you dare to be yourself

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‎ON nN aad‏ كارك ‎DARE ‎2BU ‎ 

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۱1 ‏ا‎ to bP DARE 2 8 مرك اا الطب رمم YOURSELF THIS IS THE INSIDE THING THE ONLY PERSON YOU CAN CHANGE IS YOURSELF - CAN U B ۲ ۲ ۵ ‏ولك‎ ee ee ee ee Se ee 

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۱1 ‏ا‎ to bP IF YOU CAN’T CHANGE - YOU’RE NOT GROWING AND IF YOU ARE NOT GROWING, YOU ARE DYING. ESPECIALLY EMOTIONALLY AND SPIRITUALLY 

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Levels oP uitative ee ‏مر‎ ‏لل انا‎ ‏ديا‎ ‎Oe ‎ech ‏باس‎ ‎9 ma Oma Cae} ere) AV tee Corea © eo Where is your team? ‏لديانا‎ Where is your organisation? 4 Mitre fetta ‏ات ات ترا‎ Loo TPROGTOORTHIOGS WIL 1 

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۱۹ - دووزووا() حاص ۱ terete cotta #صتدعا عنامت كذ ومعطتا1 0 ‏ا‎ ‎00 tty ‎Comore ed‏ ل ين ‎EQ - inside 65111 ‏لس ‎oe‏ ‎Re‏ ‎a‏ ‏تاکسا ‎1Q - outside 3" ‎Level ‎of ‎commitme ‎9 ‎ ‎ 

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۱4۱4۹ rare Od Nene ca ۱ 4 ‏ساسا‎ (EQ) 996 6 ‏صدن مین‎ )6( 26 2 ‏اا‎ ‎a ore rent C5) 999 00 Cer eet. ere ‏ا‎ ‎ON‏ يي يك تفاس اف مت میس سنا ‎ 

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rr Cee CLEANS Parl OU PAR a Np) a acme (D177 Ug GoFt Ghils - GQ! edit aches na oc ‏یه سم تا‎ Raed w 4 000010111111111 ] 077 0 ‏مهتت رداق هات‎ ‏تیک‎ 01011 11 7 TT oer (Oras Cer oe a Tarr 37 ‏روص تا‎ 0 5 ee 

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What is Leadership? ۱ Leadership is using our personal power to win the hearts and minds of people to achieve a common purpose... The minds...by giving people a clear understanding of what people have to do, why and how it might be done; The hearts...by generating feelings of excitement, challenge, ownership, commitment and involvement. 

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Leadership is 3 Directional OP - bosses ALONG - peers COCO ‏ام‎ 

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۳0 > 10 191 1 Head De eat att Management Leadershi Proces ۳06 Sfiort Sustainable Neer ۰ Quantum - ۹ being ۱۹/۹0 1۲۵۳91011 fell. eat ‏دروا سن‎ - prison freedom 

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0 ۱ een ‏موم و‎ new spirit 111112312 - ‏9ص‎ مص م8 PQ& 10 191 1 Morféy ۱ Profi 560095 - old system -111112312 نسم - مع لع 

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YOUR REACTIONS Phot: I can’t cope /I’ma / 0 failure ای لعن ‎Anxious / stressed /‏ 1 ‎stomach / down‏ 11710 سا6 

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۱9 (0 را رات رل« وی عنصض2) بوتسوعرا أموصامب 2 

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AS OPENNESS, TRUST AND OBJECTIVITY INCREASE, THE LEVEL OF COMMUNICATION CAN MOVE UPWARDS. EACH LEVEL REPRESENTS ACCEPTANCE OF GREATER INTERPERSONAL “RISK- TAKING” BETWEEN PARTICIPANTS. 

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DN aan Who would you follow in your organisation? Write down the first ten names that come into your mind...... 

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۱ onan tect Car Rom terre gect move upwards. Each level represents a greater desire to truly is eresc cates ice cia 

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© ‏ل ل‎ an cd IRON cereal md Repetitive Sight ۹ ury ۷/4 The reason we rarely ‘see’ the other person / situation / way ahead - is we’re always looking back, seeing what we have always seen!! 

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د 6 The reason we rarely ‘see’ what is in front of us - is our brain ‘wants to’ make us safe and thus won’t risk something new or showing our true selves! 

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Wh 5 نا ۵« 1 

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از مورا[ 

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۱ ما مس ل لك q etry Wuwad (GQ) بدعبجاه وروط و ‎/]١‏ - eS ‏ةك‎ Bete; (BQ) — Ad ed ‎Weevad Opty (TQ) —‏ تا ‎ed a‏ ‎Avan Liviery (PQ) —‏ ف با 0 ‎"Where are uw short cus i wy phe work wir” Beverley Sills ‎ 

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صماغمععمعه عمق ‎ASC‏ COUNT THE F’s FEATURE FILMS ARE THE RE- SULT OF YEARS OF SCIENTI- FIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS og 

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THE PAOMNNEHAL PWEOR OF THE HMUAN MNID Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is that the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? (quantum v Newtonian) 

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TO ‘NEED’ TO BE RIGHT IS TO BE WRONG 40 O00 whe ke was Par Prow certo thot what ke wos Daa Soe ac oe oe nn eee a eg eam coal os ROO OPA aS ‏تسه‎ ‎AO ee pee er eee eh en oe ‏وجلا جبصاصط 11 ججماا ,حون رجور‎ wy theory is rePuted by these observaives. 7 would be very ۱ Oca Leo CASAS el LAN a iN AC CAR ana ca Ce ean AN SRY ce AN a ‏ا‎ ‎Fe Ae ‏ال‎ A ol ne a as eat nD Nh ‏سم‎ 

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TO ‘NEED’ TO BE RIGHT IS TO BE WRONG د ا ات ا ا 0 ‎the wore‏ لاوس تست ره بو حول اك ‎Pe A,‏ ‎© paradox us ups - to thick pou ore right is to be wrosry ۱ RD a NE ool oda ‎ ‎ ‎ 

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TO ‘NEED’ TO BE RIGHT IS TO BE WRONG male!) ۱ ۱ ۱ aa cee Or de vou took Por the ‘best’ caswer ond Or-pperae, Or AN Rh Oa RR OLA ACA VATU NM CMS RC CN al od right but look Por best. OR Ean aR Re ERR NCR a aad Aiea ane AO MCC N AN MU aa) Raa 

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۳ ۱60 Cure Completi ‏متغدعتامرممف‎ ۳۹ Developm ‏ل‎ ‎Acceptanc ent ‏نف‎ انا ‎Chang‏ تاحتاع۳ حدونازطامصصز ee a child Coreen model which focuses on the fact that as humans we are meant to continually to grow and develop and not to fear change as painful as so many model do, which can ‘block’ us. Yet - the only constant is change - so let’s embrace it....or!!!? 

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۳ ۱60 Cure Immobilisation - We seem to do nothing, to withdraw, Our competence drops as the change takes effect. This is because we are, in fact, at the tiny baby stage of needing other people to take care of our needs. Managers need to give us time and reassure us that our reactions are normal. Denial - We pretend it hasn’t happened and go on as we use to. Competence appears to rise as we repeat old patterns. However, others will see that what we do is no longer appropriate. This relates to the exploring stage of small children; we need time to notice what is around us and how it now functions. Managers need to be patient. 

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۳ ۱60 Cure Frustration - We know we need to change, but don’t now how. Competence drops quite a bit as we are forced to abandon irrelevant old skills. We need time for thinking about what is happening and to come to our own conclusions, just like two year olds. Managers need to be tolerant and listen a lot. Acceptance - We start behaving in ways that are appropriate to the new situation. Competence is still low, but can at last begin to rise. We are now taking on a new identity to suit the changed circumstances, just as we did as six year olds. Managers need to encourage us. 

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۳ ۱60 Cure Development - We develop our new skills and knowledge in order to become competent performers. Competence rises as we actively acquire new skills. This is the equivalent of the skills stage, when we are ready to learn what to do. Now we can be given training and coaching. Application - This relates to the integration phase that we went through between the ages of twelve and eighteen. We rework the earlier stages as we apply the skills we have learned. Eventually, we will have completed the transition and will no longer be consciously aware of the change. We will then be operating at higher levels of competence than ۳ ‏ای هش پر نع یریس‎ eS ENE 

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۳۳ ۱60 Cure One final word of warning. We mentioned above that change takes time. Yet many organisations do not wait - they get employees through the frustration stage - and then they re-organise again. No wonder people come to dread change. People need enough time to complete the SCUVOL CMC ema a lem ‏الال‎ m me Tinian and completion. And, conversely, people need to change. Staying in the same job long after you have completed all the stages of change may be just as unhealthy as moving on too fast. Human beings seem to be programmed to deal with change, especially as each time we do change we have another opportunity to complete our Teale tasks Being denied change at the appropriate eee pa 

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The leader’s abiding challenge is to make people’s strengths effective, and their weaknesses ۱1822112-9 

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۱ ی عا ۲ ۳۵ © 0 You doo ot resus by sot problews but by ‏تمرم‎ ‎Da od = Qo ot so Por ukeud oP the porude that they Seah han aa نشب 9 ed Nea Na ‏اا‎ Whe roads to the Poture oe right ta Proot oP us ‏اسب ها مس مه مدا‎ تم و ‎Me‏ ۵ © © 

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۱2۰۹ ۱:2۵ ۵۵) ‏ا ل‎ 7 ۸/22 - to be strong, healthy and 9 

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TO CHANGE OR NOT TO CHANGE.... C=divifte><rtf Change (?) dissatisfaction+vision+first steps+enthusiam Must be greater than Resistance + cost (time/pain/money/loss) 

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RESPONSIBLE Response-able The ability to be ‘able’ to ‘respond’. The leaders role is to enable everyone to have that ability - to be ‘able to respond’ in any situation - honestly, openly, caringly authentically. 

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Variabili Person, family, community AND organisation 2۸ = change risk = ce ۱0۳۹۵ ae 2 — ay LIFE lis Length of ‘LIFE’ PQ-IQ-EQ& 111101 ‏کر مر‎ what you've always got as well as less life! 

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The less your personal values - - embrace both ‘sides’ of your ‘ONE’ life the ‏کت تیب ع‎ a Inge 3 ات۱۱ 

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‎to converse and‏ 7 117 تاعطنلا لاعتكع لتعطنل 15 أه1" ‎fit with social norms, our conversation with them will feel‏ ‎stilted and forced and very uncomfortable.‏ ‎ ‎ ‎ ‎ ‎ 

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اسهم سا ات دا ۱۱۱۱ ‏ا ا ا ا‎ ‏اال 0000ل‎ — easy to de — te woke eosier (O.2.0.) (Pyroet = Brow butt ‘praesectare’ — ty place bePore ee daca a ‏ار‎ جام ادح جاه وامط جا - جموؤوجا جا - "واوواكاو' عاوج5) وماك إنوو]ك(ا) each ‏ل‎ — 7 show Oe A ea Ae ad (0.€.0.) “Drae = Brow butte ‘trakene’ — tp drow or deoy sowetkiey Pier poesel! — ۱ apa aad ee cel (ORO) ‎Prow Late ‘spire’ te breake je-spiro’ — te breaks Pe eel‏ = بش ‎al (ORCA)‏ 1 ‎ ‎ 

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وگ "The word ‘therapy' comes from the Greek word for nurse. The patient is also a doctor and the doctor a patient, as everyone 5 ‏ا ا‎ 0011 ‏اس‎ ETAT Am ‏"7وو©2آلاٌ‎ ‎Thomas Moore - Dark Night of the Soul’ 

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وگ "The word ‘emotion’ comes from the Latin ‘Emotere’ meaning To Move...... No emotion = no movement No movement = no change No change = death 

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و ‎The € Rs?‏ (206 Recognise Realize Reward And who does it start with...... 2 

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YOUR LIFE (you're life..) fy LON What we/I do with Le ‏ان‎ ‎others to achieve it elieve in ‏مت‎ How are we/I going to do it? (Pare Why do we/I 7 

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Do you live life from the ‘outside in’ (personality) or from the ‘inside out’ - i.e. 

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‘Inside out’ - long erm Human-being Politi ‘Outside in’ - short term - Human-doing 

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۱۰۱۱ Oe eee ae ee eee Ot ee eee eee ee eee ere re a ‏صصت سسجت مسججام "أت فص سحت فج #رمصصيت صمب‎ 1 7 Serene renee er eer ee re eee one eRe ee Oe nec ee eee es Ce cater Re ce eee ee ee eee eco ‏افا شاك‎ | ۳ | 0 0: 1 | ee eee eee ee ere nC ete ee eee ee econ a) ee 

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Management and leadership lives and works within an institution and that institution is a human community bound together by the bond that is second only in strength to the bond of family - the work bond. 

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® POROOL® COR GOCCEGG? What Makes 100%? What does it mean to give MORE than 100%? Ever wonder about those people who say they are giving more than 100%? We have all been to those meetings where someone wants you to give over 100%. How about achieving 103%? What makes up 100% in life? که تا ی کل کب 1 tere 04-1 14-7 -- 11 7 

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® POROOL® COR GOCCEGG? So, one can conclude with mathematical certainty that while Hard work and Knowledge will get you close, and Attitude will get you right there, it's the Bullshit and Ass Kissing that will put you over the top. HARDWORK = 98% E10) Rie) 10 lsh KNOWLEDGE = ‎ASS KISSING = 118%‏ م5989 ‎ATTITUDE = 100% ‎ ‎ ‎ 

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۹۱۱/۱۱۵۹۹ | (6,000) 0.609 - ع 0 0 - تست يي ا ا Opaa— 066 )006,000( — werd thus what do Da td ۵ - 0.96 ),000( CCT Re dd Oukrd ud Over - 0.690 (160,068) ‏ابو وت‎ - 0.066 )66,000( pope? (©©©,6) 0.060 - امه 0 كه 310715[ 02 210 ‎Be a ee!‏ Economist Nov 11ت 1ت 1 ته | 2006 

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۹۹۱0۹۱۵۹۱ ١0 00 ‏ا‎ ‏كينا‎ Ra ‏مسد‎ nook kn) Se A kd ‏م‎ - 0.60© )66( "A business SENS) ‏نیاق عماج‎ arte Cd ۱۳ ‏رت ات۱۳۹‎ ([ ‏ال سن‎ EPOX YC) ‏ال‎ ‎money is a poor re - 0.066 )001,16©( ‏ی‎ ۲۳۳۳۳06 N ‏توس 2 ب‎ - 0.066 )6,00( as % of population - Economist Nov ‏ملس‎ - 0.090 )6,۵( 2006 

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Qodera wotkers ‘too Pat to push’ ] ‏ات ایا هم هه مت مات ات ها‎ acta نمی مت مات اقا تک ما ‎Coenen‏ مطح 7 ۳ ۳۳7 27[ CD ee eR Le ‏یادف اس تفس‎ اراک ات سل تب ات یت سل اف فد مس مت لمحت از Tne viory 00 See enone Deere ae eee es ‏سه‎ 

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Gix Gteps tv Guovess ۱ qd Te 0 eA ee ee ‏الال تا‎ a 9 ‏يي ا‎ ۱ ‏ا‎ ‎2 ‎cS) ‏نس‎ If you always do what you’ve always done - you'll always get ‏ع7 7011 أقطتل‎ 31117335 00 

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م۱۳ 

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‎aad‏ سسا ل ‎Se ae so ee ‏وس‎ ‎eared nel ean ened ‎CS) Keehn as en eas Ain ‎What would your figures be? ‎as that WILL predict productivity & profitability ‎ ‏00 ‏مس سوسوم ‏مومسم ‏سس ‎۱ ‎ 

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۱ MN ed ۱ ‏ل‎ 0 day 1 1( 39 ١ BUT at CEC SET Coens item ty 1] ۱۱ ‏تست‎ ‏و‎ work flow Inordinate scope of ETAL ‏ل‎ After Hours works of males say jo! ۱ ‏اتلتطة ستعغطا طخت دعمرعء رع‎ 16 ‏عتقط‎ 00 ۹ ممم هك اجانلنط عد 88 0۶ 20 عطا که احطا 5210 12 ‏ان 7 تتتامط‎ ay Ae) too tired to say anything to their partner 1 ارات ور ۱ ۱ ‎recruiting‏ & 

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8 ORGOO1GGT1IOOGL GTERG t -- ‏كأتتامك 010 دكا أنه‎ 20 organisations to effect coherence in life (waluec aliqnment) 

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4010 0 ال هریت را ما ریت ‎glad‏ ‏تسم هت ‎eth. odd‏ با سا اس لته ۱ ‏ور‎ ‎Social Attitudes ‏نت۹‎ 5 ۱ انیت مط ما 1999 18 

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4010 0 ial 2 ‏لك‎ ‏را تا رت‎ ‏وا وس ۳ سنوی سیب‎ Ticad | Ce SE ae 1/0 10000 Scottish Social Attitudes Survey 2005 لصسملامه5 عتنون اأمعسه نخدم عط لعتتعتاءط 7090 - 1999 ص1 

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۱۹ OC popuativa trot trust ke Sata e sees ey ۱۱۹۹ ‏ات رم‎ 2 eect coe yey Attitudes Survey 2005 ‏اسر‎ In 1999 - 32% was the most recent ‘high’!! 

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OD) Nek ears ma ‏ا‎ se prdicary people مت میا بر Ochi w Naa ۱3 ‏سدم‎ ‎Renee sere Nitec 2005 

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Rie Ama eeu ۲ ۱43/2 ‏ار‎ [4 ۱3 ‏سدم‎ ‎Renee sere Es SRG 

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BIG success in a small word personal and organisational growth through creative corporate & social responsibility 

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BIG success in a sma an Greek Italian J 

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۱۵۱۵۱ lax ed Ord ۱ ۳ ee ‏ا‎ ‎eT CT 0 ke ‏متا‎ ‏ا 8 مجع‎ oe ‏بت‎ Se ee ee ee a Mae hs ae cede ll AO US ‏هه‎ ROT A ‏هداد هب ةدس هه لان حدم ست هاف بيبا‎ 4 beet od ] ۹ Re Ace ‏مس‎ ‎XOXO) ek ea aoa Ne A ad Always - ALWAYS let go..... 

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PERFORM Journey of Teams 50 REFORM الیهس 

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۱ ast _ 90۵۵2715 ‏ب6‎ کتک مود مممدها ,برادعمعط listening Peru Bere eg tenet sia Be Oe cae ie eo aU Rees reteset 5 Pee همه «گوو- | 0 ۳ 1۱ ms Pree ieee Shee ata ‏ا‎ int مأ ملام امع مام مع كن كك ۱ ۱ تا *Level 2/3 communications ‎Mie aC om Cee ee ey‏ ومأمعم0» ‎Journey of Teams ‎STORM ‎Boars ate} ‏نينت ‏لودع )ووم - /ا6ناعع كما ‏فك ‏و ‎ ‎ ‎FORM ‎۱ ‏ره ‎is‏ 0 ‎۳۰ iste ‏ععمععوع أناوعة‎ ‏كمأطدمماع قاعم‎ ‎ST} ‏وعم ذاماء5أ5/0مواواءعع0‎ ‏م بام ه ]ممع ‎Perec‏ ‎۱ ‎7 ‏نماكم عنناهاک- ين ‎ara cae}‏ ‎Tee Mar td‏ ری ‏ات ‏تست ‎ ‎ 

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AS OPENNESS, TRUST AND OBJECTIVITY INCREASE, THE LEVEL OF EMOTION CAN MOVE UPWARDS. EACH LEVEL REPRESENTS ACCEPTANCE OF GREATER INTERPERSONAL “RISK-TAKING” BETWEEN PARTICIPANTS. 

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ولج( وبا ‎Coe eee‏ 

THE THE Challenge Challenge inin Life Life DARE 2BU THE THE Challenge Challenge inin Life Life DARE 2 B DIFFERENT NOT TO OTHERS – BUT TO YOURSELF THIS IS THE INSIDE THING THE ONLY PERSON YOU CAN CHANGE IS YOURSELF – CAN U B THE THE Challenge Challenge inin Life Life IF YOU CAN’T CHANGE YOU’RE NOT GROWING AND IF YOU ARE NOT GROWING, YOU ARE DYING. ESPECIALLY EMOTIONALLY AND SPIRITUALLY Levels Levels of of Initiative Initiative Do it HIGH Do it and report routinely Do it and report immediately LEVEL OF INITIATIV E Recommend Ask Wait until told Where are you?` Where is your team? Where is your organisation? Where is your community? Where is the world? LOW LOW TRUSTWORTHINES S HIGH Levels Levels of of Choice Choice –– Employment? Employment? Creative excitement Heartfelt commitment Cheerful cooperation Level of commitme nt Willing compliance Malicious obedience Rebel or Quit IQ – outside Where are you?` Where is your team? Where is your organisation? Where is your community? Where is the world? EQ – inside The The Cancerous Cancerous Behaviours Behaviours Criticising Complaining Comparing Competing Contending The The Keys Keys toto Successful Successful Change Change 3 1 Leadership (EQ) 92% 2 Corporate Values (EQ) 84% 4 Communication (EQ) 75% Teambuilding (EQ) 5 Education & Training 69% (IQ) 64% % of senior executives in 259 Fortune 500 companies in an American Management Association survey identifying what is important. People PeopleDevelopment Development Performance Performance Coaching Coaching Areas Areas -- Mostly Mostly Soft Soft Skills Skills -- EQ! EQ! Ability to inspire trust & motivation (EQ) – 75 Leadership Skills Rated as Important Visioning & conceptual thinking (EQ) - 65% Ability, willingness & self discipline to listen (EQ) -58% Scale 1: 100 expressed as a percentage Source: Van Eupen & Rajan People Management pp29 Vol. 3 No 21 Strategic Thinking (IQ&EQ) - 55% Interpersonal communication skills (EQ) - 50% Entrepreneurial skills (EQ) - 44% Confidence & self-knowledge (EQ) - 41% Analytical & problem solving skills (IQ) - 30% Four Four Levels Levels of of Leadership Leadership Interpersonal Trust Organisational Alignment 1 Personal Trustworthiness 2 3 4 Managerial Empowerment What What is is Leadership? Leadership? Leadership is using our personal power to win the hearts and minds of people to achieve a common purpose… The minds…by giving people a clear understanding of what people have to do, why and how it might be done; The hearts…by generating feelings of excitement, challenge, ownership, commitment and involvement. Leadership Leadership is is 3 3 Directional Directional UP - bosses ALONG - peers DOWN - subordinates The The Core Core of of Leadership Leadership Character Competence Developing Developing Habits Habits PQ & IQ Schoolin g Head EQ & SQ KNOWLEDGE (What to, Why to) Leadershi p People Management Proces s Short term Newtonian doing Increment al Certain = Education Heart & Soul SKILL (How to) HABI T Sustainable DESIRE (Want to) Quantum being Transformati onal Uncertain = Success Success –– Built Built toto Last Last PQ & IQ Schoolin g Money EQ & SQ THOUGHT (What to, Why to) Build Relationships Partners Be Right Profi t Success – old system Humandoing Outside in Either - Education Morals ACTION (How to) HABI T MEANIN G (Want to) hip Success – new spirit Human being Inside out Both - and YOUR REACTIONS Thoughts Body Edgy / sweating / stomach You I can’t cope / I’m a failure Feelings Anxious / stressed / down Behaviour Withdraw Intellectual Intellectual and and Emotional Emotional THERE HERE INTELLECTUAL LEARNING Non - coping Growth & Development Quit? Coping Emotional Learning Curve Levels of Communication 1. PEAK 2. EMOTIONS & FEELINGS 3. IDEAS & JUDGEMENTS 4. GOSSIP & FACTS 5. RITUAL & CLICHE AS OPENNESS, TRUST AND OBJECTIVITY INCREASE, THE LEVEL OF COMMUNICATION CAN MOVE UPWARDS. EACH LEVEL REPRESENTS ACCEPTANCE OF GREATER INTERPERSONAL “RISKTAKING” BETWEEN PARTICIPANTS. How How We We Communicate Communicate How we say words, sounds we make 7% Words we use 38% 55% Non-verbals, body language Leadership Leadership Who would you follow in your organisation? Write down the first ten names that come into your mind…… Levels of Listening 1. EMPATHIC THEIR view of life 2. ACTIVE 3. SELECTIVE 4. PRETEND 5. IGNORING As openness, trust and objectivity increase, the level of listening can move upwards. Each level represents a greater desire to truly understand the speaker. LISTENING IS HARDER THAN SPEAKING - YET TO BE ‘HEARD’ YOUR view of life Change….THE Change….THE Challenge Challenge inin Business Business and and Life Life Repetitive Sight Injury The real RSI The reason we rarely ‘see’ the other person / situation / way ahead – is we’re always looking back, seeing what we have always seen!! What What do do you you ‘see’….? ‘see’….? The reason we rarely ‘see’ what is in front of us – is our brain ‘wants to’ make us safe and thus won’t risk something new or showing our true selves! Happinessisnowhere The The Human Human Hierarchy Hierarchy 1 – To leave a legacy 1 2 3 4 Being Human (SQ) 2 Human Being (EQ) – To love 3 Human Doing (IQ) – To learn 4 Human Living (PQ) – To live "There are no short cuts to any place worth going" Beverley Sills Vision and Perception COUNT THE F’s FEATURE FILMS ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS THE PAOMNNEHAL PWEOR OF THE HMUAN MNID Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is that the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? (Quantum v Newtonian) TO ‘NEED’ TO BE RIGHT IS TO BE WRONG In 1911 when he was far from certain that what he was doing was 'right' he wrote to his great friend and fellow professional William Julius and said "If these solar spectral lines are very fine, then I believe that my theory is refuted by these observations. I would be very pleased if you told me candidly your opinion about this matter. After all I know very well that my theory rests on a shaky foundation. The road I took might be the wrong one but it had to be tried out." Einstein TO ‘NEED’ TO BE RIGHT IS TO BE WRONG When people have to prove they are right by strength of intellect, physical power, authority power or any means available to them - they are immediately 'wrong‘. The more doubtful you are, as Einstein exhibited, the more 'right' you will be.......... A paradox as always - to think you are right is to be wrong and to think you could be wrong is to be right............... TO ‘NEED’ TO BE RIGHT IS TO BE WRONG CB4D Do you need to be right and as such then Defend, Disagree and Destroy - and waste the chance to generate positive results? Or do you look for the 'best' answer and Co-operate, Contribute and Create a Community who do not need to be right but look for best. That is when we move past the old dying IQ brittle world and onto the EQ and SQ beautiful (best) world The The Competence Competence Curve Curve Chang e Denia l Completi Applicatio on n Developm Acceptanc ent e Immobilisa Frustrati tion on This is a child development model which focuses on the fact that as humans we are meant to continually to grow and develop and not to fear change as painful as so many model do, which can ‘block’ us. Yet - the only constant is change – so let’s embrace it….or!!!? The The Competence Competence Curve Curve Immobilisation – We seem to do nothing, to withdraw, Our competence drops as the change takes effect. This is because we are, in fact, at the tiny baby stage of needing other people to take care of our needs. Managers need to give us time and reassure us that our reactions are normal. Denial – We pretend it hasn’t happened and go on as we use to. Competence appears to rise as we repeat old patterns. However, others will see that what we do is no longer appropriate. This relates to the exploring stage of small children; we need time to notice what is around us and how it now functions. Managers need to be patient. The The Competence Competence Curve Curve Frustration – We know we need to change, but don’t now how. Competence drops quite a bit as we are forced to abandon irrelevant old skills. We need time for thinking about what is happening and to come to our own conclusions, just like two year olds. Managers need to be tolerant and listen a lot. Acceptance – We start behaving in ways that are appropriate to the new situation. Competence is still low, but can at last begin to rise. We are now taking on a new identity to suit the changed circumstances, just as we did as six year olds. Managers need to encourage us. The The Competence Competence Curve Curve Development – We develop our new skills and knowledge in order to become competent performers. Competence rises as we actively acquire new skills. This is the equivalent of the skills stage, when we are ready to learn what to do. Now we can be given training and coaching. Application – This relates to the integration phase that we went through between the ages of twelve and eighteen. We rework the earlier stages as we apply the skills we have learned. Eventually, we will have completed the transition and will no longer be consciously aware of the change. We will then be operating at higher levels of competence than The The Competence Competence Curve Curve One final word of warning. We mentioned above that change takes time. Yet many organisations do not wait – they get employees through the frustration stage – and then they re-organise again. No wonder people come to dread change. People need enough time to complete the various phases if they are to reach a feeling of satisfaction and completion. And, conversely, people need to change. Staying in the same job long after you have completed all the stages of change may be just as unhealthy as moving on too fast. Human beings seem to be programmed to deal with change, especially as each time we do change we have another opportunity to complete our developmental tasks. Being denied change at the appropriate The leader’s abiding challenge is to make people’s strengths effective, and their weaknesses irrelevant. 6 6 Thoughts Thoughts for for the the Future Future 1 You don’t get results by solving problems but by opportunities exploiting 2 Don’t get so far ahead of the parade that they don’t know you are in it 3 See the future as a picture puzzle 4 The roads to the future are right in front of us 5 Focus on the score of the game 6 How powerful it is not to have to be right VALUES The word 'value' derives from the Latin 'Valere' - to be strong, healthy and effective.... TO CHANGE OR NOT TO CHANGE…. C = d + v + f +e > < r + f Change (?) = dissatisfaction+vision+first steps+enthusiam Must be greater than Resistance + cost (time/pain/money/loss) RESPONSIBLE Response-able The ability to be ‘able’ to ‘respond’. The leaders role is to enable everyone to have that ability – to be ‘able to respond’ in any situation – honestly, openly, caringly authentically. Flatliners Flatliners or or Alive…..? Alive…..? Variabili ty = Person, family, community AND organisation change = risk = growth = LIFE ‘Missed’ ‘Safe life Risky life’ life Length of ‘LIFE’ PQ – IQ – EQ & SQ get If you always do what you’ve always done – you’ll always what you’ve always got as well as less life! U A R E Values Values for for Health Health V A LU E S – W H O Y O HOME WORK The less your personal values - ‘what you stand for’ - embrace both ‘sides’ of your ‘ONE’ life the more stress and ill health will ensue. 90% of all illness is due Other Person T he big ge r the YOU ga g p ap in co in v nv alu er es sa th tion e b ig ge r the Values Values inin Everyday Everyday Life… Life… Intuitively we know when someone else’s values are different from ours. That is when even when we ‘try’, to converse and fit with social norms, our conversation with them will feel stilted and forced and very uncomfortable. The real question Role Definitions        Educate – from Latin ‘educare’ – to lead out – to elicit/bring out (O.E.D.) Facilitate – from Latin ‘facilis’ – easy to do – to make easier (O.E.D.) Present – from Latin ‘praesentare’ – to place before – to bring into view/ to perform (O.E.D.) School – from Greek ‘skhole’ – to lecture – to train -to put into Teach – from Sanskrit ‘dic’ – to show – to direct/ to uniform (O.E.D.) Train – from Latin ‘trahere’ – to draw or drag something after oneself – to practice/subject to discipline (O.E.D.) Inspire – from Latin ‘spiro’ to breathe ‘in-spiro’ – to breath life into – to stimulate or arouse (O.E.D.) Origins Origins "The word 'therapy' comes from the Greek word for nurse. The patient is also a doctor and the doctor a patient, as everyone concerned tries to evoke a spirit of healing that will accompany the illness" Thomas Moore - Dark Night of the Soul' Origins Origins "The word ‘emotion’ comes from the Latin ‘Emotere’ meaning To Move…… No emotion = no movement No movement = no change No change = death Leadership Leadership -The The 4 4 Rs? Rs? Release Recognise Realize Reward And who does it start with……? YOUR LIFE (you’re life..) Behaviour Purpose Why do we/I exist? Spirit Values What we/I do with others to achieve it What we/I believe in Strategy How are we/I going to Levels Levels of of Life Life PQ IQ EQ SQ Socie ty Sou l YOU Do you live life from the ‘outside in’ (personality) or from the ‘inside out’ – i.e. Life Life B e ‘Inside out’ – long term Human-being Do Have £ Powe r Politi cs ‘Outside in’ – short term – Human-doing ENTRAINMENT Entrainment is a term in physics which means that two oscillating systems fall into synchrony. Two waves peaking and troughing at the same time, are considered ‘in phase’, or operating in synch. Those peaking at opposite times are ‘out of phase’. Physicists believe that entrainment results from tiny exchanges of energy between two systems that are out of phase, causing one to slow down and the other to accelerate until the two are in phase. It’s also related to resonance, or the ability of any system to absorb more energy than normal at a particular frequency (the number of peaks and troughs in one second). Any vibrating thing, including an electromagnetic wave, has its own preferential frequencies, called ‘resonant frequencies’, where it finds vibrating the easiest. When it ‘listens’ or receives a vibration from somewhere else, it tunes out all pretenders and only tunes into its own resonant frequency. It is a bit like a mother instantly recognizing her child from among a mass of school children. Planets have orbital resonances. Once they march to the same rhythm, things that are entrained send out a stronger signal than they do individually. This most commonly occurs with musical instruments, which sound amplified when all playing in phase. What’s been discovered during many scientific trials is that In during acts of remote influence and intention the recipient’s EEG waves mirror those of the sender. In a number of studies of healing, the EEG waves of the patient synchronize with those of the healer during moments when healing energy is being ‘sent’.  Management and leadership lives and works within an institution and that institution is a human community bound together by the bond that is second only in strength to the bond of family – the work bond. A A FORMULA FORMULA FOR FOR SUCCESS? SUCCESS? What Makes 100%? What does it mean to give MORE than 100%? Ever wonder about those people who say they are giving more than 100%? We have all been to those meetings where someone wants you to give over 100%. How about achieving 103%? What makes up 100% in life? ABCDEFGHIJKLMNOPQRSTUVWXYZ= 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 H-A-R-D-W-O-R-K 24 25 26. K-N-O-W-L-E-D-G-E 8+1+18+4+23+15+18+ 11+14+15+23+12+5+4+ 11 = 98% 7+5 = 96% A-T-T-I-T-U-D-E B-U-L-L-S-H-I-T 1+20+20+9+20+21+4+ 2+21+12+12+19+8+9+20 5 = 100% = 103% A-S-S-K-I-S-S-I-N-G 1+19+19+11+9+19+19+ A A FORMULA FORMULA FOR FOR SUCCESS? SUCCESS? So, one can conclude with mathematical certainty that while Hard work and Knowledge will get you close, and Attitude will get you right there, it's the Bullshit and Ass Kissing that will put you over the top. HARDWORK = 98% KNOWLEDGE = 98% ATTITUDE = 100% BULLSHIT = 103% ASS KISSING = 118% A A WORLD WORLD OF OF LAWYERS LAWYERS If lawyers thrive on dealing with conflict – what do the look for – and thus what do they find? So what do they mostly bring to society? Israel – 0.409 (27,000) USA – 0.366 (1,084,504) Spain – 0.244 (104,000) Greece – 0.234 (25,000) England and Wales – 0.230 (121,165) Portugal – 0.225 (23,000) Scotland – 0.190 (9,443) No of lawyers as % of population – Economist Nov 2006 Germany – 0.141 (116,000) Belgium – 0.125 (13,050) Norway – 0.124 (5,600) A A WORLD WORLD OF OF ACCOUNTANTS ACCOUNTANTS If accountants are there to count money – who counts the human costs? "A business that makes nothing but money is a poor business." Henry Ford No of accountants as % of population – Economist Nov 2006 UK – 0.481 (284,129) Ireland – 0.466 (18,174) Malta – 0.234 (937) USA – 0.206 (600,00) Italy – 0.158 (90,800) Luxembourg – 0.155 (618) Netherlands – 0.069 (11,186) Belgium – 0.068 (6,988) Norway – 0.068 (3,040) Switzerland – 0.051 (3,700) Modern Modern mothers mothers ‘too ‘too fat fat toto push’ push’ Number of caesareans doubled in last 10 years True story Today 1 in 4 are caesarean BMI of 35+ 3x elective pre term delivery Do women care more about having an easy time than their own and their child's life (or death!) 2 thirds caesareans due to pre-eclampsia (fatal seizures) Morbidly obese women 3x more likely to deliver baby which dies before or during birth UK – 33% overweight & 23% obese = 56% over BMI Six Six Steps Steps toto Success Success 1 Breathe (take time out to stop ‘doing’ & ‘be’) 2 Break that cycle of repetition 3 Engage emotionally 4 See it differently 5 Listen deeper 6 Action If you always do what you’ve always done – you’ll always get what you’ve always got Less Less IS IS More More 3 3 Keys Keys toto aa Happy Happy & & Productive Productive Workforce Workforce Key areas for creating a happy workforce Scale 1: 100 expressed as a percentage Source: Amicus Union 2006 1) Job Security – only 38% felt secure 2) Staff involvement – under 48% said they were in control of their working environment 3) Being treated fairly and with dignity – only 44% What would your figures be? – as that WILL predict productivity & profitability ‘Extreme’ Jobs Physical presence at office 10+ hours a day Tight deadlines and a fast pace Unpredictable work flow Outcomes 1) 53% of females say extreme job interferes with sex life 2) 65% of males say job Inordinate scope of interferes with their ability responsibility to have strong Large amount of travel relationships with their After Hours works children event 3) 45% in this global survey Responsibility for profit said that at the end of a and loss Responsibility for mentoring12 hour day they were & recruiting too tired to say anything to their partner 6 ORGANISATIONAL STEPS to SPIRIT Stopping – what you always do – to ‘breathe’ Sensing something different – inside you Seeing differently – a new understanding Sharing – who you are and what you now think openly and honestly + listening to others Start doing things differently Seeking out kindred spirits and organisations to effect coherence in Trust Trust inin Scottish Scottish Politicians! Politicians! Scots that don’t trust the devolved government 44% 56% Scots that trust the devolved government “just about always” or “most of the time”!!! Figures from Scottish Social Attitudes Survey 2005 In 1999 when the Scottish Parliament was established Trust Trust inin Scottish Scottish Politicians! Politicians! Scots that don’t believe the parliament has given Scotland a stronger voice 59% 41% Scots that believe the parliament has given Scotland a stronger voice. Figures from Scottish Social Attitudes Survey 2005 In 1999 - 70% believed the parliament gave Scotland a Trust Trust inin the the UK UK Government! Government! UK population that trust the government Figures from Scottish Social Studiers Attitudes Survey 2005 23 % 77 % UK population that do not trust the government In 1999 – 32% was the most recent ‘high’!! What What isis Scottish Scottish Parliament Parliament doing doing for for ordinary ordinary people people Giving them less 5% Making no difference Figures from Scottish Social Attitudes Survey 2005 55% 37 % Giving them more Is Is Scottish Scottish Parliament Parliament giving giving Scotland Scotland aa stronger stronger voice voice inin UK? UK? Weaker 6% No difference Figures from Scottish Social Attitudes Survey 2005 50% 41% Stronger How How To To ‘Break ‘Break The The Cycle’ Cycle’ Stopping to ‘breathe’ – to see and ‘feel’ it differently The steps for moving from ‘Good to Great’ Open the emotional ‘door’ (EQ) that will bring so much to the surface automatically – which IQ does not Then emotionally find out who is ‘on the bus’ and deal with that swiftly and effectively – ‘clear’ culture creation Recognise and grow people’s strengths (H, W & Play) Oh – and never forget to have Deal with humility in everything you do (int & ext) FUN! Promote work life balance & health – as foundational Practice what you preach – brutal honesty Create sustainable 3 way feed in loops at all levels Always – ALWAYS let go….. Journey of Teams FORM STORM REFORM PERFORM Journey of Teams FORM STORM REFORM •Sensing •Rebellious •Change/re-affirm •Opening •Re-establish each other out •Vying/establishing a pecking order •Autocratic/ acquiescence relationships •Imposed decisions/disciplines to expectations up risky issues •Re-establish relationships on respect for personal values/contributions •Insecurity •Lack of direction/boundaries •Re-structure tasks on individual & team talents •Conformity •Establish self & team disciplines & boundaries •Superficiality/ subjectivity •Status conscious •Hidden •Poor feelings listening •Inflexible/bureaucratic •Level 4/5 communications goals culture on honesty, tolerance and listening •Emotive/volatile •Aggressive PERFORM •Develop and assertiveness objectivity •Positive direction, boundaries & disciplines •Creativity, enterprise initiative and •Flexibility and responsiveness •Open honest relationships and culture •Matching task, team individual needs and •Commitment, pride in groups, team spirit •Maturity, resilience and high morale •Level 2/3 communications Levels of Emotion 1. Emotionality 2. Emotional Empathy 3. Emotional Application 4. Emotional Awareness 5. Emotionless AS OPENNESS, TRUST AND OBJECTIVITY INCREASE, THE LEVEL OF EMOTION CAN MOVE UPWARDS. EACH LEVEL REPRESENTS ACCEPTANCE OF GREATER INTERPERSONAL “RISK-TAKING” BETWEEN PARTICIPANTS. Damion Leisa Joanne Gaughan Hunt Hewitt Jennifer Coyle Gordon Bain Tony Donaghy co tlan d Gareth Roberts S C M S Happy Mondays Supply Chain Team Proclaimers Supply Chain Team Joy Division Supply Chain Team Housing & Maintenance Supply Chain Team Hot Chocolate Supply Chain Team My world