How To Become An Anthropomaximologist And Why

1. How To Become An Anthropomaximologist And Why Presented by Fern Silver Anthropomaximologist Extraordinaire fern@fernsilver.com www.fernsilver.com

2. ANTHROPOMAXIMOLOGIST • An Anthropomaximologist is someone who helps others shine…..get an A • Reach for and Become The Best They Can Be

3. The Power of “A”

4. imagine

5. What’s possible?

6. CHARACTERISTICS OF AN ANTHROPOMAXIMOLOGIST PERSONAL ATTRIBUTES HOW THEY SUPPORT OTHERS Honor Inspire Appreciate Celebrate Recognize Encourage Support Re-Charge Train Fully Engage Coach Mentor • PATIENCE • KINDNESS • HELPFUL • GOOD LISTENER • SETS A GOOD EXAMPLE • TREATS PEOPLE FAIRLY • TRUSTWORTHY

7. What it means to be a human beingWho created this list? • NON JUDGEMENTAL GENEROUS • HAPPY JOYFUL CAMPASSION • SUPPORT • SENSITIVITY • NURTURING • THINKS FOR YOURSELF • DON’T BE ANNOYING • GRATEFULNESS • UNDERSTANDING • HONOR • DISCIPLINE • SELF CONFIDENCE • GROUP EFFORT • RESPECT LOVE • PRIDE FRIENDSHIP • HONESTY COURAGE • EQUALITY • POSITIVENESS • GOOD PERSONALITY DIGNITY • RESPONSIBILITY BE POLITE • CARING FOR OTHERS • FORGIVENESS • HELPFUL TRUST GRATEFULNESS • THOUGHTFULNESS HOPE • LISTEN TO ONE ANOTHER

8. 19 Traits of successful peopleA list put together by anthropomaximolgosts • 10.Understand the nature of energy. If you apply sufficient force to a goal, progress will be made. • 11. Learn to nurture. Build up and nurture others. Always leave things better than how you found them. • 12. Become sociable. • 13. Become self-disciplined. Don’t let habits, desires and failures control you, rather learn to control yourself. • 14. Be courageous • 15. Have FATIH in yourself. Demonstrate your faith with actions and works. • 16. Live in the present. Do your best NOW!. • 17. Forget about past errors. Don’t base today’s decisions on yesterday’s mistakes. Hope and live for today’s success and in the future.. • 18. Be quick to forgive, forget and to keep going on with life. This applies to yourself and others. • 19. Learn to stand on the shoulder of predecessors. Build on what others have done. Don’t destroy what others have done just to advance your own agenda. • Never be satisfied with your level of development.; always try to be better than you were before. • Avoid comfortable situations. Do things even if you don’t like them, because you know they’re important. • Set GOALS. Don’t just feel you SHOULD do something, but rather that you MUST do it. • Don’t blame others. Resolve problems. Any setback is an obstacle that must be overcome. • Take risks. But take them with wisdom. Plan, evaluate and proceed with confidence and without fear. • Have a VISION. Develop the ability to foresee in your mind the results you want even before you start with your plan. Learn to see the beginning from the end. • Don’t be a slave to your work. • Learn to handle your self well under pressure. No one can have confidence in an individual who is always nervous and pressured. • Be objective. Don’t take failures personally

9. IT’S A 2 PART SYSTEM SKILLS T A I

10. SKILLS

11. As a man thinketh • PSYCHO-CYBERNETICS • MAXWELL MALTS, M.D.

12. “A man can do anything he wants to….anything” When did he break it? How did he do it?

13. The miracle on the ice……1980 olympics • Herb Brooks …..AN ANTHROPOMAXIMOLOGIST • Herb stressed PEAK CONDITIONING, believing that one of the reasons the Soviet team had dominated international competition was that many of their opponents were EXHAUSTED by the third period. • Herb also emphasized creativity and teamwork on the ice. • He chose the BEST TEAM not just the BEST PLAYERS for his team.

14. 5 Critical Steps for ME • PURPOSE WHY? • PASSION • BE THE EXAMPLE….LIVE IT AUTHENTICALLY • RESPECT – APPRECIATION – CELEBRATION • NEW KNOWLEDGE – SKILLS – TECHNOLOGY • HOW ? WHEN? WHY? WHERE ? BECAUSE!!!!!!!!

15. Our Team vs the kids • REFEREES • What do you enjoy about being a ref for kids 10 – 11 years old? • What are the most important characteristics of a referee working with kids ages 10 – 11? • What kind of training/studying have you had to prepare you to ref for kids? • What is your biggest concern for kids when they participate in team sports? • COACH • What skills do you teach the kids so they can play the game? • Step by Step • DRIBBLE • SHOOT • POSITION BODY • What makes a great coach? • Who taught you how to be a coach?

16. Sound familiar? • Teacher first, official second • Do you know what you did wrong? (non emotional) • What you say and how you say it makes a difference. • Knowing when to make a call or when to make a comment • You cannot force a kid to participate. Guide them to do what they love to do. • Love the game • Be kind • Be fair • Be Invisible • Patience/Temperament • Leave your drama at home • Pass it on! • Show Appreciation for their commitment to the game • Coach to the skills of the player

17. pROaCTIVErECOGNITION • ProACTIVERecognition strengthens employee spirit, loyalty, morale and commitment.

18. Secrets of a great leader… • If the first 3 needs of Maslows Triangle are satisfied we would expect man’s organizations to be designed to feed the ego and development needs. Not so! • What can we do to create rewards and fun ON THE JOB…not just away from the job! • Your people aren’t lazy and incompetent. They just look that way. They’re beaten by all the overlapping and interlocking policies, rules and systems encrusting your company. • Provide the climate and proper nourishment and let the people grow themselves. They’ll amaze you. • The world is divided into two classes of people: the few people who make good on their promises (even if they don’t promise as much), and the many who don’t. Get in column A and stay there. You’ll be very valuable wherever you are.

19. A Case Study…Helping others shine • What would you do if one of your teams were not meeting production and safety goals? • A highly respected company that is known for its quality, innovation, integrity and excellent safety record determined that a change in Team Leadership was necessary to reduce incidents, reduce waste and raise the level of quality of one department. “We’ve always had spills” was no longer acceptable. • The new management team: • Met with team members to review the goals and expectations of the department. • They asked what the team needed to make the improvements. • They gave the team ownership and the tools to do the job. • They applied their Continuous Improvement strategies, met regularly with the teams and supported the peer leaders to keep communications open and continuous. • They posted boards in a highly visible spot with charts showing where they were and what progress was being made. Verbal recognition from management to team members and peer to peer created a new sense of team spirit. • They noted the findings of team members and shared ideas to improve production and eliminate waste. • They held people accountable for the outcomes. Since 12-20% of the team were temps, everyone made certain they understood the consequences of not meeting the goals of the team. They could lose their jobs. • By showing RESPECT for each of the team members, the team went from achieving 50% of their goals the first of the year to 70% by mid year and 98% by the end of the year. • The team received custom jackets to honor their accomplishments and continuous effective communications to support the commitments made.

20. Secrets…..napoleon hill 1928 • Years ago , Napoleon Hill sat down with Andrew Carnegie, then one of the world’s richest men, and caught his first glimpse of the great Secret. Carnegie hired Hill to find out how others used the Secret, to study their methods, and to work out a single method that could be given to the world as a Master Plan. • All achievement, all earned riches, have their beginning in an IDEA

21. Secret to andrew carnegies’ great wealth • A coordination of knowledge and effort, in a spirit of harmony, between two or more people for the attainment of a definite PURPOSE

22. Top Secrets of Great Leaders

23. Top secrets of great leaders

24. /top Secrets of Great leaders

25. “The task of the leader is to get his people from where they are to where they have not been”… henry kissinnger • RICARDO SEMLER, CEO • SEMCO • BRAZIL • Leadership that builds one mans need for meaning, leadership that creates institutional PURPOSE will increase profitability and performance

26. Pro active leaders • Champions of Change - David Nadler • Effective leaders ACTIVELY INVOLVE key managers and articulate visions and goals that address the basic VALUES and HIGHEST ASPIRATIONS of people throughout the organization. They support sharing and questioning information at all levels.

27. Big companies can fail • Warren Bennis shared with us the loss of $34.4 billion dollars in 1992 by SEARS, IBM AND GM. • It is possible that companies can be over-managed and under lead, have no room for innovation and just too many layers.

28. What’s love got to do with it?

29. Leo Buscaglia….love mattersLove recognizes all of these needs or it isn’t love • Man must be allowed: • The freedom to choose his own way • To grow at his own rate • To make his own mistakes • To learn • He needs to accept himself and other human beings and be accepted by them. • He desires to be an “I” as well as a WE” • He strives to grow into the unique individual he is • Man has both physical and emotional needs. • Emotional needs are more complicated. • Man will suffer from unmet needs. • Man needs to be: • Seen • Recognized • Appreciated • Heard • Touched

30. imagine • Imagine that everyone at your company celebrated a partnership of people creating a better life for others and themselves; that your business was a place that people flocked to daily because they were not only greeted but were touched by smiles, incredible service, integrity ,respect, and caring.

31. Imagine

32. Celebrate