Mindset environmental dynamics and business success
Mindset-Environmental Dynamics and Economic Revival-Implications for Leaders and Executives Simon Bere (MSc)
Services Specialise in goal achievement models engineering and science Tools, Awareness, Models, Mindsets, Insights, Strategies, Strengths, Technologies, Systems, Abilities, Laws, Skills Marketing, Sales, Leadership, Peak Performance, Business, Opportunities Management Systems and Strategies
Objectives1. Sharing in search for what works2. To enrich your mind through new perspectives3. Not a prescription but something to think about4. Some of it will work for you immediately, some later along your life, some will never work5. Feel free not to agree and to agree6. Your know more than I do7. I will you a pleasant journey through the presentation and the discussion
The questions1. What creates the results that we get?2. What determines our future3. How do we make decisions4. hat is an business/or economic or political environment?5. Where is our business6. What are mindsets7. How do the environment-mindset interactions affect us?8. What the EM interactions of economic survival
The Road Map1. What creates the results that we get?2. Decisions3. The Business and Economic Environment4. Mindset, Outcomes and Environmental Dynamics5. 2000-2008 mindset reconstruction of events6. Rebuilding our Businesses7. Reviving The Economy
What creates the results we get Mindset X Environment=Decision=>Action=>Results Direction of your organisation=Resources invested/Resources Consumed What resources?
The Big D“I have the car, give me the fuel and I will get there?”
DECISIONS1. Shape our destiny (direction), not history2. All decisions have consequences!3. How do we make our decisions ?4. Where do this decisions come from?5. What major decision types do we make?
What creates the results we get Mindset X Environment=Decision=>Action=>Results
SOME PROPERTIES OF DECISIONS 90% of the decisions unconsciously Automatic decision-making schemas Emotions before reason Pain avoidance first, pleasure seeking second To avoid pain or gain pleasure Using a memory-based comparison system Using four different types of emotions Why we do things based on our motivation How we do things based on beliefs
Mindsets and Decision Making The meaning we attach to events determine how we respond Most decisions are made based on two sets of information The brain uses cognitive and emotional information to make decisions Four main memory types usedHistorical, Prospective, Navigational, Procedural Memory Pain/Pleasure asymmetry
Where do decisions come from? 1. All decisions come out of our emotional machinery and are modified by our thinking machinery 2. Decisions that come dripping emotions are more powerful that emotion-dry decisions 3. The power of decisions lie in the emotional charge that the decisions carry 4. The power of our logical brain is dwarfed by the emotional charge the decisions carry
Our Starting Point in Making Decisions shapes our direction?
Factors in the Quality of Decision Mindset Information Quality, not Quantity Emotional State Time Available to Decide Experience
THE ECONOMIC AND BUSINESS ENVIRONMENT We create
The Global Environment-From now into the Future The future of rapid change The future of making decisions at supersonic speed The future of working smarter instead of working too hard Short shelf life of products and services
The Environment Ahead-What does itmean? Opportunities will come flying at Mach 10 Problems will emerge at unexpected times and from unexpected angles Information will become obsolete as soon as you receive it Relationships will become the greatest asset every business will have
The Major Characteristic of New Global Business Environment Tight Integration of Communities, Knowledge, Expertise, Technologies, Systems and Skills THE TICKET
Our world now!If anyone doubted that we are living in a world of volatility, uncertainty, complexity, and ambiguity, the events of the recent past have surely erased those doubts. The other day a friend was telling me about a job interview she went on. It started with the interviewer telling her: "I am interviewing you but there is no job any more, so we won’t be hiring." The story can be told by many people and in many domains—things that looked stable and predictable just a short time ago are no longer so, deeply held assumptions are being questioned and reconsidered, previously unthinkable ideas beginning to look like new navigation points.Marina Gorbis: Executive Director, Institute for the Future: http://www.iftf.org
Necessities for Success in Navigating the Global Environment You must make decisions at a speed faster than the rate of environmental changes You need information on which to make the decisions Stepping up the ability to make new decisions with little information (The Skunk works Philosophy) Not just any information is enough
Information Properties for Success in the new environment1. It must be current2. It must right here, now3. It must be complete in content and context4. It must be dynamic5. It must have swift transmission capability6. It must be specific7. It must have compact storage capability
The Local EnvironmentThe Economic DiscontinuityThree phases: pre2000, 2000-2009, Post 2009The Economic System is Recreating ItselfWhat created the 2000-2008 economic environment? (a major shift in mindset)The statusWho created this status and How?
The Barrier Principle Economic and Business progress stops when we have hit a major barrier (brickwall???) An environmental barrier is a collective mindset in which our individual minds fail to thrive and create the results that it desires A personal barrier is a certain way of thinking, feeling and act that limits our ability to breakthrough collective barriers in a way that restores the ability to thrive and create the results that we want Barriers lead to ineffective or faulty decisions More than 18 barriers The most important barriers to business and economic progress are mindset (mental) barriers The inability to change means we have not yet found a way around or even identified and demolished the barrier When we shoot past a barrier we liberate ourselves or organisations and they move a step higher or a lead to a higher level How? overcoming a barriers changes the relationships between you and the environment
What is the environment?Collective mental (Psychic) state + Physical environment (infrastructure)=EnvironmentThe collective mental environment shapes the personal environment and the personal environment shapes the collective mental environment
Who is creating the environment? “The collective mind creates the environment” Simon Bere The individual mind lives within and is part of the collective mind All human problems are arise when the collective mind creates an environment in which the individual minds that created it struggle to survive
What is a Mindset?Mindsets Deep beliefs, attitudes, prejudices, views, self-concept and norms that we hold to be true about ourselves and the world. Mindsets fundamentally affect our decisions and our behaviours. They are filters through which we see the world, colour our judgements, our thoughts, our feelings and our actions. Through our mindsets we create our own realities. Mindsets are so deep that we are not conscious of them or how they affect us. Layers of mindsets There are layers of mindsets Surface Intermediate Deep
What is a Mindset?A system made of Metaprograms Beliefs Attitudes Values Thoughts Language Emotions Behaviour Self image Self concept
Impact of mindsets on outcomes Same environment, different mindsets, different outcomes Determine the type and ecology of our results Mindsets constructs our map of the world Govern our targets and the route to our targets Govern our responses to our environment through the way they filter information Determine the quality and direction of our decisions
The four master mindsets Grazing Mindset or (C mindset) The Creator mindset The basic needs mindset The spiripsychointellimotional mindset Which mindsets are predominant in our economy?
Environment-Mindset DynamicsStatus: If you Environment Environmenthave been Changes remains thesuccessful sameMindset Failure Sustainedremains the successsameMindset Failure or Failure orchanges sustained Success Success
Environment-Mindset DynamicsStatus: You Environment Environmentare on a failure Changes remains thepath sameMindset Definite failure Definiteremains the or success by continued failuresame accidentConscious Success by Definite successmindset design or by designchanges accidental failure
Environment-Mindset DynamicsProbabilities of Environment Environmentoccurrence Changes remains the sameMindset Extremely High Extremely lowremains the (rapid changessame or drift) (fantasy land)Conscious Extremely low Extremely Lowmindset Enlightened Thechanges few adventurers’s zone
Belief/Behaviour Dynamics Believes BelievesBelief-Systems environment environment changes remains the sameKeeps mindsetthe same Many (20) Mass of men (50)Makes Extremely few Very few (20)conscious Enlightenedmindset few (10)changes
Environment-Mindset DynamicsMental location Environment Environmenton the Success Changes remains the Radar sameMindset Consequence Consequenceremains the The Canyon of Brittle Successsame DoomConscious Dynamic Staticmindset Breakthrough Breakthroughchanges Success Success(Wisdom)
Environment-Mindset Dynamics If you are Then the Environment experiencing environment remains the same changes successAndbehaving/thinking The Canyon of Doom Brittle Successas if theenvironmentremains the sameThinking as if the Dynamic Your are in the futureenvironment Breakthrough before it arriveschanges Success
Environment-Mindset DynamicsIf you are Then the Environmentexperiencing environment remains thefailure changes sameAndbehaving/thinking Success or failureas if the Dead andenvironment buriedremains the sameBehaving as if the Breakthrough Seeking aenvironment Success breakthroughChanges
WHAT MINDSETS MIGHT HAVE BEEN DRIVING BUSINESS AND OUR ECONOMY IN THE 2000-2008 PERIOD? All results come from within
The Big Perturbation 1999-20001. An very unusual event to the brain happens2. Misinterpretation of the event to mean life threatening danger3. Emotional alarm was triggered4. Brain concluded it had no resources to respond successfully respond to the situation through the default natural human system5. Triggered an emotional regression6. Psychological regression7. Rocked the boat and propagated the response8. Serious unintended consequences
Some Response Behaviours1. Reacting to the environment instead of shaping the environment?2. Damage control action versus opportunity seizing action?3. Relying on experience rather than on potential and possibilities?4. Sacrificing the future to survive the present5. Local versus global thinking in business, markets and marketing6. Seeing things in black or white instead in the full economic kaleidoscope (example)7. Trying to change our businesses while maintaining our old selves8. Making decisions based on fear of losing possessions rather than on seizing opportunities to grow into the future9. confusing the economy, business and politics10. The past equals the future
Psychological Explanations Herding Emotional Regression leading to reptilian behaviours Fusion (Temporal and Material and Identity) Retreat into psychological foxholes Weed sowing Self-preservation mode Business for business people, X for X people Victim Mindset Ignorance
Some Typical Mental Constructs1. New is always dangerous (An Innovationicide)2. The past equals the future (experience, models, strategies, metastrategies, habits)3. I know everything; Everyone else knows nothing4. I do not know anything; Everyone else knows everything5. What we know is more important than what we do not know6. Everything is either black or white7. The more the information, the better the decision
Rebuilding our Businesses- Reviving The Economy From one to many
Are we still in the same economic Environment as before 2000? Locally (marketplace economy) Globally Psychologically (Victim) Behavourally (Survive today at all Costs) Culturally (Mr Zhou’s Case)
Do we still have the same mindset as the one we had in the past?Most Probably and Why 60 000 thoughts and 95% are the same as the once we had ten years ago! We develop mindsets unconsciously and we rarely make conscious decisions and action to change our mindsets Limbic system learns slowly but have very high memory retention capacity Changing mindsets is a scary game for most people
The Biggest Threats to Economic Revival1. Trying to navigate the new environment using the same mental maps (mindsets) we used before and during the 2000- 2008 Economic Discontinuity2. Using the same business models just because they have made us successful in the past3. Believing that what we already know is all that must be known4. Playing the blame game5. Continue Herding6. Executive Incest7. Inability to change8. Survival Mode9. Who is in control?
Where do we find solutions to business and economic revival1. “Solutions to all our challenges and solutions to achieve what we want are already there.2. A challenge is a mental state during which we are not yet aware of where exactly these solutions are or how to find them. Simon Bere Call 04-334-805 011-779-891 firstname.lastname@example.org email@example.com
Where are these solutions?1. All solutions to our challenges are at least one step away from where we are in our thinking, feeling and/or behaviour.2. The furthest solutions are on the other side of our thinking, feeling or behaviour.3. We arrive at the source of our solutions by breaking through a series of mindset barriers and gateways in our own minds.4. The ability to change and transform is the first important power to all our challenges
The New Mindset1. Managing Mindsets is a must not a should2. I do whatever it takes to shape my environment (mental, organisational, local and international PES)3. I think opportunities before threats rather than threats before opportunities in every situation4. I invest in my ability to sense opportunities and challenges long before they arrive (ARBOSS)5. I make important decision from the future backwards and based on opportunities for breakthrough and growth rather than the drive for self preservation
The New Navigation System Planning and acting from the future into the future Change early ahead of time Ride on the waves of change or be swept into oblivion Innovation is more important than ever before Receive information, Decide and Act simultaneously New posts and departments must created (information intelligence and Innovation)
The Breakthrough Mindset Status QUO Vs Breakthrough decision making Fear-Based decisions VS Curiosity Based The status Quo psycho-structure The Breakthrough Psycho-structure
Simon Bere’s Second Law of SelfSabotage“We human beings tend to resist any new solution that will take us from where we are to a new situation. The further this solution is away from our conscious awareness, the stronger the resistance” Simon Bere
The Path to Business Revival The Lady whose mindset froze Where is your business/your organisation?
The Watershed Questions1. What systems will make it possible for me to have the right information to function and succeed in the future?2. What mindset must I have in order to meet the future and succeed in the future of rapid change?3. What must I be doing (or not doing), thinking and feeling differently about to succeed?4. What different thoughts, feelings and behaviours must I have (Stop) to succeed
What is required for businesses? Back to the enlightened path Having the good is not good enough, extraordinary is better attitude” Redifining everything about business and how they think about it Radical and Massive Transformation of Ourselves from within first Courage and Curiosity Versus Fear of failure
High Performance, Massive Breakthrough Action is Key to Success1. Transforming our mindsets2. Revisit our business models with brutal honesty3. Vision to become extraordinary at every level from the person to the whole economy4. Rebuild business model that fit into the global economic environment5. Eyes on the Future Global Environment, action now!
Rethink, Rewire, Rebuild1. Leadership 8. Staff Motivation2. Management 9. Human Resources3. Markets and Marketing 10. Human Capital4. Sales 11. Staff Retention5. Finance 12. Performance6. Recruitment 13. Innovation7. IT 14. Competition8. Partnerships 15. Training9. Business 16. Economy10. Politics 17. Citizenry
Understanding, Uncovering and Breaking Free of Our Own Collective and Singular Mental Barriers1. Conquering our unhelpful old selves2. Conquering our old mindset3. Conquering your cognitive self4. Conquering your emotional self5. Conquering your habitual responses to new situations and new people6. Conquering your status quo mindset and your unhelpful habits7. Conquering your old business model
Models and Modelling Allow us to build systems to recreate the results we want over and over again Doing more with less effort Building high performance organisations Marketing is the oxygen of the organisation
Warning!!! Danger Ahead“Most people know what to do, but they do not do what they know”, Anthony Robbins“The most formidable power human beings have is the power to communicate and share solutions and resources with other human beings. The biggest barrier human beings face in achieving anything is not the absence of solutions or resources, the biggest barrier is the ability to conquer ourselves ”, Simon Bere.
Why is it difficult to change Mindset Biological Psychological Neurological Struggle between the old self and new self Intrapersonal conflicts
The world is easier to those who strive to conquer themselves The Power of Leverage Simon Bere Call +263774447438 011-779-891 firstname.lastname@example.org