I have prepared this deck to deliver a lecture to senior students at one of the Cairo University faculties. I would appreciate feedback and comments please.

1. A SUITE OF FRAMEWORKS
FOR PERSONAL AND
ORGANIZATIONAL
EFFECTIVENESS
Ayman Mashhour
March - 2017

2. Agenda
 Abstract
 Introduction
 Challenge
 A Suggested Holistic Approach
 The Landscape of Models and Frameworks
 Foreseeable Benefits
 Summary
 Call to Action
 References

3. Abstract
 The objective of this presentation is to share an array of frameworks and models
that when used together can lead to a significant enhancement of an overall
effectiveness of the individuals within an organization
 The point of view being advocated here is how the chosen concepts can form a
strong foundation for ongoing evolution of an organization and the individuals it
comprises

4. Introduction
 The presentation draws on a number of known models and frameworks that are
used to understand and transform organizational behavior
 The premise for leveraging those models is to have good practices to follow on an
ongoing basis that would maximize the benefit for an organization as opposed to
using such models sparsely and/or intermittently

5. Challenge
• Enhancing results, of a person’s
undertakings, requires that we address the
layers that drive those results
• Essentially, the whole pursuit of raising
effectiveness needs to start at the
“thoughts” level
• In today’s world, with an ever increasing
pace and pressure, individuals as well as
organizations tend to fall in the following
traps:
 Working on the top layers – results and
behaviours
 Ignore the cumulative wisdom available
in those organizations as well as that of
the professional development literature
 Using the same mindset when dealing
with people-related problems that we
use to sort out problems with
processes/things

6. A Suggested Holistic Approach
The point of view of I am advocating is based on the following principles:
 Pay attention to the difference of people problems as opposed to processes and things
 Use an integrated set of models that includes:
 Enabling high performance
 Mitigating derailment
 Fostering knowledge creation
 Use the chosen models on an ongoing basis – not just in one-off events (e.g., seminars and
workshops)
 Realize that reaping the benefits of such models would happen when we attempt to perfect them by
knowingly practicing them – with the understanding that this is a journey of transformation and
growth
 Revisit the battery of models to ensure it is fit for purpose – and add and retire stuff as appropriate

7. The Landscape of Models and Frameworks
Enabling
Performance
Knowledge
Creation
Mitigating
Derailment
 Being in your
zone
 Optimal
Experience
 The seven habits
of highly effective
people
 First things first
 Giving and
receiving
feedback
 Leadership styles
and their impact
on organizational
climate and
results
 Six steps to
transforming
performance
o Mental maps
o Knowing your natural
preferences
o Choose your focus
o Handling resistance
to change
o Ridding of bad
habits
o Feel the fear and do
it anyway
o Team formation
cycle
o Awakening to your
purpose
 Learning styles
 Knowledge spiral
 The power of subconscious

8. The Landscape of Models and Frameworks
Being in “the
zone”

9. The Landscape of Models and Frameworks
The optimal
experience

10. The Landscape of Models and Frameworks
The Seven Habits of
Highly Effective People

11. The Landscape of Models and Frameworks
First Things First

12. The Landscape of Models and Frameworks
Feedback

13. The Landscape of Models and Frameworks
Leadership
Styles and
their impact

14. The Landscape of Models and Frameworks
David Rock’s
Six Steps to
Transforming
Performance

15. The Landscape of Models and Frameworks
Mental maps

16. The Landscape of Models and Frameworks
Knowing your
preferences –
Myers Briggs Type
Indicator

17. The Landscape of Models and Frameworks
Knowing your
preferences –
Hermann Brain
Dominance
Instrument

18. The Landscape of Models and Frameworks
Choose your focus

19. The Landscape of Models and Frameworks
Handling Resistance
to Change

20. The Landscape of Models and Frameworks
Ridding of bad
habit(s)

21. The Landscape of Models and Frameworks
Feel the Fear and Do
It Anyway

22. The Landscape of Models and Frameworks
Team Formation
Cycle

23. The Landscape of Models and Frameworks
Awakening to your
Purpose

24. The Landscape of Models and Frameworks

25. The Landscape of Models and Frameworks
Knowledge Spiral

26. The Landscape of Models and Frameworks
The Power of the Subconscious
Mind
To tap into the power of subconscious mind, try the following when dealing with problems that you
need to solve – this can apply to exam questions:
• Define the most difficult and toughest – and keep at that level, do not try to think of a solution
• Start with the second easiest – this gives you confidence and keeps your conscious mind busy
enough so as not to block your subconscious
• Attempt your toughest problem – and chances are you are going to come across plausible
solutions
• Leave the easiest one till the end of your constrained time – that one you can solve “blindfolded”.

27. Foreseeable Benefits
 Boosting the strengths in each every person – and the organization, collectively
 Becoming aware of ourselves and the others – which would make communications
more constructive and hopefully minimize time and energy waste
 Create an atmosphere that is conducive to ongoing development, learning and
improvement

28. Summary
We have covered:
 The challenges we are facing – distractors that can lead us to miss great
opportunities
 An introduction to an array of cumulative wisdom that was developed by authorities
in the domain of processional and leadership development – and are adopted by a
significant number of successful individuals and enterprises
 We contend to you to please make use of them!

29. Call to Action
 Start by understanding the models
 Get into the habit of tapping into the power of those models – by practicing them
with passion
 Be a missionary within your circles: friends, family and colleagues to help create a
better world – leveraging your best traits/talents and by being aware of the
differences with the others
 View the differences with others as a way to synergize and come to better and more
informed decisions

30. References
 David Rock. Quiet Leadership.
 Ken Robinson. The Element.
 Mihaly Csikszentmihaly. The Flow.
 Stephen Covey. The Seven Habits of
Highly Effective People.
 Stephen Covey. First Things First.
 David Rock. SCARF model.
 CICOM Brains. Leadership Styles,
Climate and Results.
 MBTI literature.
 HBDI literature.
 Kotter and Schlesinger. Dealing with
Resistance to Change.
 Judson Brewer. TED talk: A Simple Way to
Break a Bad Habit.
 Susan Jeffers. Feel the Fear and Do It
Anyway.
 Bruce Tuckman. Team Building Model.
 Eckhart Tolle. A New Earth.
 David Kolb, Peter Honey and Alan
Mumford. Learning Styles.
 Nonaka and Takeuchi. Knowledge
Management Cycle.
 Francis Cattermole of the OUBS. In his
lectures on “Creativity, Innovation and
Change”.