Ann Herrmann Nedhi: Get Strategic and Get More Done: 4 Secrets of the C-Level Brain - presented by training magazine network
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Ann Herrmann Nedhi: Get Strategic and Get More Done: 4 Secrets of the C-Level Brain - presented by training magazine network
- 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. 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.
- 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 "Return on Intelligence," 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. 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
- 9. Polls…
- 10. Polls…
- 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. This is about YOU and YOUR thinking! C-Level Leaders
- 14. Our mindset drives what we see.
- 15. A view from down under:
- 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. growth mind-set Test themselves more , are more inclined to accept feedback . Fixed: May avoid challenges, be threatened by feedback .
- 22. Your brain craves patterns and searches for them endlessly. Thomas Czerner 2001 How We Create Mindset
- 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?
- 25. red yellow green blue red yellow green blue red
- 26. JGF GPFAM JS CQQD
- 27. JGF GPFAM JS CQQD
- 28. Select 1 card and focus on it! I will then perform a magic trick…
- 29. Select 1 card and focus on it!
- 30. I will now remove the card you selected!
- 31. Do you see your card?
- 32. The brain is subject to “ unintentional blindness”
- 33. Be MINDFUL not MIND-FULL
- 34. Your brain is specialized!
- 35. A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Right Brain
- 36. A CAR FOR THE RIGHT SIDE OF YOUR BRAIN A classic example: Left Brain
- 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
- 38. STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-Level?
- 39. A LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE A ANALYZE
- 40. “ It has yet to turn a profit.”
- 42. B ORGANIZED SEQUENTIAL PLANNED DETAILED B ORGANIZE
- 45. C INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL C PERSONALIZE
- 46. THE VICE-PRESIDENT IN CHARGE OF ENTHUSIASM Oh! That was a wonderful idea Bob! A wonderful idea!
- 48. D HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING D Strategize
- 49. “ Trust me, cattle futures are the last place you want to invest.”
- 51. STRATEGIZE PERSONALIZE ORGANIZE ANALYZE A B D C Four Secrets of a C-level : What about you?
- 53. Strategy HR Operations R&D Technical- Legal Finance Sales Training HBDI Data to Measure Thinking Preferences
- 54. C-Level HBDI ® Average Profile
- 55. President Average Profile
- 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
- 57. A ANALYZING EVALUATING PROBLEM SOLVING Define Objectives CLEAR GOALS!
- 60. How are you aligned with the business goals?
- 61. Do Not Let Interaction Manage YOU C COMMUNICATING INFLUENCING ENGAGING Manage Interaction
- 62. © 2009 Herrmann International-Do not reproduce without written permission from Herrmann International
- 64. Map Your Relationships Understand the map of those you work with, serve, and report to.
- 65. Not just your preferred! Communicate to all FOUR quadrants
- 66. Think Strategically D Get Outside the Cubicle! INTEGRATING INNOVATING STRATEGIZING See the Big Picture
- 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
- 68. “ So, Jim, where do you see yourself in ten minutes?”
- 69. Push your thinking, try new things
- 70. Think differently about what you know
- 72. “ I use not only all the brains I have, but all I can borrow.” Woodrow Wilson
- 73. Organize to Artfully Execute B PLANNING ORGANIZING CONTROLLING Ensure Execution
- 75. Organize Your Thinking and Decision Making WHAT WHY WHO HOW
- 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
- 81. QUESTIONS? Visit the discussion group and www.hbdi.com for more resources and dialogue.
Editor's Notes
- 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