-tech, even mobile. He had a top-of-the-line home theatre installed in his home for the sole purpose of watching game film at home. If that wasn’t enough, he also had a tablet that he carried everywhere with him, so that he could watch game film whenever he had a spare moment. For Peyton Manning, the time he spent actually playing the game paled in comparison with the amount of time he spent evaluating his own performance.

In the 2013-2014 season, Manning threw 55 touchdown passes (the most ever thrown in a single season). Was he happy with that? No. There were missed opportunities that he identified on film where he could have made more touchdown passes. More game film to study, to learn from.

So what is the point of all this work? Two years later returning to the Superbowl and winning that all-important final game was the point. Armed with the knowledge, Manning was prepared for the work it would take to get back to the top. Now, he did not do it alone. If there is one sport that epitomizes the concept of team, it is football. There are eleven players on the field, and each one is vital to the success of the team. As a leader, Manning had to first evaluate himself and improve himself before he could ask his team to do the same.

Demaryius Thomas is a wide receiver and was one of Manning’s teammates in both the 2014 and 2016 Superbowls. He was once interviewed by ESPN about Manning’s film review habits and he said, “[Peyton] will always say if he thought he could have done something differently. He’s not afraid to just say it. … When guys see somebody like Peyton so accountable, you have to be accountable. You can’t help it. He’s Peyton doing that — how are you going to just duck your head and not admit what you did?”

As team captain and a leader, Manning focused on improving himself before improving his team. The rest of his team saw their leader, the 2013 Most Valuable Player and arguably the best regular-season quarterback of all-time, evaluating every single second of his own performance in order to improve. Such action inspired them to evaluate their own performance, to get better, to match their leader. And they did. And two years later they won the Superbowl and became the best football team in the world.

Dynamic Lessons

Leadership is not just about inspiring others; it is equally about inspiring yourself.

1. You are first and foremost responsible for yourself. If you want to succeed, you must take ownership of your actions. There are always ways for you to improve. If the MVP of the NFL and the single-season touchdown record holder can find ways to improve his game and spot places that he could have made more touchdowns, then you can find areas of your own performance that you could tweak to become better and more efficient.
2. When a leader voluntarily evaluates his/her own performance, the rest of the team will follow. Oftentimes leading by example is far more important than leading by instruction. You want your team to be able to evaluate themselves, so show them how it’s done.
3. It’s a team game. You might not be a football player, or even a sports fan, but you are probably working in a team. Teamwork means, believe it or not, working together. When you constantly evaluate yourself and improve yourself, you make yourself and your team better.
4. Failure and success are equally instructional. This is perhaps the most important lesson. Manning learned not just from his mistakes, but also from his successes. He had the most successful individual season he ever had in 2013, even though he ended up losing the Superbowl. Both his failures and his successes were instrumental in teaching him and his team the lessons they needed to learn in order to win two years later.

Have you ever taken the time to stop and evaluate yourself and your outcomes? What did you learn about yourself?

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