Welcome to Today’s Event Guest Speaker: Ann Herrmann-Nedhi CEO Herrmann International Get Strategic and Get More Done: 4 S...
Recorded Webinar This program was presented for Training Magazine Network members as a live webinar.  We invite you to vie...
Click to Register TrainingMagNetwork.com is powered by  VFTNetworks  social learning platform Questions?  Click here to as...
About Ann Hermann-Nedhi    Ann Herrmann-Nehdi is CEO of Herrmann International, the company that originated the Whole Brai...
better results through better thinking Get Strategic  and  Get More Done: 4 Secrets of the C-Level Brain With Ann Herrmann...
<ul><li>Optimize your thinking to: </li></ul><ul><li>  </li></ul><ul><li>   Free up more thinking time </li></ul><ul><li> ...
Ground Rules <ul><li>Engage your brain-participate! </li></ul><ul><li>Turn off e-mail, cell phones etc. </li></ul><ul><li>...
Agenda <ul><li>Introduction & Poll </li></ul><ul><li>Impact of Mindset </li></ul><ul><li>C-Level Data </li></ul><ul><li>4 ...
Polls…
Polls…
POLL:  <ul><ul><ul><li>For you, what is the most important area for a C-level leader  to focus on?  (select one): </li></u...
If you seek to lead,  invest at least 50% of your time leading yourself. Dee Hock Founder, Visa Int’l C-Level Leaders
This is about YOU and YOUR thinking! C-Level Leaders
Our mindset drives what we see.
A view from down under:
Chip Heath and Dan Heath  Can intelligence be developed like muscles, or is it static and fixed? Carol S. Dweck Type in ch...
growth mind-set   Test themselves more ,  are more inclined to accept feedback .  Fixed:  May avoid challenges, be threate...
Mindset comes from…
<ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul>Check three friends.  If they’re OK, you’re it. B...
<ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul><ul><li>Check three friends.  If they’re OK, you’...
<ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul><ul><li>Check three friends.  If they’re OK, you’...
Your brain craves patterns and searches for them endlessly. Thomas Czerner 2001 How We Create Mindset
 
Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny ipr...
red yellow green blue red yellow green blue red
JGF GPFAM JS CQQD
JGF GPFAM JS CQQD
Select 1 card and focus on it! I will then perform a magic trick…
Select 1 card and focus on it!
I will now remove the card you selected!
Do you see your card?
The brain is subject to  “ unintentional blindness”
Be MINDFUL not MIND-FULL
Your brain is specialized!
A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Right Brain
A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Left Brain
Upper Right Upper Left Lower Left Lower Right A LOGICAL ANALYTICAL FACT- BASED QUANTITATIVE B ORGANIZED SEQUENTIAL PLANNED...
STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-Level?
A LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE A ANALYZE
“ It has yet to turn a profit.”
 
B ORGANIZED SEQUENTIAL PLANNED DETAILED B ORGANIZE
 
 
C INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL C PERSONALIZE
THE VICE-PRESIDENT  IN CHARGE OF ENTHUSIASM Oh! That was a  wonderful idea Bob! A wonderful idea!
 
D HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING D Strategize
“ Trust me, cattle futures are the last place you want to invest.”
 
STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-level : What about you?
<ul><ul><ul><li>What was the color of the item you selected as most important? </li></ul></ul></ul>Delivering ROI, definin...
Strategy HR Operations R&D Technical- Legal Finance Sales Training HBDI Data to Measure Thinking Preferences
C-Level  HBDI ®   Average Profile
President  Average Profile
Four Secrets of the C-Level: KEY ROLES A B C D ANALYZING EVALUATING PROBLEM SOLVING Define Objectives INTEGRATING INNOVATI...
A ANALYZING EVALUATING PROBLEM SOLVING Define Objectives CLEAR GOALS!
 
<ul><li>What are your top three? </li></ul><ul><li>? </li></ul><ul><li>? </li></ul><ul><li>? </li></ul>
How are you aligned with the business goals?
Do Not Let Interaction Manage YOU C COMMUNICATING INFLUENCING ENGAGING Manage Interaction
© 2009 Herrmann International-Do not reproduce without written permission from Herrmann International
 
Map Your Relationships Understand the map of those you work with, serve, and report to.
Not just your preferred! Communicate to all FOUR quadrants
Think Strategically D Get Outside the Cubicle! INTEGRATING INNOVATING STRATEGIZING See the Big Picture
Snapshots ™ U.S. executives cite main issues 39% 24% 15% 11% 10% Strategic thinking/planning What management issue do you ...
“ So, Jim, where do you see yourself  in ten minutes?”
Push your thinking, try new things
Think differently about what you know
Use Your Resources
“ I use not  only all the  brains I have,  but all I can  borrow.” Woodrow Wilson
Organize to Artfully Execute B PLANNING ORGANIZING CONTROLLING Ensure Execution
Organize Your Space
Organize Your Thinking and Decision  Making WHAT WHY WHO HOW
2. How will you keep the big picture top of mind? 3. Who are  your key relationships? 4. How will  you better organize for...
<ul><ul><li>Decide on your top 3 goals, share those with others and evaluate your priorities based on those as you navigat...
<ul><ul><li>Regularly step outside your “world” very intentionally to see the big picture and become more strategic. Seek ...
<ul><ul><li>Improve your thinking skills by flexing and accessing  your own diverse thinking. </li></ul></ul><ul><ul><li>H...
Critical Elements for Effective Leaders in the 21 st  Century  <ul><li>Embracing constant rapid change </li></ul><ul><li>B...
QUESTIONS? Visit the discussion group and  www.hbdi.com  for more resources and dialogue.
Upcoming SlideShare
Loading in …5
×

Ann Herrmann Nedhi: Get Strategic and Get More Done: 4 Secrets of the C-Level Brain - presented by training magazine network

1,630 views
1,598 views

Published on

Published in: Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,630
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
93
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Last but not least, if you do leave the program, please let us know by clicking on the away icon and that will indicate to me that I probably should not call on you because you are no longer at your computer.
  • Ask Participants to rank order from most to least important
  • State that we can learn a lot about creativity by understanding how the mental process works
  • Is the white triangle real? It appears to be, because the brain automatically fills in lines that are missing assuming that the shape is there. But if you block out parts of the picture, the white triangle vanishes.
  • And provide us with some mental floss
  • (FLASH THIS SCREEN, ONLY ALLOWING ENOUGH TIME FOR THEM TO SEE ONE CARD)
  • “ Do you see your card-Was I able to remove the card you selected?” Raise your hand if your card is missing. “ What just happened? Does anyone know who I did that?” They guess or tell them that all the cards were changed out. Close with: “ We all have blind spots. When we focus on one thing-there are lots of other things we miss. We all have blind spots individually and teams can have blind spots too.
  • And provide us with some mental floss
  • Is the white triangle real? It appears to be, because the brain automatically fills in lines that are missing assuming that the shape is there. But if you block out parts of the picture, the white triangle vanishes.
  • So what I would like you to now is based on your selection, place a check or an item or something next to the item that you selected as most important for the team in your perspective. Which one is that? It’s very interesting to see that all of them were selected except for getting to task, implementation, quality, on time delivery. That’s going to be interesting to see as we look at our group process. That is, of course, going to be pretty important – would you agree? Give me a smiley face if you agree that it’s pretty important. Looks like all of you think it’s pretty important. That may be something that we pay attention to. It looks like the group, overall, agree that the blue, red and yellow are most important. Of course, all four are critically important to success when we look at teams. If we don’t get things done, you’re going to feel the consequences as a group.
  • We do not multitask When you have to focus, you retain better!!!
  • Patty’s notes: And so as we look at this process, how do we do that? Well, one of the best ways to do that is to make sure that we build off of each others’ ideas and thinking so that we can get things done. As you can see in this terrific example of it’s a dogs’ world after all. Notes already here: We know you need to be creative to get and keep the team on board and solve challenges.
  • Other benefits are: mental diversity awareness boost creativity better communicate with others increased self-awareness
  • Other benefits are: mental diversity awareness boost creativity better communicate with others increased self-awareness
  • Ann Herrmann Nedhi: Get Strategic and Get More Done: 4 Secrets of the C-Level Brain - presented by training magazine network

    1. 1. Welcome to Today’s Event Guest Speaker: Ann Herrmann-Nedhi CEO Herrmann International Get Strategic and Get More Done: 4 Secrets of the C-Level Brain
    2. 2. Recorded Webinar This program was presented for Training Magazine Network members as a live webinar. We invite you to view the full recorded webinar. Click Here to View Recording Download Handouts / Join Discussions The speaker invites you to join their discussion group at TrainingMagNetwork.com . Materials are posted for free download in the discussion group. Click Here to Join Group Register If you aren’t already a member of Training Magazine Network, you’ll register along the way. Registration is quick & free. Members are privacy-protected. Solicitation by vendors is prohibited.
    3. 3. Click to Register TrainingMagNetwork.com is powered by VFTNetworks social learning platform Questions? Click here to ask. <ul><li>What is Training Magazine Network? </li></ul><ul><li>TrainingMagNetwork.com is a social learning community of over 14,000 global learning professionals and thought-leaders. </li></ul><ul><li>Members have free access to: </li></ul><ul><li>Webinars & online workshops </li></ul><ul><li>Presentations, white papers & resources posted by speakers and peers </li></ul><ul><li>Networking with fellow learning professionals </li></ul><ul><li>Free tools to help in their work </li></ul><ul><ul><li>Social learning system & collaborative learning platform </li></ul></ul><ul><ul><li>Goal-setting/action-planning software for learners </li></ul></ul><ul><ul><li>Track Measurable impacts of training </li></ul></ul><ul><ul><li>Web 2.0 online coaching system </li></ul></ul><ul><ul><li>Instant publishing & learning content organization tools </li></ul></ul><ul><ul><li>Downloadable, easily editable eLearning Flash micro-games </li></ul></ul>
    4. 4. About Ann Hermann-Nedhi    Ann Herrmann-Nehdi is CEO of Herrmann International, the company that originated the Whole Brain® Thinking approach with the development of the Herrmann Brain Dominance Instrument® (HBDI®) assessment tool 30 years ago. Based on extensive research on thinking and the brain, Whole Brain® Thinking solutions are used by nine out of ten of the Fortune 100 to help them achieve better results through better thinking. As CEO of Herrmann International, Ann seeks to apply the principles of Whole Brain Thinking® to her varied responsibilities: from day-to-day operations to sales to workshop design and presentations. A contributor to a number of scholarly and industry journals and handbooks, her own book, addressing &quot;Return on Intelligence,&quot; will be published in 2010.   Ann is an ISA (Instructional Systems Association) and Eureka Ranch board member, a member of the SmartBriefs on Workforce Advisory Board, an advisor to the American Creativity Association and Innovation Network, a founder of the Hickory Nut Gorge Community Foundation and serves on other non-profit and for-profit boards. In addition, she is a faculty member for the Institute of Management Studies.
    5. 5. better results through better thinking Get Strategic and Get More Done: 4 Secrets of the C-Level Brain With Ann Herrmann-Nehdi © Herrmann International 2009
    6. 6. <ul><li>Optimize your thinking to: </li></ul><ul><li>  </li></ul><ul><li>   Free up more thinking time </li></ul><ul><li>   Move beyond clutter & stress </li></ul><ul><li>   Better communicate </li></ul><ul><li>   Stretch your thinking </li></ul><ul><li>   Think more strategically </li></ul>Objectives © Herrmann International 2009
    7. 7. Ground Rules <ul><li>Engage your brain-participate! </li></ul><ul><li>Turn off e-mail, cell phones etc. </li></ul><ul><li>Be patient with questions. </li></ul><ul><li>Jot down your insights and ideas. </li></ul>
    8. 8. Agenda <ul><li>Introduction & Poll </li></ul><ul><li>Impact of Mindset </li></ul><ul><li>C-Level Data </li></ul><ul><li>4 Secrets of using your Brain @ Work </li></ul><ul><li>Tools and Recommendations </li></ul>© Herrmann International 2009
    9. 9. Polls…
    10. 10. Polls…
    11. 11. POLL: <ul><ul><ul><li>For you, what is the most important area for a C-level leader to focus on? (select one): </li></ul></ul></ul>A. Effective interaction, communication and people skills, inspiring, influencing and engaging with employees, stakeholders and customers. B. Delivering ROI, defining goals, solving problems, getting the most value from of time, money, energy, resources etc. C. Ensuring execution happens through organization and planning, making sure the goals are met on time with quality. D. Strategic thinking and innovating, having vision, seeing the big picture, thinking globally and conceptually about the future.
    12. 12. If you seek to lead, invest at least 50% of your time leading yourself. Dee Hock Founder, Visa Int’l C-Level Leaders
    13. 13. This is about YOU and YOUR thinking! C-Level Leaders
    14. 14. Our mindset drives what we see.
    15. 15. A view from down under:
    16. 16. Chip Heath and Dan Heath Can intelligence be developed like muscles, or is it static and fixed? Carol S. Dweck Type in chat: “ Yes”: Can be developed “ No”: Static
    17. 17. growth mind-set Test themselves more , are more inclined to accept feedback . Fixed: May avoid challenges, be threatened by feedback .
    18. 18. Mindset comes from…
    19. 19. <ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul>Check three friends. If they’re OK, you’re it. Brain Related Items Found on Google
    20. 20. <ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul><ul><li>Check three friends. If they’re OK, you’re it. </li></ul><ul><li>I just got lost in thought. It was unfamiliar territory. </li></ul>Brain Related Items Found on Google
    21. 21. <ul><li>Psychiatrists say that 1 of 4 people are mentally ill. </li></ul><ul><li>Check three friends. If they’re OK, you’re it. </li></ul><ul><li>I just got lost in thought. It was unfamiliar territory. </li></ul><ul><li>Everyone has a photographic memory. Some don’t have film (or a flash card). </li></ul>Brain Related Items Found on Google
    22. 22. Your brain craves patterns and searches for them endlessly. Thomas Czerner 2001 How We Create Mindset
    23. 24. Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a total mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh?
    24. 25. red yellow green blue red yellow green blue red
    25. 26. JGF GPFAM JS CQQD
    26. 27. JGF GPFAM JS CQQD
    27. 28. Select 1 card and focus on it! I will then perform a magic trick…
    28. 29. Select 1 card and focus on it!
    29. 30. I will now remove the card you selected!
    30. 31. Do you see your card?
    31. 32. The brain is subject to “ unintentional blindness”
    32. 33. Be MINDFUL not MIND-FULL
    33. 34. Your brain is specialized!
    34. 35. A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Right Brain
    35. 36. A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Left Brain
    36. 37. Upper Right Upper Left Lower Left Lower Right A LOGICAL ANALYTICAL FACT- BASED QUANTITATIVE B ORGANIZED SEQUENTIAL PLANNED DETAILED C INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL D HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING Whole Brain ® Thinking Model
    37. 38. STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-Level?
    38. 39. A LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE A ANALYZE
    39. 40. “ It has yet to turn a profit.”
    40. 42. B ORGANIZED SEQUENTIAL PLANNED DETAILED B ORGANIZE
    41. 45. C INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL C PERSONALIZE
    42. 46. THE VICE-PRESIDENT IN CHARGE OF ENTHUSIASM Oh! That was a wonderful idea Bob! A wonderful idea!
    43. 48. D HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING D Strategize
    44. 49. “ Trust me, cattle futures are the last place you want to invest.”
    45. 51. STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-level : What about you?
    46. 52. <ul><ul><ul><li>What was the color of the item you selected as most important? </li></ul></ul></ul>Delivering ROI, defining goals, solving problems, getting the most value from of time, money, energy, resources etc. Ensuring execution happens through organization and planning, making sure the goals are met on time with quality. Effective interaction, communication and people skills, inspiring, influencing and engaging with employees, stakeholders and customers. Strategic thinking and innovating, having vision, seeing the big picture, thinking globally and conceptually about the future.
    47. 53. Strategy HR Operations R&D Technical- Legal Finance Sales Training HBDI Data to Measure Thinking Preferences
    48. 54. C-Level HBDI ® Average Profile
    49. 55. President Average Profile
    50. 56. Four Secrets of the C-Level: KEY ROLES A B C D ANALYZING EVALUATING PROBLEM SOLVING Define Objectives INTEGRATING INNOVATING STRATEGIZING See the Big Picture PLANNING ORGANIZING CONTROLLING Ensure Execution COMMUNICATING INFLUENCING ENGAGING Manage Interaction
    51. 57. A ANALYZING EVALUATING PROBLEM SOLVING Define Objectives CLEAR GOALS!
    52. 59. <ul><li>What are your top three? </li></ul><ul><li>? </li></ul><ul><li>? </li></ul><ul><li>? </li></ul>
    53. 60. How are you aligned with the business goals?
    54. 61. Do Not Let Interaction Manage YOU C COMMUNICATING INFLUENCING ENGAGING Manage Interaction
    55. 62. © 2009 Herrmann International-Do not reproduce without written permission from Herrmann International
    56. 64. Map Your Relationships Understand the map of those you work with, serve, and report to.
    57. 65. Not just your preferred! Communicate to all FOUR quadrants
    58. 66. Think Strategically D Get Outside the Cubicle! INTEGRATING INNOVATING STRATEGIZING See the Big Picture
    59. 67. Snapshots ™ U.S. executives cite main issues 39% 24% 15% 11% 10% Strategic thinking/planning What management issue do you consistently spend the most time on? Plan measurement/monitoring Internal communication Crisis management/ solving acute problems Others Oct. 8, 2004
    60. 68. “ So, Jim, where do you see yourself in ten minutes?”
    61. 69. Push your thinking, try new things
    62. 70. Think differently about what you know
    63. 71. Use Your Resources
    64. 72. “ I use not only all the brains I have, but all I can borrow.” Woodrow Wilson
    65. 73. Organize to Artfully Execute B PLANNING ORGANIZING CONTROLLING Ensure Execution
    66. 74. Organize Your Space
    67. 75. Organize Your Thinking and Decision Making WHAT WHY WHO HOW
    68. 76. 2. How will you keep the big picture top of mind? 3. Who are your key relationships? 4. How will you better organize for execution? 1. What your top three goals? Working on Your C-level Thinking
    69. 77. <ul><ul><li>Decide on your top 3 goals, share those with others and evaluate your priorities based on those as you navigate your challenges. </li></ul></ul><ul><ul><li>Manage your key relationships and interaction so it does not manage you. Own and protect your thinking time by limiting interactions that are too distracting. Save time by communicating with others styles in mind! </li></ul></ul>Think like a C-Level:
    70. 78. <ul><ul><li>Regularly step outside your “world” very intentionally to see the big picture and become more strategic. Seek out other perspectives. Practice, especially with your own career </li></ul></ul><ul><ul><li>Organize for artful execution. Think about all the ways your projects can get done. Walk around the brain for better decision making. </li></ul></ul>Think like a C-Level:
    71. 79. <ul><ul><li>Improve your thinking skills by flexing and accessing your own diverse thinking. </li></ul></ul><ul><ul><li>Have a learner mindset: </li></ul></ul>
    72. 80. Critical Elements for Effective Leaders in the 21 st Century <ul><li>Embracing constant rapid change </li></ul><ul><li>Being future focused </li></ul><ul><li>Thinking as a global, holistic “citizen of the world” </li></ul><ul><li>Decision making in a world of greater ambiguity </li></ul><ul><li>Intelligent risk taking </li></ul><ul><li>Building a culture where innovation and creative thinking thrive </li></ul><ul><li>Effective at scenario planning and strategic thinking </li></ul><ul><li>Rapid problem solving </li></ul><ul><li>Managing an endless stream of data, facts & information </li></ul><ul><li>Effective financial know-how and global business acumen </li></ul><ul><li>Decisive, in less time, under pressure </li></ul><ul><li>Leveraging new technologies & technical approaches </li></ul><ul><li>Analyzing new types of global business issues </li></ul><ul><li>Solving complex business & competitive challenges </li></ul><ul><li>Managing complex operational issues </li></ul><ul><li>Just in time planning and deadlines </li></ul><ul><li>Staying on task & focused in a changing world </li></ul><ul><li>Delivering results, implementation and taking action </li></ul><ul><li>Driving flawless execution and zero defect quality initiatives and evaluations </li></ul><ul><li>Managing conflicting priorities requiring </li></ul><ul><li>Simultaneous processing </li></ul><ul><li>Sensitive to diverse people and generations in virtual and co-located environments </li></ul><ul><li>Good emotional intelligence (EQ) </li></ul><ul><li>Sensitive to community & environmental issues </li></ul><ul><li>Responsive to increasing interaction with associates, customers & stakeholders </li></ul><ul><li>Culturally and globally savvy </li></ul><ul><li>Driving a customer & service focus </li></ul><ul><li>Collaboration and teaming </li></ul>
    73. 81. QUESTIONS? Visit the discussion group and www.hbdi.com for more resources and dialogue.

    ×