<ul><li class="ql-align-justify">You only have one life, so make every second count by “playing to win” every day.</li><li class="ql-align-justify">Take ownership of your game and relentlessly pursue excellence in four steps.</li><li class="ql-align-justify">Prepare mentally, physically and emotionally to “play the long game.”</li><li class="ql-align-justify">Work toward your goals relentlessly each day with the “one-percent mentality.” </li><li class="ql-align-justify">Choose your team wisely on your journey toward success.</li><li class="ql-align-justify">Don’t let stress prevent you from excelling. Control it by following three rules.</li><li class="ql-align-justify">Reframe your view of failure. Look at it as a component of success.</li><li class="ql-align-justify">“Trust the process” and share your authentic gifts with the world.</li></ul>

Key Points

The saying, “Time flies when you’re having fun,” might ring true sometimes. The outcome is the same whenever you choose to live your life passively instead of proactively: regret.Pause and reflect on your past year: How much time did you spend embodying your life’s purpose? How much time did you waste on unproductive meetings, unnecessary activities and inefficient processes? Are you content with your career path? Are you truly happy in your personal life? Do you wish you had prioritized what matters to you? Remember, you only have one life and are responsible for making it count.

You only have one life, so make every second count by “playing to win” every day.

The journey of greatness requires these 4 steps:<ol><li class="ql-align-justify">“Own your game” – Take ownership of your life and avoid “playing the victim” when things don’t go as planned.</li><li class="ql-align-justify">“Be 100% all-in” – Commit to your game on an emotional, mental and physical level. Without commitment, you can’t create a workable strategy or achieve results – you’re just hoping something good happens.</li><li class="ql-align-justify">“Trust yourself enough to take risks without second-guessing your decisions.</li><li class="ql-align-justify">“Make hating to lose a priority” – Cultivate the discipline, dedication and “hate-to-lose mentality” required to be truly accountable to yourself and your goals. </li></ol>

Take ownership of your game and relentlessly pursue excellence in four steps.

Preparation is vital when playing to win.Preparing to play also means prioritizing your physical and mental health. You can’t achieve your goals or show up for others if you feel exhausted and depleted. Call a “timeout” if you need time to reset and re-energize. After your break, refocus by reminding yourself of your goals and priorities and adjusting your plans as needed. When you invest in building mental, emotional and physical strength, you develop the toughness and resiliency required to achieve, even when other people respond pessimistically to them.

Prepare mentally, physically and emotionally to “play the long game.”

In theory, it’s easy to understand the importance of healthy habits, yet 99% of people fail to make the changes needed to put the right habits into place. Reflect on your daily patterns: Are you taking intentional action toward your goals, or are you just relying on what feels familiar as you attempt to get through another day? Write down your daily habits.As James Clear explains in Atomic Habits, you may not see results overnight, but over time, small changes “compound into remarkable results.”

Work toward your goals relentlessly each day with the “one-percent mentality.”

Surround yourself with the right people by following these rules:<ul><li class="ql-align-justify">Choose a team with the “It Factor” – Decide what success looks like to you, who are winning on your terms and inspire you to be your best every day.</li><li class="ql-align-justify">Get sponsors and mentors – Connect with sponsors – professionals who’ve achieved higher levels of success than you.</li><li class="ql-align-justify">Build a robust social network – Continually assess your social network and look for ways to expand it.</li><li class="ql-align-justify">Identify cheerleaders and supporters – Not all your connections need to be the living embodiment of the kind of success you’re pursuing. </li><li class="ql-align-justify">Know when to ask for support. </li></ul>

Choose your team wisely on your journey toward success.

<ul><li class="ql-align-justify">When you experience stress at chronic, harmful levels, it can trigger serious health issues, such as high blood pressure – or even trigger a heart attack. Get your stress levels under control by doing three things: </li><li class="ql-align-justify">“Decide not to be stressed” – Have you ever noticed that some people get stressed out when faced with a challenging situation, while others don’t? </li><li class="ql-align-justify">Focus on what you can change – Don’t overly fixate on things you can’t control, including past failures or missed opportunities. </li><li class="ql-align-justify">Breathe – Your breathing tends to speed up when you’re stressed, so take some long, deep breaths. </li></ul>

Don’t let stress prevent you from excelling. Control it by following three rules.

Failure can be discouraging, but remember that every successful leader, athlete and entrepreneur has failed. The secret is to “fail forward”: Learn from situations that don’t go as you’d hoped and keep pursuing your goal. Think back to when you were a child: You learned how to walk by falling repeatedly. The same rule applies in adulthood. “Successful players in the game realize they must learn from situations so they can effectively navigate through it every time the situation pops up.”While you should become comfortable with failure, this doesn’t mean you should be comfortable with losses.

Reframe your view of failure. Look at it as a component of success.

When you commit to unleashing your full potential and living authentically, you do the world a service: You position yourself to share your talents and gifts with others. Take inspiration from Academy and Grammy Award-winning actor Denzel Washington and take the necessary risks to align with your purpose. “When you don’t care about what other people say, and you have let go of that fear of judgment, you have reached a dangerously amazing level of freedom.”

“Trust the process” and share your authentic gifts with the world.

Dominate The Game will mentally prepare you to show up the right way each day, motivate you to take the shots that others won't take, and then help you to elevate, separate, and dominate your game. The principles discussed will challenge you, pushing you to become confident in your ability to conquer any situation you may face in pursuit of your goals, ambitions, and dreams. The pain of regret is far greater than the pain of discipline; remember, life waits for no one. If you want to achieve greatness, you need to take charge and make plays happen. It all starts with you. Dominate the Game is a complementary book to Jennifer A. Garrett's book, Move the Ball, a personal growth book that has been recognized across the globe. Move the Ball is a book focused on preparing vision, strategies, playbooks, blueprints, and game plans to accomplish your goals and priorities in business, in your career, and in life. Dominate the Game focuses on elevation, playing to win, a mindset of zero limits, acceleration, stretching oneself, next level, exponential growth and going against the grain to not just "move the ball", but to dominate your game. ﻿﻿﻿Tomorrow is never promised, so today is the day for you to suit up, to show up, and to move the ball.

motivationandinspiration

Motivation & Inspiration

habits

Habits

mentalhealth

Mental Health

problemsolving

Problem Solving

timemanagement

Time Management

Jennifer A. Garrett

Dominate The Game

<ul><li class="ql-align-justify">Don't try to be the perfect coach; instead, focus on being fully present for your client.</li><li class="ql-align-justify">Harness your emotions.</li><li class="ql-align-justify">Keep your focus on clients and help them solve their own problems.</li><li class="ql-align-justify">Encourage your clients to reflect on emotional experiences.</li><li class="ql-align-justify">Help your client uncover clear, attainable goals.</li><li class="ql-align-justify">Adapt your communication style to your client's needs.</li><li class="ql-align-justify">Help your client discern habits and behaviors that impede growth.</li><li class="ql-align-justify">Identify your client's social needs and core values to help them build a healthy life.</li><li class="ql-align-justify">Have your clients verbalize new insights and help them commit to real change.</li></ul>

A safe, open environment is a prerequisite for meaningful dialogue. Your ability to create such an environment hinges on embodying a coaching mindset: being fully present and attentive to clients. To be fully present, you must embrace “unselfing”: practicing humility and letting go of the belief you must be a “perfect” coach to help people. When you practice being present as you use your coaching skills, you will, inevitably, grow in your craft. “You must let go of being the perfect coach.﻿”

Don’t try to be the perfect coach; instead, focus on being fully present for your client.

To “unself” and become more present, work to set aside your personal needs, expectations and judgments in coaching relationships. Foster an open, non-directive mindset that prioritizes the client’s experiences and perspectives. Cultivate the mental habits of being a “self-less witness” to the client’s journey, maintaining a calm, curious, compassionate presence and believing in the client’s inherent strength and capability to grow.

Maintaining a calm and compassionate coaching presence requires tuning into your emotional responses. Relying solely on cognitive awareness in coaching – interpreting and analyzing based on your experiences – can hinder genuine understanding of a client’s unique perspective and feelings. Instead, blend cognitive and sensory awareness, opening up to emotional and physical reactions that arise during conversation and offering interpretations as invitations for further exploration.

Harness your emotions.

Use non-reactive empathy to recognize and validate clients’ emotions without absorbing them. Use phrases like, “When you mention this… it seems to bring up feelings of….” This approach allows you to cultivate awareness of your emotional responses during conversations, discern whether these emotions are yours or your client’s and offer perceptions for the client’s confirmation – as opposed to trying to fix their problems or interjecting your own experiences.“Your job isn’t making people feel better. You coach them to see better.”

Coaching that focuses on listening to your client and asking them open-ended questions to challenge their existing perceptions and beliefs can unlock creative insights. By refraining from offering advice or direct solutions, you can boost the client’s problem-solving skills and personal growth.  “Coaching is a spontaneous interaction that often leads to greater self-awareness more than goal achievement, but you keep the end in mind to make sure they are addressing what is hindering their evolution.”

Keep your focus on clients and help them solve their own problems.

Reflecting on emotional experiences allows clients to uncover their truths and motivations. This process enhances self-awareness and enables more confident decision-making by illuminating the underlying emotional drivers behind their actions and perceptions.“Unpleasant feelings are just as crucial as the enjoyable ones in helping make sense of the choices we make.”

Encourage your clients to reflect on emotional experiences.

A clear goal provides a specific direction for coaching conversations. It lets your client focus on overcoming resistance and achieving transformative changes rather than making superficial adjustments.Don’t predefine the outcome based on your understanding of someone’s situation or hurry into problem-solving mode. Premature action plans might bypass the client’s deeper insights or personal desires. “To open the window to blind spots, we need someone else to summarize our thoughts so we can objectively see them and then ask questions we can’t comfortably ask ourselves.”

Help your client uncover clear, attainable goals.

Guiding clients in coaching involves staying attuned to their narratives. These stories illuminate and clarify the desires and aspirations that form the basis for choosing and committing to achievable, concrete goals. Desires often hide within expressed frustrations and wishes.“The reaction you have to their resistance can cause friction between you and your coachee, decreasing their willingness to be coached.”

Adapt your communication style to your client’s needs.

Recognizing problematic habits and behaviors offers insight into your clients’ underlying “operating system.” Such patterns reveal connections between past experiences and clients’ current identities and actions. Your coaching can be a crucial tool for uncovering and adjusting these deep-seated patterns, thus enabling your clients to make more conscious, deliberate choices.“When coachees say they have been acting a certain way as long as they can remember, they are sharing not only a habit but a reason why they probably won’t succeed at changing.”

Help your client discern habits and behaviors that impede growth.

Helping your clients choose how to present themselves in the world can help them understand their social need for acceptance and move toward healthy, beneficial professional and personal relationships. “Even mentally healthy humans tend to rely on the opinions of others to feel complete.”

Identify your client’s social needs and values to help them build a healthy life.

Self-discovery work is peppered with “aha moments” that give clients the clarity they need to move forward. To assist clients in articulating their new insights, encourage them to describe their realizations concisely. Provide them the silence and space to grasp and express their newfound understanding. If they struggle to find the right words, summarize their thoughts and invite them to refine your words. This process can deepen their reflection, clarify their insights, and transform vague ideas into tangible action steps.“A breakthrough that reshapes your client’s story is always possible.”

Have your clients verbalize new insights and help them commit to real change.

Tools and techniques needed to guide your clients toward the kinds of “light bulb moments” that lead to significant breakthroughs in thinking and behavior.

Light bulb moments in coaching are the creative insights that change minds and lives. A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery. Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever. Read Breakthrough Coaching to unlock access to: <ul><li>5 Modules of learning and discovery</li><li>19 Resource Tools and 5 Practice Exercises</li><li>Coaching case studies and examples</li><li>And so much more</li></ul>No longer will you worry "can I really say that?" or "should I have said more?" Instead, you'll be able to reveal deep desires and dreams, shine a light on blind spots and mental blocks, and open your client's minds to new perspectives that change their stories ripe with new possibilities-in less than an hour of your time together.

corporateculture

Corporate Culture

books

Books

meditation

Meditation

humanresources

Human Resources

Marcia Reynolds

Breakthrough Coaching

<ul><li class="ql-align-justify">Innovative leaders should explore enlightened consciousness.</li><li class="ql-align-justify">Fixing today’s problems requires cultivating higher awareness.</li><li class="ql-align-justify">Leaders who practice elevated thinking, being and acting can become emotional and spiritual healers.</li><li class="ql-align-justify">The “Leader as executor” role is outmoded.</li><li class="ql-align-justify">To achieve heightened consciousness, practice self-care.</li><li class="ql-align-justify">Lead a life of purpose – the right purpose.</li><li class="ql-align-justify">Today’s world needs leaders to be healers.</li></ul>

You cannot deal with today’s troubles by applying yesterday’s management methods. Weak solutions only inspire additional problems. Leaders must invest their energy in an advanced form of innovative, mindful leadership.Executives face huge challenges. Major disruption is rocking many industrial sectors. “Some estimates suggest there has been more technological advance in the last five years than in the previous 500.”

Innovative leaders should explore enlightened consciousness

Consider, as a starting point, a lesson from Buddhism. It teaches that every person lives in a separate spiritual reality made up of his or her unique experiences, an internal world of a deeper self with heightened awareness. “This is the moment when what we need most is enough people with the skill, heart and wisdom to help us pull ourselves back from the edge of breakdown and onto a different path.” (Otto Scharmer, senior MIT lecturer)

Fixing today’s problems requires cultivating higher awareness

Thanks to these qualities, great leaders inspire those around them. Because of who they are, how they carry themselves, how they think, how they act, what they do and how they energize others, they have the ability to transform fragmented organizations into “coherent wholes.” That in itself is an act of healing.“There is almost nothing as beautiful or powerful as a human being whose every cell is alive with streaming energy and intelligence, as seen in truly great performances in music, dance or theater.”

Leaders who practice elevated thinking, being and acting can become emotional and spiritual healers

“Leader-as-healer” is the advanced leadership construct that replaces the outdated leader-as-executor model which rose to prominence when getting bigger and quicker took center stage in the business world. Executors prioritized profits, compelled action and enforced discipline, but they didn’t lead. Such executives see commerce not as a platform for connection, healing and mutual success, but as a grim battlefield where attrition rules.

The “Leader as executor” role is outmoded

Today’s leaders and their employees must be receptive to new ideas and nurture and maintain an open spirit. For most businesspeople, that calls for some level of personal transformation that includes getting back in touch with their inner selves. This begins with self-care. Leaders should pay close attention to their emotional, spiritual and physical needs, including their health.“True leadership sometimes requires that one decisively excise moral and spiritual tumors from the bodies of organizations or nations.”

To achieve heightened consciousness, practice self-care

People without a strong sense of purpose end up navigating life like a ship in stormy waters without a compass or rudder.A leader who operates unemotionally, based only on rationality, might translate purpose as increased profits and productivity, and those are necessary business goals. But your life’s purpose should be internally worthwhile. Define your values and consider the contributions you can make that will help improve the world.“Emotions are the gateway to our deeper humanity, to a richer, more heartfelt and empathic relationship to life and to leadership.”

Lead a life of purpose – the right purpose

Leaders should abandon archaic thinking that has failed in the past, dropping tactics that focus on doing, not being, and evolving beyond hyperrationality. This degraded leadership approach does not lead to greater effectiveness, healthier organizations or healthier people.“All too frequently…leaders…operate out of overt or covert self-interest, prioritizing and protecting their own positions.”

Today’s world needs leaders to be healers

Spirituality, mental healing, mindfulness and wise leadership, including how to meditate, listen deeply, and make sense of “BANI” (“brittle, anxious, non-linear and incomprehensible”) situations in business and life.

Business Book of the Year Award 2023, UK Business Books Award Leaders of today must possess potent powers for logic, reason, discernment and strategic forecasting. Yet, they must also be empathic and therefore embodied; grounded and therefore intuitive; present and therefore awake. They must be skilled in mindfulness and deep listening, able to inspire authentic engagement and collaboration, and possess a clear and wholehearted sense of service, mission and purpose - restoring coherence where there is fragmentation and unity where there is division. Nicholas Janni presents this new and necessary leadership style as the Leader as Healer. The book outlines both a theoretical and practical map towards a new form of leadership, one that embodies the 'skill, heart, and wisdom' that the current moment demands. The pathway Janni describes is one of integration and restoration, which is designed to reawaken the innate human capacities - physical and emotional, individual and transpersonal - that were previously discarded and forgotten during our perilous journey towards profit-maximization and "infinite" economic growth. It offers a way to grow ourselves as leaders and to heal our organizations.

communication

Communication

leadershipandmanagement

Leadership & Management

Nicholas Janni

Leader as Healer

<ul><li class="ql-align-justify">Develop your next leaders by investing in your people.</li><li class="ql-align-justify">Listen to your team and learn their needs.</li><li class="ql-align-justify">Help your team “excel at their jobs.”</li><li class="ql-align-justify">Identify potential leaders and invite them to the “leadership table.”</li><li class="ql-align-justify">Set goals for new leaders and empower them to take action.</li><li class="ql-align-justify">Motivate leaders to grow.</li><li class="ql-align-justify">Challenge new leaders to work as a team.</li><li class="ql-align-justify">Choose your best leaders to develop and mentor more deeply.</li></ul>

To generate organizational growth and overcome business challenges, focus on developing strong leaders. An organization’s growth is directly linked to the growth of its leaders. Invest in leadership development. Marketing, reorganization or cost-cutting will prove ineffective if your company lacks competent leadership.“We cannot reach our potential without the help of others.”

Develop your next leaders by investing in your people

Leaders must listen to understand and connect with their team members. Listening leads to a deeper comprehension of each individual’s needs, aspirations and perspectives. Effective listening goes beyond merely hearing the words someone says; it involves actively seeking meaning. By genuinely listening, leaders build trust and empathy, fostering stronger connections with their team members.“Your goal is to equip people in such a way that they learn not only to do ﻿their job well, but to lead and to develop their own equipping leader’s mindset.”

Listen to your team and learn their needs

Once you gain perspective on how your team operates and their professional goals, your job as a leader is to equip them with the necessary mindset and tools to excel in their positions. Be a role model worth following. People feel more inclined to learn and participate in development activities when they see their leaders vesting in personal and professional growth. Spend quality time playing team-building games, facilitating increased interactions, lessons and a shared experience.“Telling others to do what you haven’t done yourself isn’t equipping. It’s bossing.”

Help your team “excel at their jobs.”

Identify potential leaders within your organization. They are familiar with the organization’s performance and culture, which reduces the uncertainty and adaptation time associated with external hires. These internal candidates have already established influence among their peers, a critical component of effective leadership.“The only way for any person to learn leadership is to lead. Leading isn’t a theoretical exercise.”

Identify potential leaders and invite them to the “leadership table.”

Once your leaders sit at the “table,” give them goals and the power to enact necessary changes. Discuss their core values individually to ensure they demonstrate integrity and authenticity and agree to be held accountable to these values. Evaluate their strengths and weaknesses. Have discussions to help them develop self-awareness.“Only secure leaders give power to others.”

Set goals for new leaders and empower them to take action

Developing new leaders means teaching them to access the motivation to push forward and grow. Giving your new leaders a purpose, autonomy, collaborative partners and the ability to tap into their drive creates sustainable forward progression. The freedom to chart their own courses and make independent decisions motivates many leaders because it enhances their engagement and output. Leaders develop solid relationships and teamwork as they thrive on collaboration and the shared pursuit of objectives.“People don’t determine their future. They determine their habits, which determine their future.”

Motivate leaders to grow

Once your leaders have the drive, the next step in development involves making them work as a team. Creating a team of leaders boosts organizational resilience and eliminates blind spots. Ensure that leaders align with your organization’s vision and understand how their personal and team goals fit its purpose.“A lot comes into play to develop a great team. That’s why championship teams are so difficult to create and lead.”

Challenge new leaders to work as a team

Choosing the best new leaders involves using the Pareto principle. This principle, applied to leadership, suggests that 80% of results often come from the top 20% of leaders. Focusing your mentoring efforts on the top 20% of your team maximizes efficiency and effectiveness.Choose your mentees for their potential and commitment. Personalize your mentoring approach to address each leader’s unique needs, strengths and individual growth.“Good mentors don’t hesitate to have difficult conversations with the people they mentor. They deal with the ‘elephants’ in the room even when others won’t.”

Choose your best leaders to develop and mentor more deeply

Invest in People Like Your Future Depends on It

productivity

Productivity

Understand yourself and those around you.

psychology

Psychology

personaldevelopment

Personal Development

What is the secret sauce for every kind of organization?What is the secret to organizational success? Whether the goal is developing a new product, establishing a new location, launching a new initiative, starting a new team, or improving your existing one, what will determine its success? The leaders! For any team, small business, large corporation, non-profit organization, or government entity, the key to accomplishing today’s goals and achieving tomorrow’s success depends on its present and future leaders.Few people know more about developing leaders than John C. Maxwell, the bestselling leadership author in history. In the last twenty-five years, he has grown from equipping a handful of leaders in one organization to developing millions of business, government, and non-profit leaders in every country around the world.In The Ultimate Guide to Developing Leaders, Maxwell teaches everything leaders need to know about how to develop leaders in their team or organization. Readers will learn how to:<ul><li>Become developers of people.</li><li>Identify people with leadership potential.</li><li>Recruit, train, and motivate emerging leaders.</li><li>Empower new leaders to lead.</li><li>Coach new and existing leaders to higher levels of achievement.</li><li>Teach their leaders how to develop other leaders.</li></ul>Anyone frustrated by leadership limitations in their organization needs to read The Ultimate Guide to Developing Leaders. If they follow the practical steps it offers, they will create a leadership pipeline that will never run dry.

John Calvin Maxwell is an American author, speaker, and pastor who has written many books, primarily focusing on leadership. Titles include The 21 Irrefutable Laws of Leadership and The 21 Indispensable Qualities of a Leader. His books have sold millions of copies, with some on the New York Times Best Seller List.

John C. Maxwell

The Ultimate Guide to Developing Leaders

<ul><li class="ql-align-justify">Most corporate change efforts are ineffective.</li><li class="ql-align-justify">A change program should encompass “results, organizational change, organizational culture, people, use of power, leadership” and “understanding reality.”</li><li class="ql-align-justify">Evolutionary leaders strive for both system improvement and higher consciousness. They lead “beyond change.”</li><li class="ql-align-justify">Leaders must be realistic, so be aware that when your brain gets overloaded, it tends to generalize, distort or delete information. </li></ul>

Leading Beyond Change

<ul><li>To learn, you must keep your mind open to new ideas. Believing you know it all kills clear thinking.</li><li>The best leaders evolve as aware human beings – a journey they embrace.</li><li>Be accountable for the choices that define your leadership.</li></ul>

Organizations are failing more quickly than ever before, and many leaders know their company needs to change. However, most corporate change efforts are ineffective. The time has come to acknowledge that organizational change itself is an “outdated paradigm.”Compulsory change seldom works. The kind of structural organizational change you’re seeking requires a shared transition into higher consciousness and “evolutionary leadership.” “The creation of an evolutionary organization is a natural consequence of leaders choosing to be evolutionary.”

Most corporate change efforts are ineffective.

You can update your organization by helping your leaders evolve so that your company can evolve as well.Traditional change efforts often fail because leaders mistakenly view their organizations as easy to understand. They assume any change effort containing measurable, easy-to-follow steps will work.

A change program should map the patterns behind your “results, organizational change, organizational culture, people, use of power, leadership” and “understanding reality.”Leaders can select among various growth patterns when they determine how to shift their companies from conventional to evolutionary. These patterns show the realistic cause-and-effect relationships that shape the life of an organization.“Like the law of gravity, the Laws of Organizational Dynamics are always in effect. Ignorance of a law does not excuse one from the consequences when they break it.”

Organizational Dynamics

<ol><li>Maps – Leaders can use graphics to depict where their organizations are and where they need to go.</li><li>Principles – Leaders’ beliefs and values guide their personal evolution and inform the way they evolve to become role models who spark change in other people.</li><li>Models – Business models grounded in data collection and analysis enable leaders to reach a better understanding of their organization.</li><li>Tools – Leaders can apply specific techniques to enhance their personal and organizational results.</li></ol>

Patterns

Evolutionary leaders strive for both system improvement and higher consciousness. They lead “beyond change.”Evolutionary leadership is the next step beyond servant leadership. It has two dimensions: “Being” – when leaders commit to evolving to a higher level of consciousness – and “Doing” – when leaders commit to individual improvement (as outlined in the SELF program) that inspires people and leads to team and systemic improvement.“Responsibility is the key factor that will lead to successful self-organization and self-management.”

Beyond

Executives and managers must become self-aware in order to help their people and their organizations evolve. They must lead beyond change, which means:<ul><li>“Beyond” – Organizations with high-energy employees and superior performance are ideally equipped to manage evolutionary change. </li><li>“Leading beyond” – Your company needs leaders who develop and evolve their own leadership styles to be able to move beyond conventional business operations.</li><li>“Beyond change” – Base your new business solutions on your principles and purpose.</li></ul>

Lead beyond...

Leaders must be realistic, so be aware that when your brain gets overloaded, it tends to generalize, distort or delete information. Leaders must manage themselves before they can manage their companies. Many organizations become weak or fail because their leaders are unwilling to deal with disagreeable data. They ignore real-world trends and issues. These companies, like misguided individuals, operate in a state of denial. They accept a distorted picture and duck their responsibility to deal with reality. To succeed, companies need leaders who accept reality.

Realistic Leaders

Leaders have to rise above these natural tendencies to defeat denial. When corporations – and their leaders – cling to denial, they make terrible choices. Solutions derived from these bad decisions turn out not to be solutions at all. Many times, they become additional problems.      “Our perceptions are our model of reality and are often not as accurate as we assume.”

Rise

To learn, you must keep your mind open to new ideas. Believing you know it all kills clear thinking.Having an “I-know-this” attitude keeps you from learning and being open to new ideas. A famous Zen koan presents this concept in clear terms. Nan-in was a Japanese Zen master who lived in the Meiji era (1868 - 1912). One day, a university professor visited Nan-in to learn everything he could about Zen.“Be the change you want to see in the world. (Mahatma Gandhi)”

To gain knowledge, you must remain open to new information. The flip side of learning is “unlearning,” giving up your existing models of reality when they prove no longer useful. Many times, you cannot learn unless you unlearn first.“When humanity shifts into a higher state of consciousness (i.e., inner peace, connection, abundance and collaboration, etc.), thoughts will change and behaviors will change.”

Be Receptive

Achieving self-awareness is a vital component of your evolving self, an essential stop on your leadership journey. Becoming more self-aware can be liberating and empowering, but taking this step requires the courage and motivation to accept the challenging process of evolving.“The most important activity for a leader is…self-evolution.”

Embrace

Be alert to these important steps of personal evolution.<ul><li>“Discovering reality” – sense of curiosity, greater appreciation for the true nature of things.</li><li>Unlearning – moving beyond current knowledge and models.</li><li>“You are the solution” – external challenges vs. internal challenges.</li><li>“Serving purpose” – “interconnectedness and interdependence”, move past your ego.</li><li>“Letting go of control” – Self-aware leaders don’t always have to be in charge.</li></ul>

<ul><li>“Increasing freedom” – You understand that everyone is a freethinking, independent human being. Working from this premise grants people the respect they deserve.</li><li>Responsibility – Leaders must exhibit a high degree of personal responsibility to become exemplary role models.</li><li>“Psychological safety” – People cannot operate productively unless they feel protected in their environment. Enlightened leaders provide their employees with a safe culture and a setting that accepts individual differences.</li><li>“Equal voice” – Smart leaders let other people talk while they listen.</li></ul>

Be accountable for the choices that define your leadership.When you lead beyond change, you will become aware of crucial choices only you can make. You will understand that practically everything that occurs in your sphere at work reflects on your personal leadership. “You can’t use an old map to explore a new world.” (Albert Einstein)This accountability will include how you grow as a leader, important facets of your organization’s processes and procedures, any ongoing corporate changes, the way your firm treats its employees, and how the leaders you appoint and mentor also evolve.

Accountability

A Practical Guide to Evolving Business Agility

This guide shows readers how to transform a traditional organization into an evolutionary one with a framework and mindset that offer a new way of leading and approaching change. Now more than ever, society is demanding change, and organizations are being asked to shift into more conscious and agile business practices. Yet, most of what people believe about leadership, effective workplaces, and how to create lasting change is either incomplete or outright incorrect. And even if the desire to change is there, understanding of how to achieve it is elusive. This book holds the key. It introduces the Shift Evolutionary Leadership Framework (SELF), which helps leaders create the understanding and application needed to evolve high performance. At the core of the book are dozens of business patterns that cut across seven dimensions of organizational functioning. The traps of traditional organizations are contrasted with the high-performance practices of evolutionary organizations. Authors Michael Sahota and Audree Tata Sahota explain the steps of leading beyond change—evolving beyond servant leadership to make the inner shift needed to unlock the practical skills and techniques. Whether readers call this shift business agility, Teal Agility, evolutionary, or the future of work, it is possible to create high-performing organizations filled with energized people who are able to surf the waves of change.

teamwork

Teamwork

entrepreneurship

Entrepreneurship

Michael Sahota

Audree Tara Sahota

<ul><li class="ql-align-justify">Human-Centered AI (HCAI) seeks to empower people, not replace them.</li><li class="ql-align-justify">HCAI vests in rationalism and empiricism.</li><li class="ql-align-justify">HCAI attempts to combine significant levels of human control with automation.</li><li class="ql-align-justify">HCAI strives to be “reliable, safe and trustworthy.”</li><li class="ql-align-justify">HCAI designs should be consistent and user-friendly, and should prioritize user control.</li><li class="ql-align-justify">AI research should focus on science and innovation.</li><li class="ql-align-justify">Software engineers who create HCAI systems should use ethically viable practices.</li><li class="ql-align-justify">Businesses deploying HCAI systems must prepare for potential failures.</li><li class="ql-align-justify">As AI develops, organizations should adopt HCAI principles.</li></ul>

Human-Centered AI

Artificial intelligence – gaining fuel from increasingly sophisticated algorithms, machine learning and deep learning – promises immense advances in medicine, manufacturing, communications and transportation. Yet criminals, terrorists and people seeking to undermine democracies and their institutions can also exploit possibilities that AI advances reveal.“The remarkable progress in algorithms for machine and deep learning during the past decade has opened the doors to new opportunities, and some dark possibilities.”

Human-Centered AI (HCAI) seeks to empower people, not replace them

HCAI provides strategies for moving away from AI that focuses exclusively on powerful algorithms, and toward AI that prioritizes the human perspective. In the past, AI researchers and developers targeted the power and performance of algorithms and technologies. But fear of bad actors and AI’s impact on the economy made people increasingly concerned over AI’s effects on humans. HCAI doesn’t want AI and automation to replace human beings. It aspires to keep people in control of AI. It wants AI to benefit human beings and promote human aspirations.

In the Western philosophical tradition, rationalism and empiricism contrast with one another. Rationalists such as René Descartes developed their worldview through introspection, reason, logic and mathematics. Without ever leaving their desks, and with their faith in the methodologies at their disposal, rationalists sought the absolute truth. Empiricists such as John Locke and David Hume, conversely, insisted that they had to leave their desks and observe the world in all its complexity to find the truth.

HCAI vests in rationalism and empiricism

“The rationalist viewpoint is a strong pillar of the AI community, leading researchers and developers to emphasize data-driven programmed solutions based on logic. Fortunately, an increasing component of AI research bends to the empirical approach.”

Moving forward, technology design’s character will depend upon whether researchers and developers are rationalists or empiricists. AI rationalists lean toward “autonomous designs” that allow AI to operate without human intervention. But the prospect of, for example, military use of “lethal autonomous weapons systems” and safety issues surrounding self-driving cars led designers to increasingly adopt an empiricist approach. AI’s systematic biases that arise in the criminal justice and mortgage approval systems have led people to seek a more concrete understanding of how these systems work.

HCAI distinguishes the degree to which AI is autonomous and supports automation, and the degree to which people control AI. HCAI seeks AI systems that combine autonomy and human control. This combination of human control and autonomy should promote applications that are “reliable, safe, and trustworthy” and that enhance human performance in complex projects.“There is growing awareness by leading artificial intelligence researchers and developers that human-centered designs are needed.”

HCAI attempts to combine significant levels of human control with automation

Researchers and developers find machine autonomy appealing. But human autonomy is equally significant. As separate goals, machine and human autonomy can be useful and valuable in certain contexts, but function improves when they work in combination. Apply AI-driven machine autonomy in stable and consistent contexts, and human autonomy when AI-driven machine autonomy proves inadequate.“Software engineers, business managers, independent oversight committees and government regulators all care about the three goals.”

HCAI strives to be reliable, safe and trustworthy

The debate over whether to pursue artificial intelligence or “intelligence augmentation” is more or less irrelevant. Builders can design HCAI systems in ways that combine AI algorithms with interfaces that increase human capabilities. “Successful designs are comprehensible, predictable and controllable, thereby increasing the users’ self-efficacy.”

HCAI designs should be consistent and user-friendly, and should prioritize user control

“Bold aspirations can be helpful, but another line of criticism is that the AI science methods have failed, giving way to more traditional solutions, which have succeeded.”

AI research should focus on science and innovation

HCAI may provide benefits for humans in health care, education, criminal justice and the environment. HCAI could improve medical diagnoses and provide ways to protect species at risk of extinction. Some fear the misuse of AI capabilities to persecute minority groups, violate human rights and commit crimes. HCAI’s core aspiration is to empower and benefit humans while incorporating ways to mitigate its own misuse.“HCAI research builds on these scientific foundations by using them to amplify, augment and enhance human performance in ways that make systems reliable, safe and trustworthy.”

Software engineers who create HCAI systems should use ethically viable practices

People, organizations and systems all fail sometimes. But users can mitigate against failure and deal with it. In the past, the consequences of such failures rose within fairly well-defined boundaries. In a globalized world that has a dependence upon digital technologies, failures can foment catastrophic, widespread consequences.“Preparing for failure by organizational design has become a major HCAI theme.”

Businesses deploying HCAI systems must prepare for potential failures

Organizations can take responsibility for an accident or failure. This requires clear operating procedures and a well-defined chain of command. Organizations can approach failure through the prism of the organization’s design and management. Such an organization pays rigorous attention to possible and near-failures, and how to avoid and mitigate them. An organization can address potential failure through “resilience engineering,” which leads an organization to become agile enough to successfully respond to even unanticipated failures.

AI is advancing rapidly, with ever-more-powerful systems and applications.“This means gathering user requirements, adherence to design guidelines, iterative testing with users, and continuous evaluation once the product or service is released.”

As AI develops, organizations should adopt HCAI principles

Human-Centered AI (HCAI) provides strategies for grounding AI in human values and deploying this powerful new technology to improve, not diminish, people’s lives.

The remarkable progress in algorithms for machine and deep learning have opened the doors to new opportunities, and some dark possibilities. However, a bright future awaits those who build on their working methods by including HCAI strategies of design and testing. As many technology companies and thought leaders have argued, the goal is not to replace people, but to empower them by making design choices that give humans control over technology. In Human-Centered AI, Professor Ben Shneiderman offers an optimistic realist's guide to how artificial intelligence can be used to augment and enhance humans' lives. This project bridges the gap between ethical considerations and practical realities to offer a road map for successful, reliable systems. Digital cameras, communications services, and navigation apps are just the beginning. Shneiderman shows how future applications will support health and wellness, improve education, accelerate business, and connect people in reliable, safe, and trustworthy ways that respect human values, rights, justice, and dignity.

artificialintelligence

Artificial Intelligence

softwareengineering

Software Engineering

Ben Shneiderman

<ul><li>You can only be a good leader if you understand the human brain.</li><li>To change people’s attitudes, focus on subconscious drivers.</li><li>Cognitive biases underlie people’s behavior, choices, communication and decision-making.</li><li>Manage at the level of the moment, using nudges to support people in making sound decisions.</li><li>By reducing people’s cognitive load, you can make it easier for them to absorb change.</li><li>Carefully prepare people for news about a change and avoid negative primes.</li><li>Consider each team member’s specific context and motivations.</li><li>Build motivation by fostering unity, transparency and trust.</li></ul>

What Your Employees Need and Can’t Tell You

Behavioral economics, a field combining traditional economics and psychology, illuminates the rules of the brain – the cognitive biases and fallacies that can explain why people act and think the way they do. Knowing about how the brain works can help managers excel in their role and, in particular, help them lead teams through change. Gallup research suggests only 10% of managers possess the natural talent needed to perform well in their roles.“Behavioral economics…is built on the rules of the brain that help us predict what people will actually do instead of what we think they should.”

You can only be a good leader if you understand the human brain

Change doesn’t have to be difficult. People adapt to some kinds of change naturally and seamlessly, when those changes are introduced properly – such as adopting new smartphones and other technologies. The key to making change easier is to work with the way the brain works – its rules – and not against them. Managers who understand this will waste less time trying to change people’s conscious thoughts and instead focus on subconscious drivers.“When you understand how to look at change and properly align it with the rules of the brain, change becomes easy and natural.”

To change people’s attitudes, focus on subconscious drivers

Researchers have identified more than 200 cognitive biases and are discovering more every day. The following powerful biases can have a significant impact in the workplace:<ul><li>Naïve realism – The belief that you see reality exactly as it is, objective and unbiased, and other people should see things the same way and agree with you. This bias is foundational to every other bias.</li><li>Naïve cynicism – The belief that other people are more biased than you are, leading to the expectation, for example, that they will fail to recognize your contributions.</li></ul>

Cognitive biases underlie people’s behavior, choices, communication and decision-making

<ul><li>The egocentric bias – The tendency for people to overestimate their own contributions and downplay the contributions of others.</li><li>The false uniqueness bias – The tendency for people to believe they’re more different from others than they actually are. People tend to underestimate the number of others who share their positive traits and overestimate the number who share their negative traits.</li><li>The following biases often underlie misunderstandings and conflicts:</li><li>The focusing illusion refers to the brain’s tendency to select certain things, focus on those things and ignore others.</li></ul>

<ul><li>Confirmation bias is the brain’s desire to prove itself right by confirming its assumptions.</li><li>In the IKEA effect, people value things more when they put effort into them.</li><li>The fundamental attribution error happens when people judge others based solely on their actions and fail to consider external factors.</li></ul>

People’s days are made up of individual moments that leave a cumulative impression: either stressful, busy and sometimes meaningless or, at best, full of joy, fun, growth and positive influence. Managers can help their teams experience more positive moments by giving them clear goals, building trust within their teams and using nudges to subtly support people in managing their time well and making sound decisions.“The everyday changes that seem small are critical moments of opportunity. They are the snowflakes that come together to form a snowball of change.”

Manage at the level of the moment, using nudges to support people in making sound decisions

On average, a person makes 35,000 decisions daily, half of them work-related. The psychological effects of these small decisions accumulate over time and can work either for or against change initiatives. Being under time pressure can also stress the brain, and this stress can hamper decision-making and cause people to resist change. You can compare this to a person riding an elephant.“Reducing the cognitive load by being thoughtful is your key tactic for calming the elephant.”

By reducing people’s cognitive load, you can make it easier for them to absorb change

Priming refers to the use of subconscious influence to affect people’s perceptions of information. Imagery, verbiage, video, emojis and even scents and tastes can act as primes. For example, when a bakery allows the smells of fresh bread and cookies to waft out onto the sidewalk, they’re priming people to think about purchasing baked goods. A well-chosen prime can place people in a receptive frame of mind for a proposed change, while the wrong prime can make them rebel.“Change doesn’t have to be hard, but it does take thoughtfulness, consistency and focus.”

Carefully prepare people for news about change and avoid negative primes

Imagine walking down a street and you suddenly smell the delicious scent of cookies baking. You follow the scent to the store and go in. Someone gives you a sample and tells you there’s a special deal today – buy three and get one free. Before long, you’re leaving the bakery with a bag of cookies, enjoying one as you walk out the door.“Using the right concepts in the right order is necessary for change to flow naturally.”

Consider each team member’s specific context and motivations

Teams work together when people remember that they’re on the same side and working toward a common goal. To promote unity, managers need to be aware of biases that can get in the way, practice empathy and focus on building trust and understanding. Transparency and fairness will promote trust and motivation. Cognitive biases such as the endowment effect, loss aversion and status quo bias also play a role in how people perceive fairness.“Your investment in giving the gift of transparency and trust to your team can help them establish autonomy – one of the key factors of intrinsic motivation.”

Build motivation by fostering unity, transparency and trust

Adapting to Change with the Science of Behavioral Economics

A Science-Based Organizational Change Roadmap for Managers “A science-based playbook that is a must-read for every manager of people…” —John A. List, Wall Street Journal bestselling author of The Voltage Effect and The Why Axis #1 New Release in Office Management and Business Operations Research Adapting to change is part of life. But, change is hard and managing change is even harder. First, understand how the brain works. Because we really don’t know how the brain works, we don’t know what makes us more receptive to change. Employees can’t tell their managers what they need to “get on the train”, and managers don’t know either. How to get your team on board. In her first book, What Your Customer Wants and Can't Tell You, author and behavioral economics specialist Melina Palmer, applies the science of behavioral economics to unlocking what is behind customer decisions. Behavioral economics combines elements of economics and psychology to understand how and why people behave the way they do in the real world. Now, in her sequel, What Your Employees Need and Can’t Tell You, she offers a highly actionable roadmap for business executives and managers faced with the task of instituting successful organizational change. Actionable behavioral economics for successful change management. What Your Employees Need and Can’t Tell You delivers insights and research from behavioral economics and the greater behavioral sciences, presented in an enjoyable way that you can actually use to get results. Inside find: • An introduction to how the brain really works when faced with change• Insights into key biases and concepts the subconscious brain uses to make decisions• “Apply it” sections with tips on how to start using what you have learned—immediately If you are responsible for managing change and have tried books such as The Heart of Business, Humanocracy, or Change, you should read Melina Palmer’s What Your Employees Need and Can’t Tell You.

Dominate The Game

Breakthrough Coaching

Leader as Healer

The Ultimate Guide to Developing Leaders

Leading Beyond Change

instructor Hood