![1focus break 1focus break](https://fs.opisto.fr/Pictures/4681/2020_9/Vehicule-FORD-FOCUS-1-BREAK-1-8-1999-8d8fe5aa63019d7233c7893568dc59ff044829ae05c3dbf8b97ddce200a7d1ee.jpg)
“This requires a tremendous amount of attention, practice and persistence, especially when you fall off.”Įventually, after enough practice, you move from Conscious Competence to Unconscious Competence, where you can do it without thinking. We then have to master staying up straight, which moves us from Conscious Incompetence to Conscious Competence. When learning to ride a bike, this was the part where we took off our training wheels and realised we couldn’t balance. The author observes: “Most of us have been here before. Therefore, Manzoni urges executives move from “Unconscious Incompetence” to “Conscious Incompetence”. If you’re satisfied with your performance in a certain area, you aren’t likely to make an effort to improve it – even if you should. Identifying the need for improvement is an important first step. However, he warns that change is difficult, and that “despite being armed with greater access to knowledge and training than ever before, executives still need to be able to integrate that knowledge into their behaviour back at work”. The good news, says the author, is that a wealth of research confirms that it is indeed possible for leaders to learn new capabilities. Therefore, insists Manzoni, it is absolutely essential for leaders at all levels to develop new responses and capabilities. The world of business has become more volatile, uncertain. Leaders must learn and practise new management techniques in order to overcome the habits that are holding them back, writes Jean-Francois Manzoni, INSEAD Professor of Management Practice, for Insead Knowledge.