Over the weekend, I viewed an interesting documentary that I highly recommend to anyone fascinated by true stories of innovation and excellence.  What might surprise you is that I’ve just recommended a movie about surfing.  Bustin’ Down The Door is a 2008 documentary film chronicling the rise of professional surfing in the early ’70s, and the vision these surfers shared of what surfing could become.

The road to that vision takes far too many interesting turns for me to give away, so I’ll keep my comments restricted to what fascinated me most.  Take a look at this youtube video to get an idea of what ensues in this movie:

In order to become the best in the world, surfers from all over the globe began migrating to the north shore of Hawaii to hone and perfect their skills.  They realized that in order to become great, they had to face the most consistently tough waves in the world.

The Australian and South African surfers of the time (1974-76) began to win competitions at a much greater frequency than surfers from anywhere else, including Hawaii.  How could this be?

The answer to this question lies in the principles laid out in my articles about “The Talent Code” (1, 2, 3, 4, 5).  These surfers had moments of “ignition” and incredible examples of “deep practice.”

I won’t spoil the moments of ignition that motivated each of these individuals to excel at their sport, and to “invent” professional surfing.  But as far as deep practice goes, without realizing it at the time, they became great due to the way they practiced.

Unlike the Hawaiians and those from the States, Aussie and South African surfers didn’t waste valuable time waiting for the perfect wave (which is the habit of most other surfers).  They jumped on any wave, no matter how “narley” (surfer word) or imperfect the wave was.  They were up and down waves at a much higher rate and frequency than any other surfers.  By the way, this was frowned upon by other surfers who had to constantly dodge these obnoxious rebels.

Although the movie doesn’t mention this, anyone who has read my blogs referencing The Talent Code knows, that by practicing in this way, they were able to experience the process of “failure-correction, failure-correction” exponentially, more than any other surfers on the planet.  And because of this, they built layer upon layer of myelin at far greater rates.  As we know, the more myelin one produces, the greater their performance.  So, as a result they became the greatest surfers in the world. 

The reminder for all of us, is this:  If you want people to succeed, then they must practice often…and experience failure.  To avoid failure when attempting to learn something, is a sign that someone hasn’t really experienced that moment of ignition, where they think:  “I want to do this…and do it well!”

In piggy backing on what Ben wrote a few days ago regarding the Gen Y population, I came upon some compelling data that may be of value to most of us who are hiring and training the next generation of talent.

In her book, Generation Me, (2006) Jean Twenge summarizes the results of 12 different unique research projects, spanning 13 years of generational differences.

What she found was that the baby boomer generation was brought up by people who had lived through a world war, and whose values were about honor and duty.  It was also a world dominated by God, the State and community, where the group mattered much more than the individual.  The children raised in this environment (Baby boomers in the 60’s and 70’s) began to rebel against this value system. They questioned authority.  As this generation aged, they began to become more focused on psychological growth, spirituality, self-discovery and fulfillment.

What she claims happened next has led to some not-so-good, unintended consequences.  Because personal growth was emphasized so clearly in the parenting styles of baby boomers, the children of these parents were told that they were special and the most important person in the world, etc.  Thanks to the influence of the self-esteem movement, the children of baby boomers had these ideas reinforced at schools throughout America.  These children were brought up forgetting about duty, or politeness, or social approval, and concentrated instead on simply being themselves.

She sums it up by stating that, although the baby boomers had slowly migrated from strong traditional values (that their parents held), toward a focus on “the self,” that these newer individualistic values didn’t really run all that deep.  Twenge writes:

“Those who adopted the ways of the self as young adults..speak the language with an accent.” 

Not so for their offspring – Generation Me:  “The self is their native tongue,” Tenge explains.  Unlike their parents who talked about “journeys of self-discovery” – The Me generation’s culture of the self is their hometown.

Twenge elaborates (writing as if she’s part of this younger generation):

“We don’t have to join groups or talk of journeys, because we’re already there.  We don’t need to ‘polish’ the self … because we take for granted that it’s already shiny.  We don’t need to look inward;  we already know what we will find.  Since we were small children, we were taught to put ourselves first.  That’s just the way the world works – why dwell on it.  Let’s go to the mall.”

So how does one use this information to build good companies and great execution?  How can we relate to individuals who put themselves first?

My thoughts on this are purely anecdotal, but I believe they have some merit.

I believe that everyone, has at their core a conscience that tells them when they hear good and bad truth.  I believe that people want more than empty individualism.  In fact, I believe that they need it.

A case in point is unfolding at the fastest growing church in Seattle, and perhaps, in the nation.  Mars Hill Church is led by a pastor who doesn’t pull any punches about the RIGHT way to live life.  Since this church began seven years ago, their focus has been on speaking the truth, especially to this younger generation.  As a result, the congregation is made up primarily of 17 to 35 year-olds who have never been told that “they aren’t number one.”

The truth is being told, the need is being met, and people are responding.

So what can you do?  I believe that if we all stick to the truth regarding company values and expectations, and paint a vision of excellence that’s beyond the individual, generation ME can become generation WE.  After all, most of us baby boomers switched back over eventually – right? (Although, it would be nice to have my pony-tail again…)