Tag Archives: training

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/

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I have HERO in me – I am SHEROES

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

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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.

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.

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 Effective Communicator

 

Effective communication has three qualities: clarity, simplicity, and brevity. Kraemer believes that communication is one area where most leaders could use improvement. Communication is certainly important, but more communication does not necessarily result in more effective communication. On the other hand, some leaders believe that employees only need a brief explanation of a task and may simply send an email or voicemail. Yet, taking time to communicate completely dramatically increases the likelihood that assignments will be completed in a satisfactory way. Leaders should never be too busy to communicate.

If an issue is ongoing, leaders may feel that they have communicated about it enough. In reality, people should always be reminded of issues that remain high priority for the organization. Kraemer recommends using a military technique called “back briefing” to guarantee that a message has been communicated clearly to an employee. With this approach, the leader gives an assignment to an employee, then the leader asks the employee how they will approach the task.

Another communication problem that leaders often encounter is communicating frequently when times are going well, but ceasing communication when a problem arises. Kraemer recommends telling employees immediately what leaders know about an issue and how soon information will be available about the unknowns. When leaders fail to communicate during a crisis, problems are always perceived to be worse than they really are. Kraemer’s rule is that his team should know everything that he knows.

Although many view communication as what is conveyed verbally, other contributors to effective communication are trustworthiness, being a good listener, and relating to every team member. When leaders are open and honest, they are more likely to be perceived as credible and trustworthy. Experts suggest that 90 percent of effective communication is listening. Yet many people who do not have self-confidence (one of the key principles of values-based leadership) find listening difficult. The higher up the corporate ladder a leader progresses, the more important it becomes to relate to team members. Relating to employees is especially important in global companies, where people come from different cultures and often have different communication practices.

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.

Implement Adaptive business

The concept of an adaptive business transformation that companies must undergo to handle the complex challenges traditional plan-and-execute strategies can no longer address. He makes the case that leadership must systematically implement four powerful design principles to drive the adaptive business model needed for companies to thrive in today’s complex, networked world. Companies must:

  • Embed sense-and-response capabilities within normal plan-and-execute processes.
  • Adopt strategies that promote collaborative action among network partners.
  • Value and nurture organizational learning.
  • Deploy technologies that enable intelligent adjustment to major environmental shifts.

Prepare to Lead a Change

Enter the fundamental state of leadership by engaging in eight practices : reflective action, authentic engagement, appreciative inquiry, grounded vision, adaptive confidence, detached interdependence, responsible freedom, and tough love

Leadership development is a two-step process. First, people must change themselves by choosing to enter the fundamental state of leadership, and second, they help others change by helping them enter the fundamental state of leadership. People do not have to hold a position at the top of an organization to lead change. Likewise, not all people at the top of an organization are—ever—in a fundamental state of leadership. Many executives are called leaders because of the position they hold, which is not the same as leading. The concept of the fundamental state of leadership redefines what leadership means. Leadership is not synonymous with authority, and it is not a set of learnable skills. It is a state—a way of being. With this redefinition of leadership comes a corresponding redefinition of how leadership should be developed.

There is no way to teach leadership except by being what one wants to be in order to inspire others. In the fundamental state of leadership, people become natural “attractors.” With those they attract, they develop a social movement that subsequently develops into a critical mass of people who see things in a new way and who are willing to join together to produce innovative initiatives. This critical mass becomes a productive community that continuously strives to adapt to reality as it emerges, so that together they build a bridge as they walk on it.