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Dr Carlos A Raimundo Rosemary Ruthven www.neuro-learning.com

ANZ FCM TEAM LEADERS WORKSHOP December 15, 2010. Dr Carlos A Raimundo Rosemary Ruthven www.neuro-learning.com T : 0243411832 E: enquiries@neuro-learning.com. What’s Tango got to do with it?. I would like to remember this day as …. Rules of Play. Suspend Judgement.

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Dr Carlos A Raimundo Rosemary Ruthven www.neuro-learning.com

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  1. ANZ FCM TEAM LEADERS WORKSHOP December 15, 2010 Dr Carlos A Raimundo Rosemary Ruthven www.neuro-learning.com T: 0243411832E: enquiries@neuro-learning.com

  2. What’s Tango got to do with it?

  3. I would like to remember this day as …

  4. Rules of Play

  5. Suspend Judgement These people are nuts! We all come in with our own beliefs and philosophies about life. For this short time together, we ask that you just go with the flow.

  6. Be Selfish Prepare to take home something for yourself today. The greater your personal investment, the bigger the return.

  7. This is for you The Insights gained: May validate what you already know to be true. Applaud and celebrate this. May be new and may help you to make more informed decisions about what actions to take. May be unsettling. Welcome that discovery.

  8. Respect Others’ Learning Styles Phones Side talk Punctuality Leaving the room

  9. Share the oxygen And the other thing is… Be conscious of the time you’re taking to make your point.

  10. Diversity Respect other’s opinions and beliefs. This is not the time for philosophical conversations or “preaching”.

  11. Don’t try to fix or rescue Avoid trying to fix someone with well meant advice.

  12. Confidentiality • Be authentic and truthful but also be mindful of what you disclose about yourself and others

  13. Our Goals for Today • Articulate, Align and Apply FCM’s vision. • Affirm and Enhance existing engagement and leadership strengths. • Understand how Engagement functions in the brain and why high levels of engagement correlate to better: • Performance outcomes • Team unity and synchronicity • Leadership • Life satisfaction • Identify current issues affecting engagement and transformation • Understand how to lift levels of ethical & intellectual thought in order to find creative ways to solve problems. • Identify and simulate practical leadership strategies for becoming even more effective agents of change.

  14. (C) C Raimundo - R Ruthven. No part of this presentation may be copied or reproduced without permission “We will not enjoy long-term professional success simply by demonstrating expert technical knowledge; we need engagement-the human factor… And this can be learnt.”Carlos A Raimundo

  15. ENGAGEMENT- How it works in the brain

  16. (C) C Raimundo - R Ruthven. No part of this presentation may be copied or reproduced without permission Why is Engagement so Important to the Human Brain?

  17. The Triune Brain MacLean divides the brain into three areas: The Neo-Cortex: The Limbic System: The Brain Stem:

  18. The Brain Stem immediately automatically and non-consciously assesses whether someone or something is Authentic Safe Familiar

  19. The Reptilian, Brain-Stem Response

  20. The Reptilian, Brain-Stem Response Think of a time you responded with a knee-jerk type reaction causing you to withdraw or attack.

  21. The Uncontained Limbic Response

  22. 3D Simulation Depict a time when you felt “Contained” by someone so that the best of you was able to be nurtured and developed– a time when you felt valued for who you are.

  23. Containment facilitates: • Engagement and Empathy • Effective Communication • Emotional Intelligence and Social Intelligence • Creativityand Innovation • Better Problem Solving • Flexibility and AdaptabilityBreakthrough

  24.     3  2  = ?

  25. When life is not in tune with internal desires… Cognitive bias New Information Internal Stimuli

  26. Examples of Constructs (Defence Mechanisms/ Rationalisations, Disempowering Beliefs) • “I’m short-tempered at work because I’m underpaid.” • “I couldn’t meet that deadline. I had no help whatsoever.” • “I stole the hotel towel because the tariff was ridiculously high.” • “What else would you expect from a ___________ (You fill in the blank)!” • “If I don’t keep my distance with my staff, they won’t respect me.” • “I’ll quit smoking/start dieting after I get through this rough patch.” • “I can’t help it, that’s just the way I am- It’s in the genes.” • “I shouldn’t have to hold their hands- Nobody was there for me! Let them just get on with it.” • I tried before and failed. It’s just not worth the heartache.

  27. Listen, the reason I do this is because……….. It’s only logical! Cognitive Biases – We all have them! What are some of your Cognitive Biases (rationalisations/ justifications)? What are some that you hear from your team?

  28. Constructs not only protect feelings that are too difficult to handle, they also block our ability to succeed…to enjoy life fully.

  29. Implications for FCM

  30. MY PRACTICAL ACTION COMMITMENT When I reflect on… This makes me feel… and I’m going to….

  31. LEVELS OF INTELLECTUAL AND ETHICAL THOUGHT

  32. Levels of Intellectual and Ethical Thought Adapted from Perry, Harvard University & Kegan, Harvard University

  33. Its all about Me. I’ll do whatever it takes to make sure my needs and goals are met. • “Magic Thinking” • Everything is fixable. People just have to think the way I think and do what I want them to do. Egocentric Thinking (15%) SELF CENTRED

  34. Socialised Thinking (60%) ACCEPTANCE CENTRED • There are established powers and authorities who don’t all think like I do. • In order to get along in this world, I need to do whatever it takes to be socially accepted- to fit in.

  35. Socialised Thinking (60%) ACCEPTANCE CENTRED • Potential Problem: • Established Ideal Benchmarks and norms can become ceilings. • Anyone venturing outside the “norm” becomes potentially ostracised. • Talent is suppressed.

  36. I’m aware of who I am and what I have to offer this world. I accept and appreciate the diversity of others. I seek relationships wherein we both can grow. • I am prepared to step up to the plate and offer creative solutions to problems even if this means going outside of accepted social norms. I am motivated to pursue a course of action even if it means I may not be popular and I will do it in an ethical and constructive way. • I am open to being part of transformation no matter whether it is me or someone else running the show. Independent Thinking (25%) “BIG PICTURE” CENTRED

  37. Integral Thinking (+1%) TRANSFORMATION CENTRED • I’m called to accomplish something greater for others that is not currently an accepted norm. • My life and immediate happiness is less important than pursuing a better life for the people in my world.

  38. Egocentric (15% of adults do not make it past this stage) Self-interest Levels of Intellectual and Ethical Thought Integral (1% of adults to this stage) At which level of Intellectual and Ethical thought do you believe you are operating? Independent (25% of adults to this stage) Socialised (60% of adults to this stage)

  39. In reality, we don’t stay at the same level all the time! Adapted from Perry, Harvard University & Kegan, Harvard University

  40. What in fellow colleagues or the “System” might provoke you or people in your profession to default into Egocentric or socialised thinking?

  41. Having an idea into which level a stakeholder is operating helps us to know how to relate to that person in order to create the best possible relational outcome. What strategies might you use to get the best result from a stakeholder working at an Egocentric or Socialised Level?

  42. Can People really change?

  43. Can people sustain behavioural change? Yes they can! The brain is capable of creating new neural-pathways. This is called Neuro-plasticity.

  44. Changing is not easy ! When we decide we want to do things differently; to transform our behaviours, we need to feel: Safe Accepted Supported Contained.

  45. Conditions for Change

  46. As a Leader you are an agent of transformation

  47. Vision Alignment ANZ FCM

  48. Vision Alignment- Team Leader Group Discussion and Open Forum

  49. Team Leader Self Reflection-What are my goals for my team?

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