scope of personal performance - powered by mind fit driven by you!

Personal Performance powered by Mind Fit

driven by YOU

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Presentation Notes

Performance is not simply a matter of how capable one is, but of how capable one believes oneself to be (Pajares 2002)

The world has changed

• Old rules no longer work – Business models have become outdated – Knowledge inputs are not delivering the results – The world has changed but it has not been noticed

• New rules are needed for a changed world – New, adaptable and flexible business models are

emerging – Critical Adaptability™ and "Can-Do" attitudes and

behaviours in people will drive change – A need for a clear purpose with a winning mind

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People are: Unique, Complex & Sometimes Unpredictable!

• Beliefs: We are a product of what we believe is possible – What we believe, together with our

experiences, form our attitudes – Our attitudes in action form our behaviours

that others experience – Our behaviours lead either to ‘Behavioural

Waste’ or ‘growth’ that impact on the business

• Choice: Only we can choose – The direction in which to travel – To change and influence our performance – To become who we are capable of being

• The choice ours 3

Choices Beliefs


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Choice: Only you can choose instead of we? To change and influence your performance To become who you are capable of being Should it be first pers


Mind Fitness Definition

Mind Fitness is a naturally learnt ability to perform to your optimum in different situations, through "Can-Do" attitudes and behaviours, and a winning mind. (Williams, 2010)

Mind Un-Fitness is also a naturally learnt state that leads to ‘can’t do’ and ‘won’t do’ attitudes resulting in avoidance, blocking behaviours and underperformance


Performance is not simply a matter of how capable one is, but of how capable one believes oneself to be (Pajares 2002)


The Mind Fit® Process

• Inside-out: you do the work • Self-assessment – plot your reality

map • We provide insights, experiences

and practical tools linked to: – You – Your colleagues – Your context

• The result - people choose to change - willingly

• Link the changes to performance, added/new value and ROI


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Self-assessment – create your map of reality The result – people choose to change – because they want to


Accredited Mind Fit® Process

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“I have assessed numerous programmes and processes over the years in all different types of organisations and have seen mixed results. I was not prepared for what happened. The result was staggering in all areas. Not only did production improve to an amazing level but the method of working and the initiatives taken were driven by everyone. This resulted in a team of people cooperating and collaborating together for the benefit of them and the company. They became totally engaged.” Assessor Institute of Leadership and Management (ILM)

Mind Fit people transform performance

Presenter

Presentation Notes

Self-assessment – create your map of reality The result – people choose to change – because they want to


The Mind Fit® Team

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Education

Business

Sport

Employability: Leadership: Management

Leadership: Engagement: Management: Innovation: Communication: Collaboration: Talent

Coaching: Golf: Football: Junior Games

Neville Gaunt, CEO Graham Williams, Director of Development Prof Victor Newman, Director of Innovation Adrian Thomas, Non Executive Director Tony Westwood, Director of Mind Fit Golf Specialist Associates and Delivery Team in the fields of:

Psychometrics; Recruitment; Media; Health; PR; Education; Resettlement

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GW/


Doing (Behaviours)

Knowing (Learning)

Known gaps

The Classic Behavioural Gap

Attitude


Strong link Beliefs Experience

People with the right attitude consume knowledge

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We need to pay attention to the gaps between what people say and what they do!


Gaps and Traps • Where are the gaps in your awareness? • Where have you trapped yourself? • What are the consequences?


Mind Fit closes the Gap


Mind Fit Global Strengths - Close the Gaps


Awareness

Control

Focus

Feedback


The Cost of Gaps in Business Behavioural Waste

Common issues that cause a business to underperform and decline:

• Businesses fail to adapt to change • Rigid and habitual processes and systems become dated • Unnecessary meetings occur through habit • Underperformance not challenged • Training fails to drive change or performance improvement • Disengaged people: people give up, go through the motions • Conflicts not addressed • Poor leadership • Cynical attitudes • Over-controlling behaviours ‘Behavioural Waste’ is costly in terms of time, effort & money.

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Presentation Notes

People give up or just go through the motions


When the Gap is Closed in Business This is what happens: • Top 25% had twice annual income (Kenexa) • Average operating margin close to 3 times

higher than those with disengagement (Towers Watkins)

• 3.4 times more effective financially (Harter) • Engaged workers average 2.69 days sickness

compared with 7.16 days for disengaged (CBI) (CIPD)

• 70% engaged workers have good understanding of customer needs compared with 17% of disengaged (PWC)



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Do we need to say Mind Fit closes the GAP!


Mo Farah Creates Olympic History By Becoming The First Briton To Win Gold In Both The 5,000 & 10,000m Finals

• “Mo winning was the best moment for me. As a distance runner myself, I really appreciated what Mo had to go through to win. This was an athlete who had reached the point where he was [regularly] coming seventh or eighth and everyone thought that [this] was his level.

• He took a look at himself and realised everything had to change – lifestyle, training, coach, the lot. He did all that to ready himself for the Games, then went out there and won.”

• (Steve Cram, Olympic Silver Medallist, Daily Telegraph Magazine, 18th August 2012)

The Winning Mind

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K Anders Erricsson – how to become an expert

The Mind is the Key “I think 70% or 80% is about attitude. Once you have made sure that everybody’s prepared for the task, it’s just that – it’s an attitude. The good news in life is that you can choose that. You can’t always choose or change the circumstances in your arena, but you can always choose to change your attitude.” Frank Dick, International Athletic coach

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Success depends almost entirely on how effectively you learn to manage the game's two ultimate adversaries: the course and yourself. Jack Nicklaus, Golf Pro

Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude. Thomas Jefferson


Employers Hire on Attitude not Skills • Employers prioritise job applicants with the right

attitude rather than the skills listed on their CVs • Recruitment group Reed polled over 1,000

business owners to see what key traits employers look for in job seekers. – 96% of employers would hire someone who did not

have a complete set of skills but displayed the right attitude over an applicant with the perfect skills but who lacked the right mindset.

– Two thirds of employers said they if had to reduce their workforce they would fire someone with a perfect skills set over someone with deficient skills but sporting the right attitude.


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Presentation Notes

Employers hire on attitude over skills The vast majority of businesses value a positive attitude to work over a perfect set of qualifications in job interviews Rebecca Devlin, 28, an apprentice cutter at Richard Anderson, a traditional bespoke tailoring house on Savile Row, London By Richard Tyler/ DT 31 May 2011 Employers prioritise job applicants with the right attitude to work rather than the skills listed on their CVs, new research shows. With school leavers facing rocketing higher education fees, recruitment group Reed polled over 1,000 business owners to see what key traits employers look for in job seekers. It discovered that 96pc of employers would hire someone who did not have a complete set of skills but displayed the right attitude over an applicant with the perfect skills but who lacked the right mindset. Two thirds of employers said they if had to reduce their workforce they would fire someone with a perfect skills set over someone with deficient skills but sporting the right attitude. The employers ranked the top six “essential” attitude qualities as “commitment, honesty, trustworthiness, adaptability, accountability, and loyalty.” Richard Anderson, head of the eponymous Savile Row tailor, said he recognised the findings. “We get inundated by young people asking for work experience and applying for jobs,” he said. “I look at the guys who come back and like badgering me. If they are enthusiastic and committed then we have something to work with.” He added: “It takes six to eight years to train as a tailor but to get in the door you have to have the right attitude. Young people, 16 to 23 year olds, don’t have the skill sets even if they have been to college. So we are looking for the correct attitude.” His firm has seven staff and takes on one or two apprentices a year. Mr Anderson said if hired someone with the wrong attitude they would not last long. “I would not have that. We have a small team here and everyone gets on. I would not want anything that disrupts that,” he said. Ben Glazier, who runs London-based web design business Glazier Design, said he used attitude as a key filter when selecting people with similar graphic design skills for interview. “Mindset is so important,” he said. “I had a very skilled employee here last year who came well recommended. But despite being very impressive at interview, she just didn’t want to work, had no enthusiasm, curiosity, entrepreneurship – big mistake that I was fooled in the interview into thinking that the skills were so important.” James Reed, chairman of recruitment giant Reed and co-author of 'Put Your Mindset to Work', which explores the research, said: “It is even more vital for a small business to choose someone with the right mindset when recruiting new talent than for a giant corporation. A single individual will have so much more impact on their prospects. "Employers told us that someone with a winning mindset was, on average, seven times more valuable than a normal employee.” ‘Put Your Mindset to Work’ by James Reed and Dr Paul G Stoltz is published by Portfolio Penguin.


Connecting for an adaptable "Can-Do" Brain


Feeling Brain Has positive energy,

emotionally competent and resilient

Driving Brain To have a "Can-Do"

attitude with a clear sense of purpose

Social Brain Ability to connect competently, and meaningfully with others to build relationships

Thinking Brain Able to think objectively, flexibly,

innovatively and focus appropriately

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Presentation Notes

One map, 3 x states, 4 x self’s


The Mind Fit Map – Discovering our Consistent Attitudes and Behaviours


Can’t do attitude Learned Helplessness

(Out of control)

Won’t do attitude Learned Defensiveness

(Over control)

Can do attitude Learned Powerfulness

(In control)

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Act

Explore

Ignore

Avoid

Act

Explore

Ignore

Block

Engaged

Disengaged

Positive feelings

Negative feelings

High energy

Low energy

Presenter

Presentation Notes

Break into 3 groups to explore each state: what behaviours and atttitudes would you notice, what beliefs would be driving them? 10 mins.


Contact

Mind Fit Ltd Telephone: +44 (0) 2071 486187 Email: [email protected] Web: www.mindfitltd.com Registered office: 145-157 St John Street, London, England, EC1V 4PW

mailto:[email protected]

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