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Creating and Capturing Value
• We expect that by learning about behavioral tools you can better
figure out the lay of the land, relationships at work and home, your
career, and navigate them with more confidence.
• Specifically, we’ll cover briefly, what we can do as leaders to get
through them effectively
• We will introduce two tools that can help steady the waves of these
turbulent times.
– Being “At Cause” – A “Way of Thinking Model” that enables heightened input and
problem solving.
– Ladder of Inference – Participants will learn a new tool for considering
alternatives, having more thorough, fact-based dialogue and conversations.
Objectives/Outcomes
• To change behaviors you have to change what a person thinks
and believes (their assumptions and beliefs)
• If you want to make change inevitable, you need to know how
to motivate and enable the right behaviors - not just alter the
processes, technology, or the organizational structure.
• It starts with a common understanding of what “good” looks
like; what is the Desired Outcome
• Once you establish the WHAT, the key then is to focus on the
Vital Behaviors that will lead to change: not the WHAT but the
HOW
Changing Behaviors
• Identify a handful of Vital Behaviors that lead to rapid and
profound change. Changing resistant, persistent, and profound
problems requires a precise focus on a few high leverage, or
vital, behaviors.
• Start with personal and vicarious experience to change minds.
Changing behavior requires changing minds. Personal and
vicarious experience allows people to see, hear, and feel that
behavior changes are needed.
• Develop specific Practices based on the Vital Behaviors
– Intention
– Practice the Behavior
– Feedback and Reflection
Changing Behaviors
Cause and Effect: A Choice
• Blaming
• Victim
• Helpless
• Passive
• Pessimistic
• Fear- based
• Blaming
• Making Excuses
• CYA Behavior
• De-motivating
• Act on assumptions
• Reactive
• Avoid Risks
• Enrolling Others in Negativity
• Defensive
• Focused on the greater good
• Proactive
• Creative
• Removing Barriers
• Ownership of the Outcome
• Engaged
• Excited
• Resilient
• Positive focus
• Influential
• Inspirational
• Courageous
• Open to Other Points of View
• Focused on possibilities and
solutions
• Things don't arbitrarily happen to you.
• Events in your business and your life are the reflection of your thoughts, the
echo of your own actions, and the thinking behind them.
• The core of the principle is this: you are At Cause in your life and in your
business.
• For many, this is a challenging principle because it puts you squarely in the
driver's seat.
• Embracing this principle means you no longer have the luxury of blaming
other people or external circumstances for the things that happen in your
life.
• Here is the flip side of that equation: embracing this principle also means
you have far more capacity to create the events and circumstances in
your life than you have ever imagined possible.
Cause and Effect: Being “At Cause”
• When we don't recognize this principle operating in our lives, it's
easy to start seeing ourselves as being the effect of those events.
• Rather than seeing that we are making things happen, we start to
believe that things are simply happening to us.
• This easily leads to what is often called "victim mentality."
• When you see yourself as being at the effect of some cause over
which you have little or no control, you feel helpless.
• In effect, you actually become helpless, because what ever you
believe tends to manifest in reality.
• When you see yourself as being at effect, you automatically filter
out all the possible ways you could create something different,
and all the ways you have personal power.
Cause and Effect: Being “At Effect”
• The WHAT
– Personal Accountability
– Focus on Desired Outcomes
– Curiosity and Inquiry with Others
Cause and Effect: Vital Behaviors
The HOW
• FIRST is to accept accountability for what is going on in your life
– How have I chosen to create this right now?: In any situation, if you
can stop, ask that question of yourself and accept that no matter how
much you want to answer it with "well, actually, I didn't create this"... you
did. If you can accept 100% responsibility for what's going on, you put
yourself AT CAUSE and you immediately grant yourself the power to
change it.
• SECOND is to focus your mind on what you want, not on what you don’t
want or are afraid of:
– Focus on the Successful Outcome
• THIRD is to begin with the assumption that you are at cause: that you can
decide what to think, what to picture inside, and what to focus your mind on
- and that when you do this, you brain will figure out how to make whatever
you focus on happen.
– How can I … (change it)?
Cause and Effect: Behaviors for Change
The Ladder of Inference
• Beliefs, Assumptions, and stories we carry about ourselves, other
people, situations, etc.
• ALL Mental Models, by definition, are flawed in some way
• Mental Models are “tacit”
• Key is to reveal your assumptions, beliefs, and data, and openly
discuss them
Mental Models: Our Assumptions & Beliefs
Leland Sandler's Presentation on Creating and Capturing value
• Our self-generating beliefs are largely untested
– Our beliefs are the truth
– The truth is obvious
– Our beliefs are based on real data
– The data we select is the real data
The Ladder of Inference
Leland Sandler's Presentation on Creating and Capturing value
• Step 1: Take out and review the “Key Issue” from your PreWork
• Step 2: The Right Hand Column (What Was Said)
– Now recall a frustrating conversation you had over this situation – or
imagine the conversation that you would have if you brought up the
problem.
– Take out a piece of paper and draw a line down the center (or use the
chart in your handout)
– In the right-hand column, write out the dialogue that actually occurred.
Or write the dialogue you’re pretty sure would occur if you were to raise
the issue. The dialogue may go on for several pages. Leave the left-
hand column blank until you’re finished.
• Step 3: The Left-Hand Column (What You Were Thinking)
– Now in the left-hand column, write out what you were thinking and
feeling, but not saying.
The Left Column Exercise
• Advocacy key:
– Slowing down our thinking processes to become more aware of our
mental models
– Share our thinking: our assumptions and beliefs
• Inquiry:
– Being open to understanding the thinking of others
– Understanding their thinking: their assumptions and beliefs
Advocacy and Inquiry: Behaviors for Change
Tools for Advocacy: Vital Behaviors
Tools for Inquiry: Vital Behaviors
• Today we’ve learned about tools that help you better understand the
lay of the land in these turbulent times and navigate them with more
confidence.
• Specifically we’ve discussed the power of
– “Being At Cause;” How embracing this principle brings you far more
capacity to create the events and circumstances and positive solutions
– Having more effective conversations and interactions by taking the time
to validate your assumptions; and taking the time to present your
thinking, assumptions, and data
Summary

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Leland Sandler's Presentation on Creating and Capturing value

  • 2. • We expect that by learning about behavioral tools you can better figure out the lay of the land, relationships at work and home, your career, and navigate them with more confidence. • Specifically, we’ll cover briefly, what we can do as leaders to get through them effectively • We will introduce two tools that can help steady the waves of these turbulent times. – Being “At Cause” – A “Way of Thinking Model” that enables heightened input and problem solving. – Ladder of Inference – Participants will learn a new tool for considering alternatives, having more thorough, fact-based dialogue and conversations. Objectives/Outcomes
  • 3. • To change behaviors you have to change what a person thinks and believes (their assumptions and beliefs) • If you want to make change inevitable, you need to know how to motivate and enable the right behaviors - not just alter the processes, technology, or the organizational structure. • It starts with a common understanding of what “good” looks like; what is the Desired Outcome • Once you establish the WHAT, the key then is to focus on the Vital Behaviors that will lead to change: not the WHAT but the HOW Changing Behaviors
  • 4. • Identify a handful of Vital Behaviors that lead to rapid and profound change. Changing resistant, persistent, and profound problems requires a precise focus on a few high leverage, or vital, behaviors. • Start with personal and vicarious experience to change minds. Changing behavior requires changing minds. Personal and vicarious experience allows people to see, hear, and feel that behavior changes are needed. • Develop specific Practices based on the Vital Behaviors – Intention – Practice the Behavior – Feedback and Reflection Changing Behaviors
  • 5. Cause and Effect: A Choice • Blaming • Victim • Helpless • Passive • Pessimistic • Fear- based • Blaming • Making Excuses • CYA Behavior • De-motivating • Act on assumptions • Reactive • Avoid Risks • Enrolling Others in Negativity • Defensive • Focused on the greater good • Proactive • Creative • Removing Barriers • Ownership of the Outcome • Engaged • Excited • Resilient • Positive focus • Influential • Inspirational • Courageous • Open to Other Points of View • Focused on possibilities and solutions
  • 6. • Things don't arbitrarily happen to you. • Events in your business and your life are the reflection of your thoughts, the echo of your own actions, and the thinking behind them. • The core of the principle is this: you are At Cause in your life and in your business. • For many, this is a challenging principle because it puts you squarely in the driver's seat. • Embracing this principle means you no longer have the luxury of blaming other people or external circumstances for the things that happen in your life. • Here is the flip side of that equation: embracing this principle also means you have far more capacity to create the events and circumstances in your life than you have ever imagined possible. Cause and Effect: Being “At Cause”
  • 7. • When we don't recognize this principle operating in our lives, it's easy to start seeing ourselves as being the effect of those events. • Rather than seeing that we are making things happen, we start to believe that things are simply happening to us. • This easily leads to what is often called "victim mentality." • When you see yourself as being at the effect of some cause over which you have little or no control, you feel helpless. • In effect, you actually become helpless, because what ever you believe tends to manifest in reality. • When you see yourself as being at effect, you automatically filter out all the possible ways you could create something different, and all the ways you have personal power. Cause and Effect: Being “At Effect”
  • 8. • The WHAT – Personal Accountability – Focus on Desired Outcomes – Curiosity and Inquiry with Others Cause and Effect: Vital Behaviors
  • 9. The HOW • FIRST is to accept accountability for what is going on in your life – How have I chosen to create this right now?: In any situation, if you can stop, ask that question of yourself and accept that no matter how much you want to answer it with "well, actually, I didn't create this"... you did. If you can accept 100% responsibility for what's going on, you put yourself AT CAUSE and you immediately grant yourself the power to change it. • SECOND is to focus your mind on what you want, not on what you don’t want or are afraid of: – Focus on the Successful Outcome • THIRD is to begin with the assumption that you are at cause: that you can decide what to think, what to picture inside, and what to focus your mind on - and that when you do this, you brain will figure out how to make whatever you focus on happen. – How can I … (change it)? Cause and Effect: Behaviors for Change
  • 10. The Ladder of Inference
  • 11. • Beliefs, Assumptions, and stories we carry about ourselves, other people, situations, etc. • ALL Mental Models, by definition, are flawed in some way • Mental Models are “tacit” • Key is to reveal your assumptions, beliefs, and data, and openly discuss them Mental Models: Our Assumptions & Beliefs
  • 13. • Our self-generating beliefs are largely untested – Our beliefs are the truth – The truth is obvious – Our beliefs are based on real data – The data we select is the real data The Ladder of Inference
  • 15. • Step 1: Take out and review the “Key Issue” from your PreWork • Step 2: The Right Hand Column (What Was Said) – Now recall a frustrating conversation you had over this situation – or imagine the conversation that you would have if you brought up the problem. – Take out a piece of paper and draw a line down the center (or use the chart in your handout) – In the right-hand column, write out the dialogue that actually occurred. Or write the dialogue you’re pretty sure would occur if you were to raise the issue. The dialogue may go on for several pages. Leave the left- hand column blank until you’re finished. • Step 3: The Left-Hand Column (What You Were Thinking) – Now in the left-hand column, write out what you were thinking and feeling, but not saying. The Left Column Exercise
  • 16. • Advocacy key: – Slowing down our thinking processes to become more aware of our mental models – Share our thinking: our assumptions and beliefs • Inquiry: – Being open to understanding the thinking of others – Understanding their thinking: their assumptions and beliefs Advocacy and Inquiry: Behaviors for Change
  • 17. Tools for Advocacy: Vital Behaviors
  • 18. Tools for Inquiry: Vital Behaviors
  • 19. • Today we’ve learned about tools that help you better understand the lay of the land in these turbulent times and navigate them with more confidence. • Specifically we’ve discussed the power of – “Being At Cause;” How embracing this principle brings you far more capacity to create the events and circumstances and positive solutions – Having more effective conversations and interactions by taking the time to validate your assumptions; and taking the time to present your thinking, assumptions, and data Summary