Master of Business Leadership ~ Introduction


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Emotional Intelligence and Authentic Leadership ~ Fortune 100 Companies experience ~ generated over $1Billion in Sales for our clients.

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  • We can’t get better results using the same tools and insights. If we always do what we’ve always done… Each time we change a habit effects all other habits and stories we tell ourselves.
  • Here’s an example of the negative energy flow within individuals and organizations.
  • Master of Business Leadership ~ Introduction

    1. 1. Master of Business Leadership System Consulting and Coaching Platform Reduced Chaos Revenue & Profitability Employee Engagement Promotion Emotional Intelligence Caring Service Repeat and Referral Customers Authentic Leadership MBL Solution Authentic Leadership | Emotional Intelligence The New Economic Currency Organizational Change Talent The Results You Want
    2. 2. MBL Inc. was founded in 2002 and represents over 50,000 hours and 20+ years of research, coaching and consulting experience. The flagship MBL system is 20 weeks of personalized coaching during live 1 hour weekly meetings. MBL Integrated Solution: Greater Awareness; Better Tools and Insights; New Habits, Attitudes and Beliefs; Action-Results Tracking; Coaching Support 24/7 “In the Trenches”. A Silver Bullet… Master of Business Leadership system is so exceptionally good at eliminating “energy vampires” our clients have an experience that is almost magical in their eyes. ~
    3. 4. A Sense of Urgency is Essential In the next 20 years we will experience the equivalent of 100 years of change and approximately 20,000 years during this Century. We are living in exponential times . Scientist Ray Kurzweil We are much too complacent and we don’t even know it. John Kotter, Harvard Business School Are you behaving like a slowly boiling frog? We need to embrace rather than resist change. #1 Challenge
    4. 5. The Gap Partners & Suppliers Employees Clients Current Reality Desired Results The Gap or Everyone Wants Better Results! (provided change is not required) Vision The motivation to take action comes from an honest assessment of where you are verses where you want to be. Motivation
    5. 6. The Dynamics of Organizational Change Victims Authentic Leaders Outstanding organizations are thriving because they cultivate leadership and emotional intelligence throughout the organization. Business results increase exponentially with the number of emotionally intelligent authentic leaders in the organization. There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity (hatred) of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one. Machiavelli, 1513
    6. 7. 20 60 20 The Law of Diffusion of Innovation indicates that when approximately 20-25% of the organization’s employees get involved in the organizational change a tipping point is passed and the Fence Sitters begin to join in the change movement. As more and more people begin to embrace the changes it becomes “safe” (less risky for the Fence Sitters) and they begin to join the group. Facebook Example: Once 20-25% of friends and colleagues were online this middle group is of Fence Sitters is where Facebook obtained their last 500 million members. We also need to be aware of the negative energy and communications that this group of employees will encourage. These individuals will find it hardest to embrace the changes and may ultimately end up leaving the organization. Focus Above The Water Line Organizational Change Dynamics Culture Always Wins … Refuse to fill your organization with victims An organization’s cultural change “Pump Primers” need to be nurtured and supported. Mexican Crabs
    7. 8. 1. Executives must be seen by fellow employees as change leaders through their actions. 2. I dentify and develop t he organization’s initial leadership group (20% employees) 3. Establish a shared passionate Vision that is communicated continually to everyone. 4. Create an action-results focus that moves the organization toward its shared Vision. 5. Empower the ‘business owners’ within the organization to deal with obstacles preventing progress. 6. Celebrating “Wins and Better Results” will help to silence those reluctant to embrace change. 7. Refuse to allow complacency to stop forward action toward the shared Vision. 8. Institutionalize these changes into the company’s cultural DNA, its hiring and promotional practices. The Formula For Embracing Change Install caring as your organization’s cornerstone Without a customer you have no business A Sense of Urgency is Essential
    8. 9. Environmental Reasons Organization’s Energy, Engagement & Culture Biological Reasons Our Brain’s Complacency Bias Amygdala Hijack (PCM/Amygdala) Current Habits, Attitudes & Beliefs Motivational Reasons Lack of a Clear, Passionate Vision and Sense of Urgency The MBL Solution (i) Greater Awareness (ii) Better Tools & Insights (iii) New Habits, Attitudes & Beliefs Better Results Personal & Organizational; Less Effort, More Fun! Emotional Intelligence Action-Results Focus Inspirational Leadership Greater Employee & Customer Engagement of Hearts & Minds Change Resistance
    9. 10. I am diligent I am a hard worker I finish whatever I begin Setbacks do not discourage me I have a passionate desire for better results New ideas and projects rarely distract me from old ones Grit, Character and Achievement The Pump Primers
    10. 11. MBL System Follow the system, get the results you want … Responsibility Authentic Communications Laughter Abundance vs. Scarcity Listening Present Moment Strategic Activities Deeper Relationships Wealth & Money Engagement Vision Sales & Marketing Consensus Decisions Energy Physics Emotional Intelligence Authentic Leadership Organizational Change Resisting or Embracing Change
    11. 12. Mastery Unconscious Competence
    12. 13. 100 Billion Neurons RAS “Gateway” Brain Plasticity Basal Ganglia “ Wisdom” PCM “Autopilot” Conscious and Unconscious Mind Amygdala “Fear Response” 1 Quadrillion Connections 1,000,000,000,000,000 Mirror Neuron Resonance
    13. 14. Left-Brain Logical, analytical, serial processor, thinks in language – we read from left to right Right-Brain Visionary, emotional intelligence, pictures and stories, parallel processor Left-Brain logical, systematic abilities have been automated or outsourced to lower cost countries. 20 th C Individual 21 st C Connected Whole-Brain Leadership Our Two Brains Trying to lead with left-brain dominance Right-Brain EI abilities are in increasingly high demand. They have become key employment and promotional considerations. The New Right-Brain Economy
    14. 15. Conscious Mind – Goals & Desires Energy Hungry Tiny Mental “Stage” (Present, Future, Past) 2% Results (2,000 b/s) The Locked Door Black Box Unconscious Mind Far Less Energy Required Emotional Intelligence (Stops Amygdala Hijack) Habits, Attitudes, Beliefs Stronger, Faster (Present) 98% Results 400,000,000,000 b/s New Habits & Tools Vision “ Why ” Action & Results Mastery Maximizing Energy Usage Maximizes Performance The Elephant in the Room MBL Journey Map The Unconscious Mind Authentic Leadership | Emotional Intelligence
    15. 16. Unconscious Mind Our unconscious mind is faster and thousands of times stronger than our conscious mind. It also requires far less energy to use. Whenever there is a battle for control between our conscious goals and desires and our unconscious habits, attitudes and beliefs the unconscious mind always wins . Neural Network Pathway Psycho-Cybernetic Mechanism PCM or “Autopilot” PCM Duties: Maintain comfort zone and current subconscious programming. Reticular Activation System RAS or “Gateway” RAS Mission: Filter out anything that does not match your internal self image. Conscious Mind Neural Network Pathways Creating new neural network pathways in the unconscious mind takes more practice and time than in the conscious mind but they are stronger and last longer. Amygdala The ever vigilant early warning system. It detects all real or perceived danger.
    16. 17. Unconscious Habits, Attitudes and Beliefs Conscious Goals and Desires
    17. 18. by Mihaly Csikszentmihalyi PhD Psychology, University of Chicago Peak Performance “ In The Flow”  Completely engaged in the challenge.  Clarity about why, what and how it needs to be done.  Knowing the challenge is doable.  Sense of calm with the focus on actions and results.  Completing the challenge successfully is the ultimate reward. Optimal Balance (Walls Down) Flow is a state of maximum efficiency when we are using our talents at peak levels. Greatest Wealth YDVxQ Low High High Relaxation Control Arousal Anxiety Worry Apathy Boredom SKILLS CHALLEGES Flow
    18. 19. Stages of Growth and Awareness <ul><li>Unconscious Incompetent </li></ul><ul><li>Conscious Incompetent </li></ul><ul><li>Conscious Competent </li></ul><ul><li>Unconscious Competent </li></ul>No problem can be solved from the same level of consciousness that created it. Albert Einstein Mastery Mastery is knowing intuitively, in the blink of an eye, without consciously knowing. It is the unconscious wisdom that comes from experience. Confusion essential for growth … Take me, train me and I will put the world at your feet. Be easy with me and I will destroy you. Who am I? I am a habit! The Servant Warrior Leader Journey
    19. 20. Our Reality The Reality We don’t see things as they are, we see them as we are. Enhanced Awareness Metacognition is the ability to know whether you know. Individuals with poor metacognition never understand that they do not understand, nor do they realize what is missing.
    20. 21. Our Blind Spots “ Scotoma”
    21. 22. The Sand Wasp We are all dedicated to our current habits, attitudes and beliefs
    22. 23. The Amygdala is found in our old “lizard brains.” It scans our sensory inputs for possible threats the same way it has for millions of years. It lives in constant fear and would rather minimize danger than maximize reward. The development of our EI competencies enables us to better manage this fear response and embrace change. Emotional Intelligence and Change
    23. 24. When you experience an “amygdala hijack” you can not focus on job demands you can only think about what is troubling you. Our body gets flooded with the stress hormones cortisol and adrenaline as we go into “fight or flight” mode. During these attacks we revert to our unconscious habits and beliefs. The amygdala often overreacts in ways we later regret. In this challenging and ever changing economic climate many people are operating day-to-day in what amounts to a chronic, low grade amygdala hijack. Awareness is the first step in dealing with these attacks. If you do not notice that you are in the midst of a hijack you have no chance of getting back to emotional balance until the hijack has run its course. Hijacks can last for seconds, minutes, hours, days or weeks. The development of emotional intelligence inhibits amygdala driven fear impulses increasing energy and engagement. A study by Barbara Fredrickson at the University of North Carolina found that people and teams that flourish have a ratio ( 5:1 ) of at least five positive emotional events for every negative one (amygdala hijack). How Stress Can Hijack Your Organization
    24. 25. Awareness Calm Intuition Wisdom Courage Trust Loyalty Grace Respect Confidence Compassion Charisma Resilience Emotional Intelligence Benefits Gratefulness Inspiration Hope Beauty More Fun Passion Balance Better Results Patience Energy Connectedness Kindness Play … what’s behind our walls.
    25. 26. WISDOM is developed within a neural network called the basal ganglia located in a very primitive part of our unconscious brain. It extracts decision rules from our past actions. What actions worked well and which did not. Our accumulated life wisdom is stored in this primitive circuitry. The basal ganglia also has strong connections to the gastrointestinal tract – the gut. Emotionally intelligent leaders rely heavily on these “gut instincts” when making important decisions. The subconscious mind has immense power to make rapid and correct decisions.  Our ability to make accurate instinctive choices based on thin slices of reality highlights the importance of practice and experience. Rapid cognition is about the kind of subconscious thinking that happens in a blink of an eye.
    26. 27. Emotional Intelligence Capabilities 1. Self Awareness _ Emotional Self Awareness _ Accurate Self Assessment _ Self Confidence 2. Self Management _ Self Control _ Integrity _ Adaptability _ Achievement _ Initiative _ Optimism 3. Social Awareness _ Empathy _ Organizational Awareness _ Service 4. Relationship Management _ Inspiration _ Influence _ Developing Others _ Change Catalyst _ Conflict Management _ Team Work Authenticity Self Mastery : Balanced self regulation vs. amygdala hijack Serving Others Social Intelligence : “ Mirror neurons” act like Wifi creating emotional contagion Within the 4 EI Domains these 18 capabilities are each learned abilities that have been developed through experience. Rate your skill from 1 to 10 (high) on each. Leading and Embracing Change Your EI “Clubs” Charismatic Leadership Strong Individual Contributor
    27. 28. Emotional Intelligence Results Multiplier (IQ+Experience)EQ Experiential Knowing Intellectual Knowing
    28. 29. Apple, Southwest Airlines, Google, Infosys, Disney, Whole Foods, Fed Ex and a growing number of other companies are systematically “mining” the workforce in search of emotionally intelligent “diamonds .”  Organizations are realizing that these individuals are the primary source of their success.  The path to superior business results is through the development of emotionally intelligent organizations. Emotional intelligence capabilities have been shown to increase results far more than IQ or technical expertise.  Studies have shown it typically takes an IQ of 110-120 to get an advanced degree like an MBA which focuses primarily on left brain cognitive abilities.  There has been a high selection pressure for IQ to enter the executive ranks within corporations with relatively little variation among those who are in those ranks.  But there has been little or no selection pressure when it comes to emotional intelligence .  And so there is a much wider range of EI variation among individuals.  Within companies actively engaged in organizational change in the pursuit of better results emotional intelligence has become the key hiring and promotional consideration . Leading Companies &quot;Mining&quot; Workforce for Emotional Intelligence! Primal Leadership, Realizing The Power of Emotional Intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee
    29. 30. An Experiential Journey Current Reality Desired Results MBL Rosetta Stone Decoder Time Spaced Learning & Results Actions
    30. 31. The Penny Doubling Journey Mastering the MBL Lessons <ul><li>$.01 </li></ul><ul><li>$.02 </li></ul><ul><li>$.04 </li></ul><ul><li>$.08 </li></ul><ul><li>$.16 </li></ul><ul><li>$.32 </li></ul><ul><li>$.64 </li></ul><ul><li>$1.28 </li></ul><ul><li>$2.56 </li></ul><ul><li>$5.12 </li></ul><ul><li>$10.24 </li></ul><ul><li>$20.48 </li></ul><ul><li>$40.96 </li></ul><ul><li>$81.92 </li></ul><ul><li>$163.84 </li></ul>16. $327.68 17. $655.36 18. $1,310.72 19. $2,621.44 20. $5,242.88 21. $10,485.76 22. $20,971.52 23. $41,943.04 24. $83,886.08 25. $167,772.16 26. $335,544.32 27. $671,088.64 28. $1,342,177.28 29. $2,684,354.56 30. $5,368,709.12 Time Action Developing new habits is like eating. You can’t eat a week’s worth of food in 1 day and expect to take it all in. 31. $10,737,418.24 We battle complacency by developing an ongoing sense of urgency to achieve our desired results. Action-Results Positive (Negative) Energy Cycle
    31. 32. Action Action is the antidote to our ongoing battle with complacency. A continual sense of urgency is essential for us to move us through our existing fears and habits toward our desired results. As we move forward we will face even greater challenges leading to even greater results. Our actions develop our leadership and emotional intelligence. The ‘Penny Doubling’ Journey
    32. 34. The SWL Journey Is A Leap of Faith Status Quo Current Reality Desired Results The Journey… Gap of Dissatisfaction Creates Motivation and Action Vision … People don’t like it when you change because the ways they used to manipulate you stop working .
    33. 35. A passionate image of the future state of the organization Vision
    34. 36. How What Walt Disney Corporation Make people happy Google Develop a perfect search engine Nokia Connecting people and Very Human Technology JetBlue JetBlue Airlines exists to provide superior service in every aspect of our customer’s air travel experience Fed Ex Leading the way P rovide the best service and lowest fares to the short haul, frequent-flying, point-to-point, non-interlining traveler Southwest Airlines The most successful premium manufacturer in the car industry BMW Whole Foods Market Whole Foods, Whole People, Whole Planet Hitachi Inspire the Next Infosys Globally respected corporation provides best-of-breed end-to-end business solutions, leveraging technology, delivered by best-in-class people Apple Bringing the best personal computing experience to students, educators, creative professionals and consumers around the world Trust & Emotion Thinking Why The Stronger the “Why” the Easier the How and What Coca-Cola Refresh the world and inspire moments of optimism and happiness Zappos Delivering happiness to customers, employees and vendors
    35. 37. Vision Vision Personal Fuel Vision Personal Fuel Vision Personal Fuel Vision Personal Fuel Vision Personal Fuel Vision Personal Fuel New Habits Aligned Employee Engine “Pistons” Engine Efficiency Alignment between personal and organizational Visions.
    36. 38. Resistance Crosswinds Change We have a very high tolerance for things we do not want. We choose to change when we have suffered enough. The Resistance to Change
    37. 39. Complacency Massive Innovative Action Massive Innovative Action Massive Innovative Action Massive Innovative Action Fear Fear Fear Fear
    38. 40. Change activates two unconscious implicit memory neural pathways in our brain simultaneously: the old pathway and the new pathway. Because the “old one” is more dominant, unless new habits are being continually practiced, the old habits regain control when conscious awareness is lost. Unconscious implicit memory retains our skills and habits without our being aware of it. Implicit memory dictates our skill sets and habits (i.e. playing tennis, basketball or a piano) even when we do not remember creating them. Those skills and habits form an “invisible” set of rules and a loop is created. Every time we practice the skills or the habits we further reinforce the strength of the rules and hence we are more likely to retain those habits and repeat them next time the opportunity presents itself. Creating a new habit means creating a new implicit memory. Conscious explicit memory begins the process of developing lasting habits or default responses. As soon as conscious awareness fades, as it often does in the face of the demanding needs in business, old habits begin to reappear. New habit mastery as well as the intuition and wisdom of implicit memory comes from continual practice focused on actions and results. In business when a team needs to adjust to exterior changes, the team itself needs to change beginning with the individuals in that team. New Habit Development – Practice, Practice, Practice
    39. 41. 20 60 Employees are passionate about their work and embrace change Understand the need to connect with customers Actions inspire customers to want to come back and buy again Customers become raving fan advocates who tell their friends Employees who are not engaged in their work, seeing it as just a job They fail to connect their salary and revenue to customer relationships Lack enthusiasm failing to demonstrate passion and energy Do not provide a compelling reason for customers to ever buy again Employees neither over nor under perform Customers may or may not come back and buy again Indifference is the reason 68% of current customers will not come back or refer their network of friends to your company Each Employee Must Behave Like An Entrepreneurial Business Owner Pro-Customer Indifferent Anti-Customer Positive Referrals, Promoters Negative Referrals, Detractors No Referrals 20 Become fully engaged in the service you provide. The market will accept nothing less.
    40. 42. Experiencing an Apple Retail Store is like taking a mini vacation to Disneyland. There is a party going on inside reflecting the organization’s resonant leadership and emotional intelligence. The Apple Store experience reflects the value they place on developing deep and authentic relationships with employees, customers, business partners and suppliers viewed as their primary go forward assets. Sure, Apple has great products and ‘Genius’ technical support but make no mistake; they are consciously focused on developing a tribe of evangelists to spread the word about the Apple experience within their social networks. Next time you feel like a mini vacation or would simply like to experience the direction of organizational transformation visit an Apple Retail Store. For every 1% improvement in the service climate there is a 2% improvement in revenue. An organization’s emotional climate accounts for 20-30% of business results. Daniel Goleman, Ph.D. Primal Leadership Example Experience Emotional Intelligence in Action Visited an Apple Retail Store Lately? The World’s First Trillion Dollar Company
    41. 43. The Disney Experience More Than Just A Theme Park A Disney employee’s emotional intelligence and the authenticity of the service they provide is their gift to park guests. Disney has developed an organizational culture that inspires staff to keep their walls down. As a result, guests lower their walls as well and the resonant energy this creates vibrates throughout the park. Example Millions of people gladly spend billions each year for the Disney experience
    42. 44. Your Evangelists Partners Suppliers Employees Clients Your Primary Assets Authentic leadership is a necessity in the 21st Century Bill George, Harvard University Social media has given the marketplace a credible megaphone. Your primary assets can Tweet and Facebook millions with missionary zeal.
    43. 45. Facebook Company and personal brands now travel at the speed of light 700+ Million Members
    44. 46. Brain Plasticity Neurogenesis 10,000 New Stem Cells Each Day Mastery Vision Practice is essential for behavioral change Embracing Change
    45. 47. Brain Plasticity … Our subconscious mind never sleeps and is constantly busy making new connections to help us achieve our clear, passionate Visions.
    46. 48. The Sunday Night ‘Blues’ Energy Vampires Are Sabotaging Your Company’s Results <ul><li>Employees can readily identify the energy vampires within their organizations. </li></ul><ul><li>Many managers don't know what to do with them. This allows them to breed and </li></ul><ul><li>fester. Rarely do they realize how much these victims are costing their company by </li></ul><ul><li>sabotaging morale, performance, productivity, and customer service. They are </li></ul><ul><li>sucking the positive energy and life out of the organization, one negative remark or </li></ul><ul><li>action at a time. </li></ul>An Example: Bullying …
    47. 49. The bullying that occurs in schools and organizations is caused by individuals seeking to create chaotic negative energy environments. Students and company employees can readily identify the bullies in their schools and organizations. They affect morale, employee engagement and customer service. Within corporations research has shown employee and customer disengagement is a huge problem. During the school and work week our &quot;walls&quot; go up as we attempt to defend ourselves against the bullies that seek to attack us. On weekends and during vacations our walls begin to come down as we begin to relax. The development of emotional intelligence and authentic leadership within our schools and organizations will eliminate bullying activities. Bullying
    48. 50. 4 Years Old Time Passion (E=MC²) & Awareness Focus on providing passionate service and gifts to others with little expectation of return. Initial Habits, Attitudes, Beliefs and Perceptions 50%
    49. 51. 7 Year Old Time Passion (E=MC²) & Awareness Focus, passion and expectations are changing. Initial Habits, Attitudes and Beliefs 60% Ego Walls/Beliefs Filters
    50. 52. 13 Year Old Time Passion (E=MC²) & Awareness More self-focused, less desire to serve others. Chaos increasing as awareness is reduced. Initial Habits, Attitudes and Beliefs 80% Ego Walls/Beliefs Filters
    51. 53. Criticism and fear always accompanies individual and organizational change. The very nature of leadership is that you are not doing what has been done before. If you were you would not be leading. Once you choose to lead you will be under huge internal and external pressure to reconsider. To compromise, to dumb it down or give up. That’s the world’s job. To get you to be quiet and follow. The status quo is the status quo for a reason. Once you make the decision to lead the positive results never end. Give Yourself and Your Company The Gift of Leadership Leadership is not a position it’s a choice. … People don’t like it when you change because the ways they used to manipulate you stop working.