pge 4sight 2014 s1 final2 140303 · what is happening/going to happen that this will impact? • i...

44SIGHTSIGHT44SIGHTSIGHTD l i Ad dD l i Ad dDeveloping Advanced Developing Advanced Transformational Change Skills Transformational Change Skills

Program AssumptionsProgram Assumptions

ASSUMPTION #1: “The inner causes theASSUMPTION #1: The inner causes the outer; breakthroughs in human performance are sourced from within;performance are sourced from within; optimal performance and fulfillment comes from accessing higher states ofcomes from accessing higher states of mind.”

ASSUMPTION #2: “We can either live –ASSUMPTION #2: We can either live and lead – our lives consciously or unconsciously Living consciouslyunconsciously. Living consciously means being attentive to our internal dynamics and how they shape our outerdynamics and how they shape our outer success.”

ASSUMPTION #3: “Living consciouslyASSUMPTION #3: Living consciously naturally leads to a deeper understanding of who we are and increasesof who we are, and increases performance and fulfillment in everything we do ”we do.

ASSUMPTION #4: “By transforming ourASSUMPTION #4: By transforming our egos, we as conscious change leaders evolve into higher stages of adultevolve into higher stages of adult development…with greater systems and process perspectives deeperprocess perspectives, deeper understanding of internal human dynamics and increased ability to solvedynamics, and increased ability to solve organizational challenges.”

ASSUMPTION #5: “While we can onlyASSUMPTION #5: While we can only change ourselves, we can influence our reality and others by who we are and howreality and others by who we are and how we interact. What we embody and model within us impacts those around us ”within us impacts those around us.

ASSUMPTION #6: “Team andASSUMPTION #6: Team and organizational performance directly reflects the level of awareness of itsreflects the level of awareness of its members. Unleashing the human potential by helping members operatepotential by helping members operate more consciously is the prime driver of sustained team and organizationalsustained team and organizational success.

ASSUMPTION #7: “The most direct way toASSUMPTION #7: The most direct way to unleash the human potential in an organization is to lead its transformationorganization is to lead its transformation from a conscious, process perspective, where the change process itself models awhere the change process itself models a higher stage of development. Designing and implementing such changeand implementing such change processes is the primary responsibility of Conscious Change Leaders ”Conscious Change Leaders.

44SightSight Meta ObjectivesMeta Objectives

• Create a community of conscious change leaders i d d i b k h h icommitted to producing breakthrough in

themselves, others, organizations and the world• Walk our own talk (have the experience) of the

principles and practices of conscious change leadership

• Learn to apply the CLR to increase results, engage pp y g gpeople and transform organizational culture

• Produce personal breakthroughs in our mindsets and behavior as change leadersg

• Develop ability to see what is required in transformation using the 4 Sights

Our Learning GoalsOur Learning Goals

• Self Awareness Better understanding of ourselves, our impact

• Personal Breakthrough and Transformation Raise our performance to a whole new level

by fundamentally transforming our mindsets, behavior and ways of beingbehavior, and ways of being

• Change Leadership Development: Improve our ability to design and implement p y g p

org. transf’n that delivers breakthrough in business, cultural, and human results

Design Principles of 4Design Principles of 4SightSight

• Two Focus Areas: Human Dynamics: mindset, conscious awareness,

ego and being, communications, relationships, resistance, commitment

Application of CLR Methodology Integrated at personal, relational, team, org levels

• Developmental process over 4 sessions/6 mos• Developmental process over 4 sessions/6 mos.• Real-time case application during and between• Structured Self Observation: personal andStructured Self Observation: personal and

group• Peer-to-peer coaching

Session ThemesSession Themes

• Session 1: IndividualSession 1: Individual• Session 2: Relationship

S i 3 T• Session 3: Team• Session 4: Organization/Culture

Session 1 ObjectivesSession 1 Objectives

• Establish 4Sight context and way of beingg y g• Declare personal breakthroughs• Establish mindset as key leverage point• Distinguish the 4 Sights• Begin the personal change process

E d t di f CLR l i fl• Ensure understanding of CLR logic flow• Application and consulting skills in CLR

Phase IPhase I• Launch our team and set up peer

coaching

Frameworks for DiscoveryFrameworks for Discovery

• Educational modelsEducational models• Simulations/Exercises• Project application

G• Games• Lecturettes• Role playsRole plays• Group interaction / peer-to-peer coaching• Assessments/Feedback

C t di• Case studies• Introspection• Between session assignmentsBetween session assignments• Video

Day One AgendaDay One Agenda

• Getting RollingGetting Rolling• Our Ground Rules

C i Ch L d• Conscious Change Leader Accountability Model

• Breakthrough Declarations• Journals

LAUNCHING OUR COMMUNITYLAUNCHING OUR COMMUNITYLAUNCHING OUR COMMUNITYLAUNCHING OUR COMMUNITY

WHO ARE WE? INTRODUCTIONSWHO ARE WE? INTRODUCTIONSWHO ARE WE? INTRODUCTIONSWHO ARE WE? INTRODUCTIONS

Responsibilities: ParticipantsResponsibilities: Participants

• Be responsible for your own learningBe responsible for your own learning• Go after breakthroughs

A k ti Ask questions Try on new ways of perceiving and

tiacting Take risks

• Take care of yourself• Support each other

Responsibilities: Dean and LindaResponsibilities: Dean and Linda

• Facilitate the processp• Reflect back what we see• Ask deepening questions to catalyze

i i htinsights• Guide; provide insights, input and advice• Challenge your current thinking and• Challenge your current thinking and

approaches• Educate• Manage the environment to support

learning

Responsibilities: Program Responsibilities: Program SupportSupportSupportSupport

• Co-learnerCo-learner• Program support

M th i t t t• Manage the environment to support learning

OUR WAY OF BEINGOUR WAY OF BEINGOUR WAY OF BEINGOUR WAY OF BEING

Ideal Team/Group ExperienceIdeal Team/Group Experience

Remember a time:Remember a time:• When you were engaged with a team or

group that brought out the absolutegroup that brought out the absolute best in you/othersW f d i f• Was a profound experience of teamwork and collaboration

• Resulted in a deep sense of fulfillment and a high level of results

Characteristics of an Ideal TeamCharacteristics of an Ideal Team

Characteristics:Characteristics:• What were the qualities or

characteristics of that experience?characteristics of that experience?• How did people interact that made it so

positive and powerful? How were you p p yand others being and relating?

• What conditions enabled it?• What impact did it have on you /

others?

Our Way of Being / Ground RulesOur Way of Being / Ground Rules

• What are our ground rules?• What are our ground rules?• What are our ideals for how we show

d b k d l t ith hup and be, work and relate with each other?

• What agreements will help us maximize our individual and collective learning?

THE 4 SIGHTSTHE 4 SIGHTSTHE 4 SIGHTSTHE 4 SIGHTS

The 4 SightsThe 4 Sights

• Seeing Systems – How parts interact to impact g y p peach other and the whole organization

• Seeing Process – How actions and events unfold over time to impact each other andunfold over time to impact each other and results

• Seeing Both Internal and External Realities –How the inner human dynamics of mindsetHow the inner human dynamics of mindset, emotion, and culture impact external results, and vice-versaS i C i l B i i l• Seeing Consciously – Being consciouslyaware and operating from choice (Being) rather than from unconscious or habitual b h i ld i (E )behaviors or worldviews (Ego)

The 4 Sights QuestionsThe 4 Sights Questions

• Systems: What is happening elsewhere that impacts this? What is happening elsewhere that impacts this? What other parts of the organization will this impact?

• Process: Wh t h b f th t i t thi it ti ? What has gone before that impacts this situation?

What is happening/going to happen that this will impact?

I t l/E t l• Internal/External: What inner human dynamics—mindset, emotion,

culture—is impacting external dynamics? And vice versaversa.

• Consciously: What assumptions, beliefs, worldviews are biasing my

perception?perception? What worldview allows me more objectivity and choice

about how I respond and create?

The Conscious Change LeaderThe Conscious Change LeaderAccountability ModelAccountability ModelAccountability ModelAccountability Model

F Q d t

Ken WilberFour Quadrants

Mindset Behavior

Internal External

Culture Systems

“ Beyond Change

Management:

Culture SystemsThe best book ever written on

an integral approach to

iv approach to business

transformation.”

Five Levels of System

Design your change g y gprocess to address all quadrants and all levelslevels

Circle BreathingCircle Breathing

• CenteringCentering• Imagine “situation”

F l b d ti• Feel body reactions• Center again• Visualize (mentally rehearse) “optimal

performance”

BREAKTHROUGH DECLARATIONBREAKTHROUGH DECLARATIONBREAKTHROUGH DECLARATIONBREAKTHROUGH DECLARATION

Breakthrough Journal ReflectionBreakthrough Journal Reflection

What difference did you experience between y pyour first and last declaration?

Where did you notice tension in your body t th b i i ? H did th t hat the beginning? How did that change over

the course of the exercise? If there was a time when you felt moreIf there was a time when you felt more

centered and embodied in your declaration, what enabled that?Wh t did l b t lf i thi What did you learn about yourself in this exercise?

What did you learn about personal power? What did you learn about personal power?

DAY TWODAY TWODAY TWODAY TWO

Agenda Agenda ---- Day TwoDay Two

• Life Styles InventoryLife Styles Inventory• Active Listening

P j t I t d ti• Project Introductions• Strategic Change Disciplines• Organizational Simulation

BEHAVIORAL PROFILEBEHAVIORAL PROFILE ——BEHAVIORAL PROFILE BEHAVIORAL PROFILE LIFE STYLES INVENTORYLIFE STYLES INVENTORY

Life Styles InventoryLife Styles Inventory™™

S T R PS + T = R Process

Conscio s Event Appropriate

Stimulus Thought Response=+ Conscious Unconscious

Event Circumstance Situation

Appropriate Inappropriate

Situation

How we think about/interpret situations influences our reaction/responseinfluences our reaction/response.

What LSI MeasuresWhat LSI Measures

• Thinking patterns or “styles”Thinking patterns or styles• Self Concept

Based on self perception

How LSI Measures “Styles”How LSI Measures “Styles”

240 single words or phrases aggregated to 12240 single words or phrases aggregated to 12 styles• Each style is either constructive andEach style is either constructive and

effective, or defensive and potentially self-defeatingg

• All 12 styles work together to influence behavior High constructive scores can be

overshadowed by high defensive styles

History and ReliabilityHistory and Reliability

• Developed in early 1970’sDeveloped in early 1970 s• Hundreds of thousands of respondents

Hi h li bilit d lidit t ti• High reliability and validity testing

Benefits of Completing the LSIBenefits of Completing the LSI

• Deeper Understanding of SelfDeeper Understanding of Self• Identify Personal Strengths and

Development NeedsDevelopment Needs• Help Further Identify What to Change

Personal Change ProcessPersonal Change Process

Action

AcceptanceAcceptance

AAwareness

Life Styles Life Styles CircumplexCircumplex SelfSelf--DescriptionDescriptionDescriptionDescription

91-99th

76-89th HIGH51-74th

26-49th MEDIUM11-24th

1-9 LOW

Percentile Score DescriptionPercentile Score Description

90% score below this point

HIGH90% score below this point10% score above this point

75% score below this point25% score above this point

MEDIUM50% score below this point50% score above this point

25% score below this point

75% score above this point

10% score below this point90% score above this point

HIGH MEDIUMLOW

Satisfaction vs. Security NeedsSatisfaction vs. Security Needs

Higher OrderNeeds Satisfaction

Lower OrderNeeds SecurityNeeds Security

Task vs. People OrientationTask vs. People Orientation

Task-Centered People-Centered

Constructive StylesConstructive Styles

Achievement Self-Actualizingg Humanistic-

Encouragingg g Affiliative

Passive/Defensive StylesPassive/Defensive Styles

Approval Conventional Dependent Avoidance

Aggressive/Defensive StylesAggressive/Defensive Styles

Oppositional Power Competitive PerfectionisticPerfectionistic

11: Achievement11: Achievement

Measures a way of thinking that is highly y g g yassociated with personal effectiveness.• A focus on achieving a standard of excellence• The belief that things have specific, definable

causes; a lack of belief in fate, luck or chanceTh k l d th t i di id l ff t t• The knowledge that individual effort counts

• A commitment to making things better• A preference for setting and accomplishing realistic• A preference for setting and accomplishing realistic

attainable goals, rather than goals imposed by others

• A belief in the benefits of asking for and giving honest feedback 50

12: Self12: Self--ActualizingActualizing

Measures a way of thinking that results in theMeasures a way of thinking that results in the highest form of personal fulfillment.• Concern for self developmentp• Strong instincts and intuition• Relative freedom from feelings of guilt or worryg g y• An energetic, exciting approach to life• A strong desire to know about and experience g p

things directly

1: Humanistic1: Humanistic--EncouragingEncouraging

Measures interest in people, care about others,Measures interest in people, care about others, and ability encourage other’s improvement.• Focused concern: growth / development of

people• Focus on strengths, belief in other’s potential• Optimism regarding what people can accomplish• Nurturing approach to relationships• Assists others with self improvement• Ability to inspire and motivate

2: 2: AffiliativeAffiliative

Measures degree of commitment to formingMeasures degree of commitment to forming and sustaining satisfying relationships.• Tendency to value relationships above all else• Need to build relationships that are meaningful

and reciprocal• Strong, well developed interpersonal skills• Motivates others with genuine praise and

friendlinessfriendliness

3: Approval3: Approval

Measures need to be accepted by others toMeasures need to be accepted by others to increase or sustain our feelings of self worth.• Low self-esteem• Pre-occupation with the opinions of others• Over concern with being popular and liked• Tendency to be too agreeable, “wish-washy,”

and compliant• Difficulties with conflict, negotiation, and

confrontation

4: Conventional4: Conventional

Measures tendency to act in a conforming way.Measures tendency to act in a conforming way.• Views rules as a source of comfort and security• Preference for staying unseen and unnoticedy g• Tendency to cover up mistakes• Reduced initiative• Preoccupation with appearing average, normal,

like everyone else• Unquestioned obedience to authority figures and

rules• Reduced originality• Reduced originality• Feelings of security within a bureaucracy 55

5: Dependent5: Dependent

Measures degree to which we feel our efforts do gnot count.• Over-concern with pleasing and not questioning

th t t ki i d d t tiothers; not taking independent action• A passive attitude• Feelings of helplessness• Feelings of helplessness• The presence of rapid change or traumatic set-backs

in one’s life• Tendency to be easily influenced• Lack of self-respect, resulting in feeling unable to

li h thiaccomplish things• Difficulty making decisions 56

6: Avoidance6: Avoidance

Measures tendency to use the defensiveMeasures tendency to use the defensive strategy of withdrawal.• Strong tendency to deny responsibility for one’s

own behavior• Feelings of guilt over real or imagined mistakes• Fear of failure• Preoccupation with one’s own concerns• Lack of self-disclosure that eventually leads to

emotional isolation

7: Oppositional7: Oppositional

Measures tendency to use defensive,Measures tendency to use defensive, aggressive strategy of disagreeing with others, and to seek attention by being critical and

i lcynical.• Ability to ask tough, probing questions

T d t l f d d t h d f• Tendency to seem aloof and detached from people

• Need to look for flaws in everything• Need to look for flaws in everything• Tendency to make others feel uncomfortable• Negative cynical attitudeNegative, cynical attitude• Sarcastic sense of humor

8: Power8: Power

Measures tendency to associate our self-worthMeasures tendency to associate our self worth with degree to which we can control and dominate others.• High need for power, status, prestige, influence

and control• Tendency to dictate rather than guide the actions• Tendency to dictate rather than guide the actions

of others• An aggressive and possible vengeful attitudeAn aggressive and possible vengeful attitude• Narrow, rigid thinking• Tendency to be threatened by perceived attempts y y p p

to undermine authority59

9: Competitive9: Competitive

Measures our need to establish a sense of selfMeasures our need to establish a sense of self worth through competing against and comparing ourselves to others.• The association of self worth with winning and

losing• A need for recognition and praise from others• A need for recognition and praise from others• A tendency toward aggressiveness• Reckless “hip-shooting” behavior and• Reckless hip-shooting behavior and

unnecessary risk taking• A win-lose orientation that distorts perspective p p

and goals• An extreme fear of failure 60

10: 10: PerfectionisticPerfectionistic

Measures the degree to which we feel a driven need gto be seen by others as perfect.• Tendency to attach self-worth with accomplishment

f t kof tasks• Repetitive, sometimes ritualistic behavior• Low self esteem• Low self esteem• A tendency to place excessive demands on self and

others• A preoccupation with detail that distorts perspective

and judgmentA i ith idi i t k• An excessive concern with avoiding mistakes

• An inability to deal with and express emotion 61

Outcomes Associated with the Outcomes Associated with the Life Styles InventoryLife Styles InventoryLife Styles InventoryLife Styles Inventory

Personal Orientation

FactorSalary

Aggressive/Defensive

Constructive

Passive/Defensive

• Salary• Organizational Level• Managerial Effectiveness

• Interest in Self Improvement• Quality of Interpersonal Relations• Psychological/

------

Physiological Health• Problem-Solving Effectiveness - + -

i di t iti i ifi t l ti hi+ indicates positive significant relationship0 indicates non-significant relationship

- indicates negative significant relationship

Study Your ResultsStudy Your Results

• Identify the lowest Constructive scoreIdentify the lowest Constructive score you need to raise

• Identify the highest Passive /• Identify the highest Passive / Aggressive Defensive score you need to lowerto lower

• How do they correlate to your learning bj ti d b kth hobjectives and breakthrough

declaration?

DiscussionDiscussion

• What fits that you already see• What fits that you already see.• What does not fit that you do not see

d t d?or understand?• What insights do you have?

Active ListeningActive Listening

• Be present and openBe present and open• Withhold judgments• Reflect back• Reflect back “What I hear you saying is…”

“S ” “So you were”• Confirm understanding• Ask deepening questions

Project IntroductionsProject Introductions

• Project Name and Content FocusProject Name and Content Focus• Project Outcome

Y R l• Your Role• Current Status (CLR Phases, Activities,

Tasks)• Key Challenge

STRATEGIC CHANGESTRATEGIC CHANGESTRATEGIC CHANGE STRATEGIC CHANGE DISCIPLINESDISCIPLINES

Change as a Strategic DisciplineChange as a Strategic Discipline

• All other key functions in theAll other key functions in the organization are designed as strategic disciplinesdisciplines Finance HR HR IT

S l Ch i Supply Chain Marketing…

THE SAME IS NEEDED FOR CHANGE!!!

Why Strategic Change Why Strategic Change Disciplines?Disciplines?Disciplines?Disciplines?

• Supports the entire enterprise to optimizeSupports the entire enterprise to optimize its approach to leading ALL strategic changes most effectively, consciously, g y, y,and consistently

• Engages the leaders in ensuring the bestEngages the leaders in ensuring the best approaches to change and their full participation in leading itp p g

• Sets up the organization to continuously build its change leadership capabilityg p p y

Approaches to Change as a Approaches to Change as a Strategic DisciplineStrategic DisciplineStrategic DisciplineStrategic Discipline

• Enterprise Change AgendaEnterprise Change Agenda• Common Change Process Methodology

Ch I f t t d B t• Change Infrastructure and Best Practices

• Strategic Change Center of Excellence Strategic Change Consulting

• Strategic Change Office

Enterprise Change AgendaEnterprise Change Agenda

The enterprise change agenda ensuresThe enterprise change agenda ensures five critical success requirements:

1 Current change efforts are the right ones1. Current change efforts are the right ones to execute and fulfill business strategy.

2 Efforts are prioritized organized2. Efforts are prioritized, organized, assigned, and optimally paced.

3. Organization has the capacity, stamina,3. Organization has the capacity, stamina, capability, and in-house change resources to succeed in change.

Enterprise Change AgendaEnterprise Change Agenda

The enterprise change agenda ensuresThe enterprise change agenda ensures five critical success requirements: (cont’d)(cont d)

4. Ability to assess and drive requiredculture change in every major initiative.culture change in every major initiative.

5. The best coordination and leverage of all external consultants.

Common Methodology: The Common Methodology: The Change Leader’s RoadmapChange Leader’s RoadmapChange Leader s RoadmapChange Leader s Roadmap

Hear theWake-up

I. Prepare to Leadthe Change

II Create OrganizationalII. Create OrganizationalVision, Commitment,

and Capability

IX. Learn andCourse Correct

III. Assess the Situation toDetermine Design

RequirementsVIII. Celebrate and

Integrate the New State

IV. Design theDesired State

VII. Implement theChange

V. Analyze the ImpactVI. Plan and Organizefor Implementation

Change Infrastructure ElementsChange Infrastructure Elements

• Standard practices: case for change andStandard practices: case for change and change strategy

• Governance: roles, charters, decision-making

• Preferred conditions for success/metrics • Templates for comm’s and engagement• Mechanisms to ensure adequate capacity• Mechanisms for rapid course correction• Vehicles for project integration• Best Practice Tools

Strategic Change Strategic Change Center of ExcellenceCenter of ExcellenceCenter of ExcellenceCenter of Excellence

Your organization’s vehicle for:Your organization s vehicle for:• Ensuring alignment on how to lead

changeg• Masterful change consulting expertise• Stewarding methodology and best g gy

practices• Access to all change resources• Supporting mission-critical change efforts• Continuous professional development

Strategic Change OfficeStrategic Change Office

• Leads Enterprise Change Agenda processLeads Enterprise Change Agenda process• Works with executive sponsors to define,

shape and resource changes to succeedshape, and resource changes to succeed• Has access to mobilize all internal

resourcesresources• Houses Strategic Change CoE and use of

infrastructures Best Practicesinfrastructures, Best Practices• Assures best use of external consultants • Raises capacity and interface issues• Raises capacity and interface issues

Mission

To fulfill the promises you have made to the people of your country.p p y y

To become truly a yUnited League of Nations.

PASSPORTS!PASSPORTS!79

Country Country IntroductionsIntroductions

• Your favorite food• Your favorite food• Your National Anthem or Motto• Your major export

O i f hi t• Overview of your historyMake it fun and creative!

The Countries

© and TM, Eagle’s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. 0805© and TM, Eagle’s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. P2099 0805

Mission

To fulfill the promises you have made to the people of your countryp p y y

Your Term

You have been elected to a 5 year term of office.y

Represented by five 7 minute tradingRepresented by five, 7 minute trading sessions.

Resources

WEALTH ENVIRONMENTFOOD

Federal Reserve

You have been elected to a 5 year term of office.

Start Year1

Wealth

YWealth

Environment

Promises and Deadlines

Your Promises Your Deadlines

Food 10 E d f Y 1

Wealth Y

Food 10End of Year 2

End of Year 1

Environment Z End of Year 3

Promises and Deadlines

Once you’ve met a deadline, you must maintain that level for the yremainder of your 5 year term.

Your Promises Your Deadlines

Food 10 End of Year 1

Scandals

Should you come to the end of a deadline...

You have not fulfilled your campaign promises...

You must raise a Scandal Campaign!p g

Scandal Campaign

h d f hAt the end of each year:

If you have fulfilled your yearIf you have fulfilled your year end deadlines...

Move on to the next year.

Move on to the next year.99

Scandal Campaign

f h f lf ll dIf you have not fulfilled your year end deadlines...y

xx NO!xxScandalScandalScandal

Campaign!Scandal

Campaign!p gp g100

Scandal Campaign

If you engage in a Scandal Campaign...

What do you wish to

yscandalize for?

Who do you wish to scandalize?

Scandal Campaign

Can I support or be supported by another country y y

during a Scandal Campaign?

Common Scandal Questions

Does the color matter?NO!NO!

When can I scandalize? At the end of a year when youAt the end of a year when you haven’t met your deadline!

Common Scandal Questions

Who can I scandalize?Any country!Any country!

Can we get scandals backCan we get scandals back once thrown?

NO – once they are gone, they are gone!they are gone!

Relationships

RIGHT ONS!RIGHT ONS!

“No sacrifice would be too great!”be too great!

Relationships

WRITE OFFS!WRITE OFFS!

“Must avoid all di t t t!”direct contact!”

Relationships

ALL RIGHTS!ALL RIGHTS!

“It depends…”It depends…

Mission

To fulfill the promises you have made to the people of your countryp p y y

Promises, Promises!™Promises, Promises!™

What was Promises, Promises!™ allWhat was Promises, Promises! all about?

ObstaclesObstacles

What obstacles did you have toWhat obstacles did you have to overcome to be truly “united”?

AssumptionsAssumptions

What assumptions did you make thatWhat assumptions did you make that generated your perceptions and actions?actions?

Group DiscussionGroup Discussion

Facts: Boundary ConditionsFacts: Boundary Conditions

• Describe your country’s situation at theDescribe your country s situation at the beginning of Year 1:Number of resources in surplusNumber of resources in surplusNumber of resources in deficitN b f “ i ht ” i hbNumber of “right on” neighborsNumber of countries you could deal with di tldirectlyWhat years were your deadlines

UrgencyUrgency

Based on your situation, describe you level of urgency:g y

Low Moderate High

What were your key concerns?

Portswanna BintuHalportiaAnticaRostotto

PerceptionsPerceptionsPortswanna

GeldarBintu

MertanteHalportiaBarria

AnticaSamosa

RostottoJasna

All Surplus 1 Surplus2 Deficit

2 Surplus1 Deficit

1 Surplus2 Deficit

1 Surplus2 DeficitResources

2 2 42 NONE

2Year 4

1Year 4

3Years 2, 3 & 4

2Years 3 & 4Deadlines

Relationships“Right Ons”

Urgency 0 0Very low Low/Med HUGE

FeelingsFeelings F t t dF t t d

0Very low

G tG t

Right Ons

FeelingsFeelings FrustratedIsolated

UnsupportedFear of Not Getting Resources

FrustratedIsolated

UnsupportedFear of Not Getting Resources

GreatNo WorriesSupported

Fear of Losing Our Resources

GreatNo WorriesSupported

Fear of Losing Our Resources

Built Relationships

ActionsActionsBuilt Relationships

Traded for Scandals Traded for Scandals

Built AlliancesAggressiveBuilt Walls

Built AlliancesProtective Get Needs Met

The Big PictureThe Big Picturegg

BINTUPORTSWANNA ANTICA BINTUMERTANTE

PORTSWANNAGELDAR

ANTICASAMOSIA

HALPORTIAJASNABARRIAROSTOTTO

The Big PictureThe Big Picturegg

• A limited hard resource base for the• A limited hard resource base for the United League of Nations

d h f d• Needs that were specific to department or country

• Needs that were time activated• Defined channels of communication• Relationships (history)

So What Happened Today?So What Happened Today?pp ypp y

PORTSWANNAGELDAR

CSAMOSIA

HALPORTIAJASNA

Unmet NeedsUnmet NeedsBARRIAROSTOTTO NeedsNeeds

BINTUPORTSWANNA ANTICASo What Happened Today? BINTUMERTANTE

PORTSWANNAGELDAR

ANTICASAMOSIA

So What Happened Today?

HALPORTIAJASNAProtectionProtectionBARRIAROSTOTTO

PORTSWANNAGELDAR SAMOSIA

HALPORTIAJASNABARRIAROSTOTTO

BINTUMERTANTE

PORTSWANNAGELDAR

ANTICASAMOSIA

HALPORTIABARRIA

JASNAROSTOTTO

Your OrganizationYour OrganizationggThe External Customer• High needTi h d dli• Tight deadlines

• Not a lot of resources

CUSTOMER SERVICE CHAINSUPPLIER CUSTOMER

The Influence of MindsetThe Influence of Mindset

Environment:The World We Live In

Results

Interpretation Perception

Internal StateThoughtsDecisions

BehaviorActions/Performance

Conscious DecisionsSensationsEmotionsEnergy

Conscious Awareness and Choice

Being a Conscious Change Being a Conscious Change Leader!Leader!

Be consciously aware of your

Leader!Leader!

Be consciously aware of your assumptions, and check them out before taking critical action!before taking critical action!

Be a Conscious Change Be a Conscious Change Leader!Leader!Leader!Leader!

ScandalsScandals

• What role did scandals play inWhat role did scandals play in Promises, Promises!™?

• What would cause someone to throw a scandal?

• What is the impact when scandals are pthrown at work?

• What would our response be when there is a potential of a scandal being thrown at us in real life?

Being a Conscious Change Being a Conscious Change Leader!Leader!Leader!Leader!

AlliancesAlliances

f lliWere you part of an alliance in the experience?

Yes No

What are examplesof workplace alliances?of workplace alliances?

AlliancesAlliances

h i ( i i i ) dWhat impact (positive or negative) do alliances have on

the organization as a whole?

What conclusions can you draw regarding alliancesyou draw regarding alliances

in the workplace?

The Solution

What things changed in the course of the experience p

that allowed the United League of Nations toUnited League of Nations to

come to resolution?

Becoming United

What was Promises, Promises!™really about?y

Being United is a Mindset!Being United is a Mindset!

WIN‐Win‐Win

I WIN YOU WINI WIN YOU WIN

ResourcesResources

i d li ll h hBrainstorm and list all the resources the United League of Nations had available

in order to become truly “united”.

Resources

“Although the amount of tangible resources available to us or

our organization is fixed, there is no limit to the supply of pp y f

intangible resources –except the limit we place on them! e cept t e t e p ace o t e !

The supply is infinite!”

CommunicationsCommunications

ldHow would you describe effective communication

in a Promises, Promises!™environment?

Results OrientedResults Oriented139

R t th lit f i ti th tRate the quality of communication that existed in the ULN:

x ‐ beginningx beginning

o ‐ end

‐ your organization

h h j hi f dWhat three major things frustrate and foster effective communication in your

organization?

Frustrate Communication Foster CommunicationFrustrate Communication Foster Communication

Model and foster direct, open, andModel and foster direct, open, and authentic communications.

TrustTrust

BUILDS IMPROVES

COMMUNICATION

h h fWhat is at the root of mistrust?143

Fostering an environment of trust andFostering an environment of trust and open communications is a critical aspect of your role!aspect of your role!

DAY THREEDAY THREEDAY THREEDAY THREE

Agenda Agenda –– Day ThreeDay Three

• Check-InCheck In• Mindset in Action• Self MasterySelf Mastery• Ego-Being• Circle Breathing• Circle Breathing• Comfort Zone• Self Limiting Patterns• Self-Limiting Patterns• Self Awareness Record

Check InCheck In

• What is your most important insightWhat is your most important insight from yesterday?

• What will make a difference in your• What will make a difference in your change leadership/consulting/way of being?being?

• What insights do you have about your b kth h d l ti ?breakthrough declaration?

MINDSET IN ACTIONMINDSET IN ACTIONMINDSET IN ACTIONMINDSET IN ACTION

Matches ExerciseMatches Exercise

Breathe and stay in the yinquiry.

Matches Exercise

Reality = Situation + InterpretationProblem = Something Meaningful at RiskOpportunity = Something Meaningful Is

Possibility

Matches ApplicationMatches Application

PROBLEMS FACTS BELIEFS ASSUMPTIONS HOW BELIEFS IMPACT PROBLEMS FACTS (EXTERNAL)

BELIEFS, ASSUMPTIONS, JUDGMENTS (INTERNAL)

HOW BELIEFS IMPACT OUTCOMES

Mindset Is CausativeMindset Is Causative

Definition:Definition:• The inner place or orientation from which

you experience your reality and form your y p y y yperceptions of it

• Comprised of your fundamental ti b t lit ld iassumptions about reality, worldviews,

perspectives:Values Values

Beliefs Assumptions Assumptions Attitudes

Mindset Is Different from:Mindset Is Different from:

• AwarenessAwarenessThe blank canvas that is filled by your perceptions of realityperceptions of reality. Mindset formulates those perceptions.

• KnowledgeKnowledgeThe content of your mind. Mindset constructs the meaning youMindset constructs the meaning you make of that content.

• ThinkingThinkingThe process of your mind. Mindset shapes what and how you thinkMindset shapes what and how you think.

• EmotionsEmotionsYour feeling state. Mindset determines what you feel in anyMindset determines what you feel in any given situation.

• BehaviorsBehaviorsThe manner of conducting yourself. Minset causes you to behave as you doMinset causes you to behave as you do in any situation.

The Seamless Connection The Seamless Connection between Mindset and Realitybetween Mindset and Realitybetween Mindset and Realitybetween Mindset and Reality

Reticular Activating SystemReticular Activating System

CONSCIOUSMIND

SUB-CONSCIOUS

RETICULARACTIVATING

SYSTEM

ValueThreat

UnimportantInconsequential

SYSTEM

SIGHT SOUND TASTE SMELL TOUCH

MindMind--Body ConnectionBody Connection

• Body reflects mental stateBody reflects mental state• One integrated “system”

M it i t t b it i• Monitor your inner state by monitoring your body

MINDSET IS CAUSATIVEMINDSET IS CAUSATIVEMINDSET IS CAUSATIVEMINDSET IS CAUSATIVE

Fundamental Law of SuccessFundamental Law of Success

Ability X Mental State = PerformanceAbility X Mental State = Performance

Ability Mental State Performance

6 60% 3.6

6 80% 4.8

6 100% 6

8 60% 4.8

8 80% 6.4

Optimizing (your inner state)Optimizing (your inner state)p g (y )p g (y )

1 Become consciously aware1. Become consciously aware2. Accept (feel sensations in body)3 R l ( i / ti )3. Release (passive / active)4. Create (trigger a positive state)5. Inspire (“inspire” the positive feeling

into your body; smile inwardly)6. Integrate (associate to situation)7. Act (engage, observe, optimize)7. Act (engage, observe, optimize)

Conscious AwarenessConscious Awareness

• Not autopilot or “unconscious” pawareness

• Aware of what you are aware ofMi df l f h t i i t l d• Mindfulness of what is—internal and external

• PresencePresence• A function of your inner Witness/Observer• Your soul’s view, not simply your mind’s , p y y

(ego’s) view• You operate from a higher set of values

L t t i ll l hi hl d l d i• Latent in all people; highly developed in few (3%)

Ego and BeingEgo and Being

EGO BEINGEGO• Conditioned responses• External focus

BEING• Unconditional Presence• Internal/external focusExternal focus

• Uconscious awareness• Fear based

Internal/external focus• Conscious awareness• Love, connection,

• Energy contractions• False self

possibility• Expansion and flow

A th ti U i S lf• Authentic or Unique Self

Mindfulness PracticesMindfulness Practices

• MeditationMeditation• Conscious breathing

S lf b ti fl ti• Self observation, reflection• Journaling• Intentional body practices

SELF LIMITING PATTERNSSELF LIMITING PATTERNSSELF LIMITING PATTERNSSELF LIMITING PATTERNS

Self Mastery ModelSelf Mastery Model

Environment:The World We

Live In

Environment:The World We

Live InLive InFacts

Live In

Improved Interpretation Perception

NewInternal

StateThoughts

New Behavior

New Actions/Performance

Results

ConsciousConscious ThoughtsDecisions

SensationsEmotionsEnergy

Conscious Conscious Awareness Awareness and Choiceand Choice

Identifying Situations Outside Identifying Situations Outside Your Comfort ZoneYour Comfort Zone

Unsettling Situations Emotional Reactions

Your Comfort ZoneYour Comfort Zone

Unsettling Situations Emotional Reactions

Self Limiting BehaviorsSelf Limiting Behaviors

• Be UnconsciousBe Unconscious• Deny

Withd• Withdraw• Resist• Defend• Lie• Control

Self Limiting BehaviorsSelf Limiting Behaviors

• Be DistractedBe Distracted• Procrastinate

O Eff t• Over Effort• Blame• Lash Out• Projectj

Partner ConversationPartner Conversation

A: SELF DISCLOSURE:A: SELF DISCLOSURE: • Patterns

H l t t LSI• How correlates to LSI• Insights regarding Breakthrough

DeclarationB: ACTIVELY LISTEN• Reflect back, confirm understanding,

ask deepening questionsp g q

WorksheetWorksheet

Self Awareness RecordSelf Awareness RecordSITUATIO

NSELFTALK/

THOUGHT

EMOTIONS

PHYSICAL REACTION

BEHAVIORS

OUTCOMES

THOUGHTS

DAY FOURDAY FOURDAY FOURDAY FOUR

Agenda Agenda –– Day FourDay Four

• CLR Logic FlowCLR Logic Flow• CLR Phase I Project Assessment

CLR A ti it I B C f Ch d• CLR Activity I.B: Case for Change and Desired Outcomes

• CLR Activity I.C: Capacity Review

Understanding the NineUnderstanding the Nine--Phase Phase CLR Logic Flow: PurposeCLR Logic Flow: PurposeCLR Logic Flow: PurposeCLR Logic Flow: Purpose

• Understand your options for applying the y p pp y gCLR

• Become familiar with and confident in thi ki th h/ ki f th l ithinking through/working from the logic flow of all 9 phases • Know when to predict plan for or use the• Know when to predict, plan for, or use the tools • Support you to advise your clients orSupport you to advise your clients or teams based on project’s past work, current status, and future requirements

When to Use the CLRWhen to Use the CLR

• When starting up a new change effortg p g• To assess and improve an existing

change effortg• To study one or more tasks to produce

a specific deliverable (e.g., engagement p ( g , g gstrategy, communication plan, case for change, design requirements)

• To educate yourself on concepts, guidance or tools

Structure of The Change Structure of The Change Leader’s RoadmapLeader’s Roadmap

• Phases

Leader s RoadmapLeader s Roadmap

PhasesActivities

• Tasks and Task Deliverables• Tasks and Task Deliverables– BY TASK:

» Work Stepsp» Process Questions» Likely Problems and Dangers

I f Sh t» Info Sheets» Tools» Articles» Articles

Trios Discuss:Trios Discuss:

• Why are these the nine phases?Why are these the nine phases?• What is the value of each phase?• Why are they ordered this way? Why is the logic flow the way it is?g y

The Change Leader’s RoadmapThe Change Leader’s RoadmapHear theWake‐up

I. Prepare to Leadthe Change

II. Create OrganizationalIX L d gVision, Commitment,

and Capability

IX. Learn andCourse Correct

III. Assess the Situation toDetermine DesignRequirements

VIII. Celebrate andIntegrate the New State

IV. Design theDesired State

VII. Implement theChange

V. Analyze the ImpactsVI. Plan and Organizefor Implementation

PHASE I Activity DiscussionPHASE I Activity Discussion

• Why are these the Phase I Activities?Why are these the Phase I Activities?• Why are the Phase I Activities ordered

this way?this way?

The Change Leader’s RoadmapThe Change Leader’s RoadmapPhase IPhase IPhase IPhase I

I.I.PREPARE TO LEAD THE CHANGEPREPARE TO LEAD THE CHANGE

Activity I.A Activity I.ECl if O lly

Start Up and Staff Change Effort

Activity I.BActivity I.BCreate Case for Change and Determine Initial Desired

Clarify Overall Change Strategy

Activity I.FBuild Infrastructure and Conditions to SupportOutcomes

Activity I.CAssess and Build Organization’s

Readiness and Capacity

Conditions to SupportChange Effort

Activity I.DBuild Leaders’ Capability to Lead

the Change

High Leverage TasksHigh Leverage Tasks

• Review the 77 Tasks of the CLRReview the 77 Tasks of the CLR• Select your top 30

C i t th CLR C iti l P th• Compare against the CLR Critical Path Task list

• Compare against others’ selections

Pairs: CLR Logic FlowPairs: CLR Logic Flow

• Partner A and B: Each talk through thePartner A and B: Each talk through the model in depth at the Activity level, giving task examples one at a timegiving task examples, one at a time.

• Give each other feedback after each t i ltrial.

Phase I Project AssessmentsPhase I Project Assessments

• Review Phase I Activities and TasksReview Phase I Activities and Tasks.• Which were you most successful in?

Whi h ki d d tt d d?• Which skipped or under-attended?• What would you differently next time?• What mindset had it go that way?• What value would doing it differently g y

bring to the project?

CASE FOR CHANGE ANDCASE FOR CHANGE ANDCASE FOR CHANGE AND CASE FOR CHANGE AND DESIRED OUTCOMESDESIRED OUTCOMES

CLR Activity I.B: Case for Change CLR Activity I.B: Case for Change and Initial Desired Outcomesand Initial Desired Outcomesand Initial Desired Outcomesand Initial Desired Outcomes

PurposePurposeTo create a clear statement about why the change is needed, your desiredchange is needed, your desired outcomes, what needs to change and who will be impacted—all of which will be used to inform (outside-in information) and compel (inside-out motivation) the

l ff t d b th h t tpeople affected by the change to support and succeed in making it happen.

Elements of Case for ChangeElements of Case for Change

• Drivers of ChangeDrivers of Change• Type of Change

L P i t• Leverage Points• Target Groups• Scope of Change• Urgencyg y PLUS: Initial Desired Outcomes

Participant Challenge: How to Create a Case for p gChange and Vision• Assume you are a physician in a 3-state health

care system that is creating one integratedcare system that is creating one integrated Medical Group with common systems and practices across its eight hospitals.

• Read the case noting the points that you find• Read the case, noting the points that you find most relevant and meaningful to you as a doctor affected by this change. (10)R b th t h b t d t• Remember that you have been accustomed to acting on your own using your independent hospital’s systems and processes.

Live Case ApplicationLive Case Application

• What process options would you use toWhat process options would you use to create your Case for Change?

• What challenges do you face and how• What challenges do you face and how would you resolve them?Wh t t t i d h f• What strategies do you have for building the vision? Desired O t ?Outcomes?

• Review the Strategic Questions 1 and 3.

Strategic Questions1. How do you frame the human and cultural

drivers for change into tangible—and valuable—initiatives to be legitimatelyvaluable—initiatives to be legitimately included in your scope?

2. How would you clarify desired outcomes, your Vision, and what success looks like? Who would you engage in the creation of each of these?each of these?

3. How do you ensure that your key stakeholders have a voice in why the change is of benefit to them, and clearly understand the magnitude of what is being launched?

ACTIVITY I.C: ASSESSACTIVITY I.C: ASSESSACTIVITY I.C: ASSESS ACTIVITY I.C: ASSESS READINESS AND CAPACITYREADINESS AND CAPACITY

CLR Activity I.C: Organization’s CLR Activity I.C: Organization’s Readiness and CapacityReadiness and CapacityReadiness and CapacityReadiness and Capacity

PurposePurposeTo establish the importance of ensuring adequate capacity for the change and theadequate capacity for the change and the strategies for both raising and resolving the issue on live projectsthe issue on live projects

Ensuring CapacityEnsuring Capacity

Time, Attention, and R f

100%Time, Attention, and R fResources for

OPERATIONS CAPACITYResources for CHANGE

• Any capacity required for change is not available for operationsavailable for operations.

• You will need to create the capacity i d t k th h !!!required to make the change!!!

Change Capacity DiscussionChange Capacity Discussion

• What is the cost of not attending toWhat is the cost of not attending to capacity for change on productivity, your stakeholders emotional statesyour stakeholders emotional states, and leadership credibility?

Ensuring Capacity for ChangeEnsuring Capacity for Change

Ensuring Capacity Creates:Ensuring Capacity Creates:• Realistic and adequate time, resources,

and skills directly devoted to changeand skills directly devoted to change• Greater leadership credibility• Less cost to operations and morale• Unlocking people’s energy and spirit• Social capital

Freeing Up Capacity for ChangeFreeing Up Capacity for Change

• Take work off/stop workTake work off/stop work• Slow work down; readjust timelines• Pause work; put it on back burnerPause work; put it on back burner• Reallocate existing people with best

skills to priority effortsskills to priority efforts• Hire people with right skills and

knowledgeknowledge• Outsource work• Use external experts to do some ofUse external experts to do some of

your work

Table DiscussionTable Discussion

Strategic Questionsg1. How do you raise issue with executives

to ensure adequate attention?2. What kinds of capacity need to be

assessed? (e.g., people, time, equipment usage IT availability training)usage, IT availability, training)

3. What are best terms to “measure” capacity? How much detail is needed?capacity? How much detail is needed?

4. How would you free up real capacity?5 How would you assess people’s5. How would you assess people s

emotional / psychological capacity?

Freeing Up Capacity for ChangeFreeing Up Capacity for Change

• Take work off/stop workTake work off/stop work• Slow work down; readjust timelines• Pause work; put it on back burnerPause work; put it on back burner• Reallocate existing people with best

skills to priority effortsskills to priority efforts• Hire people with right skills and

knowledgeknowledge• Outsource work• Use external experts to do some ofUse external experts to do some of

your work

DAY FIVEDAY FIVEDAY FIVEDAY FIVE

Agenda Agenda –– Day FiveDay Five

• Check-InCheck-In• CLR Activity I.E: Change Strategy

CLR T k I E 3 Ch G• CLR Task I.E.3: Change Governance and Decision-Making

• Peer Coaching Partners Action Planning

• Between Session Assignments• ClosingClosing

CHANGE STRATEGYCHANGE STRATEGYCHANGE STRATEGYCHANGE STRATEGY

CLR Activity I.E: Clarify Your CLR Activity I.E: Clarify Your Change StrategyChange StrategyChange StrategyChange Strategy

PurposePurpose•To refresh the elements of change strategy•To be able to articulate the purpose and•To be able to articulate the purpose and benefits of change strategy with leaders so they can build a strategy they can standthey can build a strategy they can stand behind and use to actively guide the change•To explore the process options for building•To explore the process options for building a change strategy

Elements of Change StrategyElements of Change Strategy

• Values and Guiding Principlesg p• Change Infrastructure: Roles, Governance

Structure, Decision-Making, InterfacesI iti ti Id tifi ti d Ali t• Initiatives Identification and Alignment

• Multiple Project Integration Strategy• Bold Actions• Bold Actions• Engagement Strategy• Change CommunicationsChange Communications• Acceleration Strategies• Resources Needed/Available• Milestone Events and Timeline

Table Discussion on ProjectsTable Discussion on Projects

• Report your status on change strategyReport your status on change strategy.• How would you make the case for

building a change strategy?building a change strategy?• What process and roles would you

f b ildi th hpropose for building the change strategy?

• What dilemmas will you face in doing this work?

CLR Activity I.E: Clarify Your CLR Activity I.E: Clarify Your Change StrategyChange StrategyChange StrategyChange Strategy

Strategic Questions1. How is a change strategy different than a

project plan?2 What is value of each element? Why2. What is value of each element? Why

included? How do they address internal and external dynamics?

3. How does Case for Change, Scope and Desired Outcomes influence creation of change strategy?change strategy?

4. Why do the leaders have to build and own it?

5. How do you use a change strategy throughout the change?

CLR Task I.E.3: Change Governance CLR Task I.E.3: Change Governance and Decisionand Decision--MakingMakingand Decisionand Decision--MakingMaking

PurposePurpose• Change Governance: To understand and

ensure clear roles, authority, and yleadership mechanisms for overseeing the change and interfacing with ongoing operationsoperations

• Decision-Making: To ensure clear (and conscious) roles style and process forconscious) roles, style, and process for making decisions to drive the work of the change from start to finishg

Change Leadership RolesChange Leadership Roles

• SponsorSponsor• Executive Team

Ch L d hi T• Change Leadership Team• Change Process Leader• Change Initiative Lead• Change Project Teamg j• Change Consultant

Case DiscussionCase Discussion

1. Where is the breakdown in this1. Where is the breakdown in this governance structure?

2. Where is required authority lacking and in which roles?

3. Where have responsibilities been placed in the wrong roles?the wrong roles?

4. What process steps could have been put in place to mitigate these issues?in place to mitigate these issues?

5. What actions could the change consultant do now to resolve the situation?

Change Governance and Change Governance and DecisionDecision MakingMakingDecisionDecision--MakingMaking

Strategic QuestionsStrategic Questions1. How to get executives to invest their

time up front to lead?time up-front to lead?2. How do you handle having the wrong

l i k h l ?people in key change roles?3. Who needs to be on the CLT? 4. How do you handle making decisions

when the CLT is very large?

Change Governance and Change Governance and DecisionDecision MakingMakingDecisionDecision--MakingMaking

Strategic QuestionsStrategic Questions5. Who needs to be on Navigation Team,

and how does it work to navigate gemergent issues?

6. How can you use decision-making to th i d t d ltaccess the mindset and culture

conversation?7 How can you use Ops/Change7. How can you use Ops/Change

Leadership interface issues as reflection of leadership mindset and cultural normsof leadership mindset and cultural norms that do not support success?

Journaling: SelfJournaling: Self--Observation Observation PracticePracticePracticePractice

JournalingJournaling• A systematic approach for:

I t ti l i Integrating your learning Strengthening your Witness/Observer Surfacing patterns of behavior and

assumptions Identifying new possibilities and

actions

Peer CoachingPeer Coaching

PurposePurposeA tool for deepening learning and enabling the development of newenabling the development of new mindsets and behaviors by providing:

A A ti Li t An Active Listener Perspective Practice Field Accountability

LogisticsLogistics• Schedule two coaching conversations

before next sessionbefore next session• Make entry into journal for each

hi ll fl t i i ht dcoaching call; reflect on insights and next steps

ContentContentYour coaching conversations should focus minimally on two criticalfocus minimally on two critical, integrated areas:

P l f i d t Personal awareness of your mindset, behavior/style and their impactA li ti f Th Ch L d ’ Application of The Change Leader’s Roadmap and consulting/leadership interventions on your live projectinterventions on your live project

GOING FORWARD PLANNINGGOING FORWARD PLANNINGGOING FORWARD PLANNINGGOING FORWARD PLANNING

Between Session AssignmentBetween Session Assignment

CLR PreparationCLR Preparation• Create a roster of design req’s and

boundary conditions for your projectboundary conditions for your project• Review Task I.A.4 and bring Project

Community Map y p• Review all CLR resources for Ph II-III• Identify/journal when you affectedIdentify/journal when you affected

someone’s mindset in your consulting• Practice describing full 9 phases ofPractice describing full 9 phases of

CLR three times

Between Session Assignment Between Session Assignment

Personal Practices• Breathing Daily: Take 5 conscious breaths 3 timesDaily: Take 5 conscious breaths, 3 times

a day. Record in Practice Record. Daily: Ten minutes of circle breathingDaily: Ten minutes of circle breathing.

Record in Practice Record. Center yourself when you notice Center yourself when you notice

contraction in your body.

Personal Practices• State Recognition Monitor and record inner state everyMonitor and record inner state every

two hours for one full week. Record.

Personal Practices• Journaling Daily: Reflect on what is showing up forDaily: Reflect on what is showing up for

you. Use journaling questions. Peer Coaching: Record insights andPeer Coaching: Record insights and

next actions after coaching conversationsconversations

Personal PracticesPersonal Practices• Self Awareness Record

C l t ft “ t t d” Complete after a “contracted” response—at least 3 times per weekL k f lf li iti tt th t Look for self-limiting patterns that are barriers to your Breakthrough

Personal PracticesPersonal Practices• Active Listening Record

R d t l t 3 i f ti Record at least 3 experiences of active listening with a colleague, family member or friendmember or friend.

Personal PracticesPersonal Practices• Practice Record

R d l ti d il Record your personal practices daily so you can monitor and make choices to up your gameup your game.

Personal PracticesPersonal Practices• Video on Stages of Adult Development

W t h th S C k G t Vid Watch the Suzanne Cook-Greuter Video We will email you a link, as well as list it

th 4Si ht t b f th 4Si hton the 4Sight tab of the new 4Sight 2014 Community page at:htt // B i Fi t /4 i ht2014 2http://www.BeingFirst.com/4sight2014-2

Password: 4spub14

Reflections on the WeekReflections on the Week

• What has touched or spoken to youWhat has touched or spoken to you most?

• What did you find most interesting,What did you find most interesting, surprising, thought-provoking?

• What, if anything, was unsettling?, y g, g• What are you noticing about your

ability to see through the lenses of the y g4 Sights?

• What were your biggest insights this y gg gweek?

Acknowledgements Acknowledgements

Personal Feedback and AppreciationsPersonal Feedback and Appreciations• Who really made a difference for you

this week?this week? • What would you like them to know

b f d?before we end?

THANK YOU!THANK YOU!THANK YOU!THANK YOU!

pge 4sight 2014 s1 final2 140303 · what is happening/going to happen that this will impact? • i...

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