Tag Archives: Anubha

Active vs Passive Questions by PRISM

For Goal Setting by http://prismphilosophy.com/about/ we need to use active or passive question. Active questions are the possibility of choices to passive questions.

WINNERS WITHINThere is a huge difference between “Do you have clear goals?” and “Did you do your best to set clear goals for yourself?”

If you will observe and read carefully above statement, the former is trying to determine the employee’s state of mind; the latter challenges the employee to describe or defend a course of action. I, #AnubhaMauryaWalia challenge myself every day by answering 32 questions that represent behavior that I know is important, but that is easy for me to neglect given the pressures of daily life. It has helped me alter my behavior for the better in such a dramatic way that I now teach all of my clients /participants/ traines/ professional  and students this method of self-reflection for positive behavioral change. My six active questions are:

  • Did I do my best to increase my happiness?
  • Did I do my best to find meaning?
  • Did I do my best to be engaged?
  • Did I do my best to build positive relationships?
  • Did I do my best to set clear goals?
  • Did I do my best to make progress toward goal achievement?

Happy Reading and Trust me ” SET GOALS and “https://prismphilosophy.wordpress.com/2018/04/01/dreams-goals/

You can reach out to me at anubha@prismphilosophy.com or connect with me at https://www.linkedin.com/in/anubha-maurya-walia-12850018/


I have HERO in me – I am SHEROES

I have HE in ME —I am SHE
I have MALE in ME— I am FEMALE

Sheroes Community meet – 26th Nov 2016. Speaker : Anubha Maurya Walia, founder director of Prism (www.prism-global.org)

I have HERO in ME—I am SHEROES

We wonderful females are working and contributing our life to our family, and often pursuing more than one task including long-term career or abandoning our passion. World needs to learn from us how are we managing  all….. During my session with Team Sheroes,  they are not only sharing but empower’s female fraternity and help them by giving direction to manage oneself & to achieve ongoing success and happiness in the life of female i.e:

*Taking charge of one’s own personal development.

*Looking for opportunities to make a contribution.

*Being engaged in the work and the workplace, and

*Making all of us introspect by their goals-THINK BEYOND PINK.

0-16My Inputs based on philosophy I created PRISM (Prepare, Respect, Implement, Share, Maintain) the keys to any kind of self-management are:

*Prepare yourself by Knowing what one’s own strengths are and capitalizing on them.

*Respect by Understanding which personal learning and work styles work best.

*Implement your prep work and execution is key to success

*Share your a strong sense of personal values and matching those to the work situation.

*Maintain your style 🙂

What I observed during my interaction with team, People tend to be happiest and most fulfilled when they feel they are making a contribution  that aligns with their own values. Making the right contribution is based on assessing own needs; evaluating how one’s own strengths, preferred performance methods, and personal values can make a difference in the situation; and taking into consideration the desired results and that is SHEROES contribution. Great cheers to team SHEROES.



Share your FEAR & Overcome it

If You Had No Fear

Fear diminishes imagination in adults. This is the main reason they do not set goals and pursue them wholeheartedly. There are seven major psychological fears that affect people around the world:

1. Atychiphobia, the fear of failure. It is unhealthy to think that personal ideas, dreams, goals, and passions are not really worth pursuing because they inevitably lead to failure. Even failure teaches people lessons and gives them the resilience to move on.

2. Peniaphobia, the fear of going broke. People cannot achieve financial goals without taking risks; however, they can put plans in place that ensure that going broke never happens. This fear should inspire people to make smart, aggressive decisions to decrease their spending and increase their incomes.

3. Xenophobia, the fear of the unfamiliar. People with this fear create their own prisons. Their worlds become tiny, and they stop growing and learning. Instead, they should try new experiences that allow them to escape their daily routines.

4. Monophobia, the fear of being alone. This fear keeps people from becoming independent and making their own decisions. Strategies for conquering this fear include seeking support from online groups, easing into solitary activities, and seeking out personal adventures.

5. Kakorrhaphiophobia, the fear of rejection. This fear robs people of the innocence and imagination of their youth. In some cases, however, enduring rejection eventually leads to the acceptance of an idea. Actively seeking rejection helps people build up immunity to it over time.

6. Thanatophobia, the fear of death. This is probably the most complicated fear of all. Because death is inevitable, worrying about it is utterly counterproductive. Making a will or purchasing life insurance may help alleviate this fear.

7. Glossophobia, the fear of public speaking. This is the combination of many other fears, including kakorrhaphiophobia and atychiphobia. Speaking naturally, preparing as far in advance as possible, and rehearsing in front of friends and family can help people overcome glossophobia.

Just work on Prepare to change anything


To illustrate how powerful the science of personal success can be, the authors describe how Changers have successfully applied the techniques to common problems and succeeded at changing their habits.

Getting Unstuck at Work

Research conducted by Change Anything Labs found that top performers in a wide variety of organizations demonstrate the same three vital behaviors. First, they focus on the technical aspects of their jobs and work hard at mastering those. Second, they contribute to tasks that are key to the organization’s success. Third, they have a reputation for helping others solve their problems. To succeed at work, people must tailor these three vital behaviors to their own circumstances.

In a case study focused on an accountant named Melanie, the authors explain how she created a six source plan to improve her professional situation:

* Source 1: Love What You Hate. Melanie developed a Personal Motivation Statement and visited her default future by looking at co-workers who had leveled out early in their careers. She also set up an automatic motivational email and developed a game based on tracking her billable hours.

* Source 2: Do What You Cannot. Melanie completed a skill scan and enrolled in a tax law seminar.

* Sources 3 and 4: Turn Accomplices into Friends. Melanie held a transformation conversation with her life partner, converted her boss from an accomplice into a friend, and cultivated new friends.

* Source 5: Invert the Economy. Melanie made use of financial incentives, by saving for a new bicycle each week she met her goals, and sending money to a political party she opposed when she did not.

* Source 6: Control Your Space. Melanie used cues like photos and motivational messages, built fences, and used tools to stay on track.

Losing Weight, Getting Fit, and Staying That Way

With weight loss and fitness, short-term campaigns do not work. Instead, it is necessary to develop new lifelong habits. According to the authors, people who have successfully lost weight all demonstrate three vital behaviors. First, they assessed their overall health before starting a diet or exercise program. Second, they ate more healthfully and ate less. Third, they incorporated a mix of exercise, including stretching, strengthening, and cardiovascular activities.

The authors offer the following examples of how people can engage the six sources of influence to support weight loss and improved fitness.

* Source 1: Love What You Hate. It is important to find food and exercise options that are enjoyable. Consider visiting the default future to resist temptation or count calories as a game.

* Source 2: Do What You Cannot. Conduct a skill scan and identify whether new skills beyond dieting and fitness skills are needed.

* Sources 3 and 4: Turn Accomplices into Friends. Try to find a partner in training and work together on diet and fitness goals. Also, ensure that the person who does the food shopping and cooking is a friend, rather than an accomplice.

* Source 5: Invert the Economy. Weight loss goals should be short-term, such as losing one pound per week. The authors describe a person who wanted to lose 20 pounds in 20 weeks. Each week he missed his target, he lost $10.

* Source 6: Control Your Space. One way to build fences is to do a food audit and discard unhealthy foods. Joining a gym that is closer to work or home is an effective way to manage distance. Both cues and tools can be used to promote better nutrition and exercise.

Becoming Financially Fit and Staying Out of Debt

In a case study that focused on Shiree and Tyson, the authors explain how a married couple developed a plan to get out of debt and improve their financial situation. First, they identified their crucial moments and created vital behaviors. Their four vital behaviors were to (1) track all their expenditures in a mobile phone app, (2) make a list of what they intended to buy before going to the store, (3) save 10 percent from their paychecks before spending anything, and (4) hold a weekly wealth review to discuss what they spent and agree on the next week’s budget.

Shiree and Tyson used the six sources of influence to achieve their financial goals:

* Source 1: Love What You Hate. They interviewed each other and created a Personal Motivation Statement. In addition, they used a web tool to vividly illustrate that their monthly expenditures exceeded their monthly income. To make their goals more manageable, they made it a game focused on small wins and with a visible scoreboard.

* Source 2: Do What You Cannot. After Shiree and Tyson did a financial skills scan, they created a plan to become more financially knowledgeable. They also worked on impulse control by taking a list of planned purchases to the store and delaying unplanned purchases until they had thought about them for 24 hours.

* Sources 3 and 4: Turn Accomplices into Friends. Shiree and Tyson realized that they had been accomplices to one another, so they changed their behaviors. In addition, they developed a circle of virtual “friends,” comprised of other people who listened to a personal finance radio talk show.

* Source 5: Invert the Economy. Each week that the couple maintained their financial plan, they rewarded themselves with a free Wednesday night date.

* Source 6: Control Your Space. The most important tool Shiree and Tyson used was a mobile phone app that displayed how much they had remaining in each budget category. Other tactics they used were to build a “cash fence” and to pay for everything with cash for six months, and to avoid situations that would tempt them to spend money.

Taking Life Back From Addiction

A case study about a man named Lee describes how one person overcame an addiction to cigarettes. The authors suggest that three actions are important to adopt when dealing with an addiction. First, it is important to say no and to stop engaging in the bad habit. Second, it is essential to engage in incompatible activities. This typically equates to activities which distract the person from their addiction. Third, physical activity seems to reprogram the brain’s internal circuits which help to break addictions.

* Source 1: Love What You Hate. Lee focused on his long-term aspirations and how smoking detracted from them. He used value words to counteract temptations and also began hiking.

* Source 2: Do What You Cannot. After conducting a skill scan, Lee learned more about his addiction and also discovered ways to distract himself from the urge to smoke.

* Sources 3 and 4: Turn Accomplices into Friends. Lee held transformation conversations with his wife, father, and smoking friends at work. He also added new friends by joining a hiking club.

* Source 5: Invert the Economy. When Lee met his goals, he took the money that would have been spent on cigarettes and used it to fund family outings. After a few months of success, he and his wife also invested in the future by cleaning the carpets, washing the walls, and throwing away Lee’s smoking chair.

* Source 6: Control Your Space. Lee built fences by getting rid of cigarettes and smoking related objects. He also used tools on his mobile phone and computer which encouraged him to change.

Changing Relationships by Changing Oneself

In relationships, negative experiences can color the way a person perceives the entire relationship. Marriage scholar Howard Markman has identified four actions related to how people argue which predict with 90 percent accuracy whether a couple will remain happy or not. These actions are criticism, defensiveness, contempt, and stonewalling. Couples who use these tactics are unlikely to remain happy in their relationships.

The authors use the case study of Patricia to describe how the science of personal change can be used to revitalize relationships. After watching three friends go through divorces, Patricia began to consider breaking up with her husband, Jonathan. To save her marriage, she created a plan based on the six influences:

* Source 1: Love What You Hate. Patricia visited her default future if nothing changed and realized that she must take action. She also began to take responsibility for her role in the relationship, rather than believing she was the innocent victim.

* Source 2: Do What You Cannot. Patricia and Jonathan got coaching from a marriage therapist and worked on their skills together.

* Sources 3 and 4: Turn Accomplices into Friends. Patricia’s brother acted as a true friend and helped her understand that her own behavior might be affecting her relationship.

* Source 5: Invert the Economy. After developing a plan for change, Patricia and Jonathan used incentives to keep them on track. They celebrated weeks when they enacted their vital behaviors with a special night out or nice bottle of wine.

* Source 6: Control Your Space. Some of Patricia and Jonathan’s problems originated from their beautiful home and large mortgage. The payments drove Patricia to work long hours. As a result, they decided to change their environment. They also took steps to fence off harsh verbal conflict.

Sharing Source of Influence


Source 1: Love What You Hate

One of the greatest challenges to change is the fact that the things that people should do are often tedious or uncomfortable. As a result, people resist engaging in these activities. If individuals can transform unpleasant activities into pleasurable ones, they can make significant progress toward their goals. The authors recommend five tactics for turning the future into a positive force for change.

1. Visit the default future. The default future showcases the life that a person will experience if behaviors are not changed. When individuals consider the worst case scenarios that could affect them, they are often motivated to change.

2. Tell the whole vivid story. When Changers encounter temptations, they are sure to tell themselves the whole story concerning the situation. As a part of identifying specific consequences of bad behaviors, it is important to use vibrant language, as well as specific and meaningful labels to fully remember the behaviors experienced.

3. Use “value words.” Instead of focusing on the unpleasant aspects of new habits, it is better to focus on the values that those activities support. It can be very satisfying to know that new behaviors are closely linked to values.

4. Make it a game. A common technique used by successful Changers to increase their motivation is to turn chores into games. These games have three key elements: they have a limited duration, a small challenge, and a score.

5. Create a Personal Motivation Statement. When crucial moments arise, it is possible to rewire thoughts regarding how to respond by using a Personal Motivation Statement. The best statements include references to the default future, include vivid descriptions, and incorporate lots of value words.

Source 2: Do What You Cannot

When it comes to personal change programs, skills and knowledge are just as important as willpower. When people enhance their personal abilities, it enables them to do things that used to be difficult. As a result, change can occur faster. The authors suggest using three tactics to build skills that will support personal change initiatives:

1. Start with a skill scan. Before implementing a change plan, it is a good idea for people to scan whether they have the abilities necessary to achieve their goals. It may be hard for an individual to identify what skills they are lacking. As a result, it can be useful to seek help from others.

2. Employ deliberate practice. When people have debilitating fears related to new behaviors, it can be very difficult to change habits. However, using deliberate practice has been shown to help people learn new skills two to three times faster than other methods. A good first step is to practice for crucial moments by determining what skills will be necessary to survive these high stakes situations. Once the skills have been identified, people should break them into small pieces and practice each skill in short intervals. It can be beneficial to evaluate progress as well as prepare for setbacks.

3. Learn the will skill. Despite popular belief, willpower can be learned, and the best way to learn it is through deliberate practice. First, it is necessary to enumerate crucial moments from the least risky to the most risky. Begin deliberate practice by placing oneself in a tempting, but low-risk situation and then use a tool, such as distraction, to strengthen willpower. The authors recommend engaging in riskier situations only if a coach is available.

Sources 3 and 4: Turn Accomplices into Friends

People in positions of authority wield social pressure which can influence people in positive and negative ways. Negative influences can be very challenging when an individual is striving to change habits. However, it is possible to use social pressure as a positive force for making behavior changes. The authors outline five tactics that people can use to transform others into positive influences:

1. Know who is a friend and who is an accomplice. Friends support others as they strive to live better lives. Accomplices, in contrast, promote negative behaviors. It is important to keep in mind that peers define what appears to be “normal” and acceptable. In addition, peers also can lower a person’s aspirations and hold a person accountable to bad behaviors. People who want to change must identify the accomplices in their life and either ask them to become friends or minimize interaction with them. People with six or more friends are almost 40 percent more likely to succeed than those with less than half a dozen friends.

2. Redefine normal. Since accomplices can affect what people believe is “normal,” it is a good idea to rise above the shared sense of what is acceptable. People can do this by asking themselves how they want to live and feel, and who they want to be.

3. Hold a transformation conversation. An effective way to transform others into coaches and fans is to tell exactly what is needed to succeed. During a transformation conversation, a person explains to others how they unintentionally promote bad behaviors and asks for a healthier relationship.

4. Add new friends. One way to find new friends is to join associations and social networks comprised of like-minded people.

5. Create distance with the unwilling. If a peer is unwilling to become a friend, it is necessary to create distance with that individual. This can be painful, but the negative power of accomplices cannot be underestimated.

Source 5: Invert the Economy

Incentives often motivate behaviors, but unfortunately those behaviors are often the wrong ones. One effective way to change habits is to invert the economy and create penalties for engaging in unhealthy behaviors. The authors outline three tactics that can be used to motivate change:

1. Use carrots and the threat of losing carrots. Human nature motivates people to avoid loss. As a result, when individuals put something that they value at risk, they are more likely to change. For instance, after paying for a personal trainer, people are more likely to go to the gym because they do not like paying for services that go unused.

2. Use incentives in moderation and in combination. Big incentives can be counterproductive because they become a primary source of motivation. Small rewards, used in moderation and in combination with social and personal motivators, are usually most effective.

3. Reward small wins. A good practice is to break large, long-term goals into smaller, short-term ones. Small goals should be rewarded, rather than only recognizing the achievement of the ultimate goal. The greatest risk for a long-term change project is not failing at the end, but dropping out at the beginning. It is also important to reward actions, rather than results.

Source 6: Control Your Space

The physical world, such as the design of a home or an office, affects behavior in ways that are often hard to detect. In order to take control of behavior, it is also necessary to take control of space, and redesign it in ways that support new habits. The authors have identified five tactics people can use to reconfigure their environment:

1. Build fences. Creating boundaries can prevent a person from encountering tempting situations. When building fences, there are two rules of thumb to follow. First, the decision to fence off temptations should be made by the person who wants to change. Second, fences should not be used as a substitute for a plan that addresses the six sources of influence. People often rely on fences as their only defense. This can be problematic if individuals do not prepare for a world where those boundaries do not exist.

2. Manage distance. If it is possible to create distance between temptations, it is a good idea to do so. Researchers have found that moving a temptation even a few feet away can have a positive impact on behavior.

3. Change cues. Cues indicate what a person should think about and want. They transform wants into needs. It is possible to create cues that are consistent with the change a person wants to make. One of the best cues is a scorecard which charts a person’s progress toward a goal. However, cues become an invisible part of the environment over time, so it is important to create new cues periodically.

4. Engage the autopilot. Humans have a default bias, which means once a behavior is established people prefer not to change it. To take advantage of this phenomenon, people should set up positive defaults. Once a person is on autopilot with positive behaviors, they are likely to continue.

5. Use tools. Tools like online counters and other tracking systems can help reinforce positive behaviors.

Just Implement


All of the work that a leader does related to values definition, leadership development, direction-setting, communication, and motivation, will come together when it is time to implement an initiative. Although many companies look outside for explanations when they encounter failure, Kraemer believes that execution often runs into problems because there is no clear owner. As a result, failure can usually be attributed to an individual leader or to organizational factors.

When it comes to implementation, leaders must strike a balance between delegation of work to others and personal involvement. This requires leaders to maintain some managerial duties. Kraemer suggests that a person cannot be a good leader unless he or she is also a good manager. Leaders should never lose touch with what is happening on a day to day basis. A good analogy is the coach of a sports team. He or she remains close to the action, but delegates to the team members who are on the field. At the same time, the coach maintains enough distance to determine what changes may need to be made.

There are four management processes that are essential for good implementation and execution: strategic, people, operations, and measurement. These four processes must work together simultaneously.

* Strategic process. The strategic process helps teams identify where they are today and where they want to go in the future. Part of the strategic process is identifying key issues, opportunities, and alternatives that may affect the company. One way to view this process is as a road map that is constantly updated to take the company in a new and specific direction.

* People process. This process ensures that leaders have identified team members who are well suited to carry out the vision that was identified in the strategic process. Human resources is a very important partner, who can help link the strategic and people processes.

* Operations process. The operations process or operating budget focuses on the present, while the strategic process is focused on the future. The goal of the operations process is to identify the steps needed to attain the company’s vision. Ideally, the operations process should encompass the first year of the strategic process. For effective execution to occur, the strategic, people, and operations processes must be closely aligned.

* Measurement process. During execution, teams often overlook measurement. This is a significant problem since things that are measured and defined get accomplished in an organization. On the other hand, companies should not go overboard and become burdened with unnecessary reports. Kraemer recommends that teams carefully consider what they measure, and why they measure it. To that end, he suggests developing key metrics and reporting on an exception basis. Under exception based reporting, if a division is within a certain percentage of its operating goals, then the leader does not need to review its reports. Of greatest interest to leaders are groups that are either over-performing or under-performing.

One of the leader’s roles is to ask the right questions, which will ultimately lead to the best decision. Good questions can determine whether a strategy is sound, whether the right employees are on the team, or whether or not the company’s operations are competitive in the industry. While there will be large amounts of information and many distractions, good leaders keep a balanced point of view and make well-reasoned decisions. After a decision has been made, the leader must remain engaged.

Prepare to Change

Six sources of influence that affect people as they try to change their habits. They also identify change tactics that can help counteract each of these influences. People who follow these steps and align sources of influence in their favor are more likely to achieve personal success.

1. Personal motivation. Although personal impulses can be compelling, it is possible to interrupt these impulses by connecting with personal goals during crucial moments.

2. Personal ability. A proven way to change habits is to enhance personal ability and to learn new skills.

3. Social motivation. There is a clear social component to bad habits. When friends encourage bad behavior and also engage in it, this is very difficult to resist. If individuals can transform “accomplices” into “friends” who encourage good behavior, they are more likely to change their habits.

4. Social ability. To change longstanding habits, people usually need support from other people. Individuals who get a life coach or mentor are often more successful at changing behaviors.

5. Structural motivation. People who connect short-term rewards or punishments to new habits are usually more likely to adopt those new habits.

6. Structural ability. Researchers have found that minor environmental changes can have a significant effect on a person’s choices. Individuals experience faster behavior changes when they add visual cues to help them focus on their goals.

By understanding these influences, it is possible for people to consciously design change plans that address them. The authors discovered that individuals who incorporate the six sources of influence into their change plans are ten times more likely to succeed than people who do not take this approach.

Respect Values

Values-based leadership is based on four principles: self-reflection, balance, true self-confidence, and genuine humility.


Self-reflection is essential for determining one’s values, as well as analyzing choices and decisions. Kraemer believes that it is not possible to simply imitate the leadership style of someone else. Instead, authentic leadership comes from self-understanding. One of the major benefits of self-reflection is that it enables people to take time out and evaluate situations from a holistic perspective. In this way, leaders can identify certain decision-making patterns. Self-reflection also helps leaders to prioritize decisions and focus on areas where the organization is most likely to succeed. There are many different ways to engage in self-reflection, such as keeping a journal. However, the most important aspect of this practice is to reserve periods of quiet time where it will be possible to focus on what matters most. Kramer notes that he engages in self-reflection each day and on an annual basis, he goes to a silent retreat. Through self-reflection, it is possible for leaders to make decisions that are in proper alignment with their values.

Balance and Perspective

Balance and perspective is the second principle of valued-based leadership. When individuals take a balanced viewpoint in the workplace, they can see issues from many different perspectives. As a result, decisions can be made with a better understanding of their broad impact. One way that leaders achieve balance is by gathering input from team members before making decisions. A benefit of this practice is that employees see that their leaders are listening to their views. Kraemer believes that the combination of self-reflection and balance elevates leadership to a new level. Some leaders are reluctant to involve subordinates in decision-making because they feel that employees will be dissatisfied if their recommendations are not adopted. Kraemer takes an opposing standpoint on this issue. Leaders are responsible for gathering input, not for gaining consensus. In Kraemer’s experience, team members are satisfied as long as they are given an explanation for why a decision was made. Although gathering input is important, it should not lead to slower decision making. One of the important elements of balance is gathering input from team members, while still making decisions with a sense of urgency.

Balance also applies to one’s life outside of work. Kraemer strongly emphasizes how important it is for leaders to balance their professional and personal lives, and to model this behavior for their organizations. This type of life balance gives people a broader perspective on issues and often helps with decision-making. The author recommends creating a grid which identifies each important part of each person’s life. This grid can be used to track how time is spent and to illustrate where changes may be needed to improve quality of life and leadership. According to Kraemer, successful achievement of life balance can contribute to better discipline, focus, consistency, and credibility.

True Self-Confidence

Leaders with true self-confidence recognize their strengths and weaknesses, and accept themselves as they are. Kraemer has found that one reason companies make poor decisions is because leaders lack self-confidence, and are reluctant to gather input from their teams for support. When a leader truly possesses self-confidence, he or she encourages teams to provide feedback and to challenge others’ opinions, even that of the leader. The confidence a leader feels allows them to ultimately become a better part of a team, since they no longer fear criticism or input from others. Confident leaders also have the courage to speak up when they feel that an organizational decision is not the right one. Further, self-confident leaders have the ability to successfully recognize areas where they have strengths and weaknesses. When individuals have true self-confidence, they understand that they must rely on other team players with complementary abilities who can fill in where the leaders do not excel. Being comfortable with oneself leads to a greater understanding of others. This level of comfort is based on the mastery of self-reflection and balance.

Genuine Humility

The fourth and final principle of values-based leadership is genuine humility. Leaders who have adopted this principle value every employee and treat everyone with respect, regardless of their title. Kraemer believes that genuine humility keeps leaders in touch with their true selves. When people in positions of power become caught up with their titles, they develop inflated egos. This separates them from their teams and also makes them a target of criticism. A leader with genuine humility relates well with others at all levels. This ultimately motivates the team to help the leader succeed. One of the most important ways to maintain genuine humility is to be surrounded with people who will relate honestly with a leader, and feel able to communicate without hesitation.

While at Baxter, Kraemer made an effort to maintain relationships with people throughout the organization. This further enabled him to gather valuable information from frontline workers when needed. Kraemer believes that supervisors can and should be friends with subordinates, but everyone must understand that the supervisor’s job is to hold people accountable. Genuine humility enables leaders to emphasize that every person adds value, and employees are not valued only based on title or amount of power.

Share Vision

With clarity of vision and courage to take risks, an organization can unleash power and achieve excellence by tapping into the potential of its middle management. To initiate changes, middle managers must overcome three barriers:

  1. A bureaucratic culture enforces the perception that initiatives for change must originate only from top management. Change is perceived as risky–if change agents fail, they are punished, and if they succeed, they become so indispensable that they are not promoted. This type of culture exhibits short-term thinking, limited rewards, lack of vision, and an emphasis on the status quo.
  2. Embedded conflict can affect three aspects of the organization. Conflict between functions in the organization makes it difficult for managers to take both a corporate and an innovative perspective in making change. Also, conflict between peers undermines efforts to gather support for initiating a change. Additionally, many managers encounter resistance from their direct subordinates, making it difficult to communicate a vision.
  3. Personal time constraints have increased in the work place, requiring employees to do more with less and on tighter schedules. This adds stress on middle management roles, leaving little time to think about initiating anything new while they are trying to accomplish existing planned efforts.

These barriers are the natural consequence of the organizing process. Managers receive powerful directives to conform from every aspect of their surrounding environment. Middle managers can successfully initiate change through a process of redefining themselves and their organizational roles. Gaining a new perspective, they obtain courage, the tools, and the empowerment to take risks and initiate action. This approach is based on a continuous evaluation, reinvention, and realignment of self.

Though many people make the transition from individual contributor to manager, many (including CEOs) fail to make the much more difficult transition from manager to leader. Their failure to make the transition to the transformational paradigm prevents many CEOs from recognizing their most potent tool for change and their ultimate source of power in the organization–modeling the change process for other individuals. To be able to model the change process, leaders must themselves become engaged in the deep change process.

CEOs are expected to play four general roles: vision setter, motivator, analyzer, and taskmaster. They enact these roles within four domains: the organization, the future, the operational system, and the market. In some roles, the CEO functions in a transactional paradigm. As an analyzer, the CEO attends to efficiency of operations, evaluates proposed projects, and integrates conflicting perspectives and needs. As the taskmaster, the CEO watches performance, focuses on results, solves problems, and influences lower-level decisions. However, in other roles, the CEO functions using a transformational paradigm. As a vision setter, the CEO must look to the future, remain up-to-date with emerging trends, focus on purpose and direction, and communicate a sense of where the company will be over the long term. When the CEO acts as a motivator, he or she must emphasize commitment and company values, challenge people with new goals and aspirations, and create a sense of excitement. In trying to lead, CEOs face the challenge of overcoming the attraction toward transactional roles that involve preserving the status quo. The key to being a successful leader is the ability to integrate the transactional roles of analyzer and taskmaster with the transformational roles of vision setter and motivator.

To internalize the transformational paradigm, the leader must become free of the organization’s most powerful expectation, see it from a self-authorized perspective, and still care enough to be willing to be punished for doing whatever it takes to save the organization. To survive, organizations need leaders who are courageous and who care enough to take risks for the organization.

Many senior people have no idea how to develop a vision and find it very embarrassing to be reminded repeatedly that their company lacks an adequate vision. Visionaries are internally driven leaders. Their main objective is the realization of their vision. Few managers and CEOs have internalized the transformational perspective. Those that have done so can be found at any level in an organization. In internalizing the transformational paradigm, the leader becomes independent of the organization but remains attached to the organization by choice, not fear. The leader’s moral position and pursuit of what is right motivates other organization members.

Excellence is a dynamic process. Although some systems within an organization can attain extraordinary levels of performance, these peaks cannot be sustained because of the limitations of other subsystems in the organizations. Sustainable excellence is difficult to achieve without the transformation brought on by deep change activities–precipitated by risk taking and learning. Every system is evolving through a transformational cycle in four phases: initiation, uncertainty, transformation, and routinization. To remain healthy, a system must continuously circulate through the transformational cycle and avoid getting bogged down by stagnation or confusion. For deep change to continue, the transformational cycle must be complete. Change will continue when there is an ongoing evaluation, reinvention, and realignment of self and the organization.

Sustaining excellence usually requires an internally driven leadership that is highly disciplined and not afraid of risk. Leaders that suffer the difficulties of those who dare to serve with transformational leadership have discovered that the pain of leadership is exceeded only by the pain of lost potential. They understand that excellence is punished, but they have developed a value system that provides no acceptable alternatives.

Respecting Self for Change


The amount of energy people experience has much to do with the alignment between themselves and their surrounding environment. They can become aligned with their environment in such a way that they feel either strong and empowered or weak and powerless. When people feel strong, their energy and drive are directed toward some important task, and good things tend to happen. Relationships often play a key role, giving people their greatest sense of joy and meaning when they connect with others. During these periods, alignment between a person’s inner and outer world is easily achieved. Conversely, when people resist change by choosing the status quo, they begin to suffer psychologically and allow stagnation to occur. At this point, they encounter the process of slow death. When someone feels disempowered, they do not create or attract mutually enhancing relationships.

In today’s changing global economy, uncertainty and constant change are an ongoing concern and an ever-present reality. Under these conditions, people often feel insecure, and they grasp for any source of stability and predictability. At work, employees yearn for leaders who can align the internal and external realities, and make the organization successful. Even with high expectations of their leaders, they do not hold the same expectations for themselves. They feel little responsibility to be self- empowering and, in doing so, empowers their surrounding community.

To engage in processes that result in deep change, individuals must courageously leave the world of certainty to a place where there are many risks–a place where there are new problems that require them to think in new ways. This activity is sometimes called the “hero’s journey,” referring to a common story that appears in the mythologies of many cultures. It is a story of personal enlightenment and collective renewal. When people venture outside of their current selves, they begin to think differently. As they continue along this journey, they reinvent the self, experiencing an expansion of consciousness that helps them realign themselves with their surrounding environment. People who choose this journey can follow some guidelines to help them along the way:

  • Finding Vitality. Most people tend to ignore warning signs that point to their need to make changes. When performance levels begin to fall, one the most useful techniques people can use to avoid the journey to slow death is to monitor their level of vitality. When they detect these signs are occurring, they can think about breaking their alignment with the status quo and chart a new course toward deep change and renewed vitality.
  • Breaking the Logic of Task Pursuit. In an attempt to accomplish a task, individuals and organizations naturally follow their existing paradigms, scripts, systems, or frameworks. These “maps” are the keys to their past success. The problem is that as they experience success, they change, and so does the world. The maps they used in the past might prove limiting in a new situation, and if they try to guide their activities solely by these old maps, they might become frustrated. At such times, they often become trapped in the logic of task pursuit. Under pressure, many people and organizations will continue to pursue the task to completion using out-dated processes, instead of taking the time to analysis the problem, update the processes, and complete the process in a more efficient way. Often when organizations discover that their systems need realignment, they argue that they have no time to engage in activities that lead to deep change. People who find themselves on this path can break the logic of task pursuit by getting outside of themselves, thinking about what they enjoyed most in the past, and reflecting on the deep structure of the present. Eventually, by penetrating their own defenses, people will allow themselves to reexamine and realign their motives, conscience, and capabilities.
  • Enlarging the Perspective. A change in perspective can greatly alter how people see and relate to the world. However, it is difficult for individuals and organizations to enlarge their perspectives. Their past successes with a given map, process, or paradigm have solidified their way of processing information. To gain new insights, they must overcome mental barriers and reexamine their accustomed methods. Continuing to explore new and problematic territory with an old map, will make their problems worse. To develop new maps, individuals and organizations must get back in touch with their core myths–the stories that showcase what is central to their identity. In retelling the stories, they can recount it from the perspective of their current problems, allowing them to realign their past to include their present and future.
  • Confronting the Integrity Gap. To initiate deep change, people must confront a path blocked by many risks and unforeseen challenges. Sometimes, their actual behavior does not align with their preferred self-image. When they identify an incongruity between their behavior and self-image, they build integrity by constantly observing those times when they lacked integrity. People on the hero’s journey of deep change become increasingly aware of their responsibilities, not only for the technical aspects of their work, but also for the interpersonal, political, or ethical effects of their actions.

Ultimately, deep change is a spiritual process. When people are forced to live at a cognitive level, achieving rational goals, they tend to make trade-offs of some kind. They know they are wrong, but they rationalize the choice using the end to justify the means. Over time, they lose vitality, cannot renew their energy, and experience no joy in what they do–in other words, they experience a slow death. Those who travel on the hero’s journey understand that transition is painful, taking courage and confidence to proceed. However, those who take that path find strength, power, vitality, and energy in change.