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Personal Leadership Training Course #1
Beliefs and Reality Create
Conscious & Unconscious Beliefs ,[object Object],[object Object],[object Object],If Recognized & Accepted If Hidden, Denied & Repressed Conscious Beliefs Unconscious Beliefs Trauma
Conscious & Unconscious Beliefs Conscious Beliefs  –  Unconscious Beliefs  –  save us destroy us Beliefs we  bring out  of ourselves will  . Beliefs we  hide  within ourselves will  . They will  _____  our lives . enrich limit They will  ____  our lives .
Conscious & Unconscious Beliefs your unconscious  shadow   beliefs . these beliefs  in front  of you. their  impact  on your life. the  validity  of these beliefs. new   beliefs  to replace the old. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Beliefs ,[object Object],[object Object],[object Object],[object Object],[object Object]
Beliefs - Example ,[object Object],Opens   up  –  You can easily consider  any   leader to be a jerk. “ All Leaders are Tyrants.” ,[object Object],[object Object]
Beliefs – Example, cont’d. and –  You incorrectly dismiss  good leaders as jerks you miss the gold in  all   leaders – jerks or otherwise. ,[object Object],[object Object],–  You relinquish your desire to be a leader for fear of being considered a jerk.
Weaknesses – What Do You Think? OR lead others to perceive those weaknesses Does  concealing  your weaknesses As being they  really  are? greater than less than
Weaknesses – What Do You Think? they  really  are. greater than perceiving those weaknesses Concealing  your weaknesses leads to others as being
Strength & Weakness Your  Personal Power  is  not  in being _____. Your  Personal Power  is in being ____. right real True leaders  show both their _________ and ___________. strengths weaknesses
Accountability - Example Situation :  Your employee consistently arrives  late   to meetings. Question :  How do you  best  approach this situation?
Accountability - Example Opening Line “ I notice that you often arrive  late  to our meetings.” Option #1 “ I’m wondering what that’s  about  for you.” Option #2 “ When this happens, I tell myself that I’m  not important   enough  for you to show up on time.” Starting a Dialogue as an Empowered Leader
Inside & Outside of  You Character The   Gold Inside You What do  others  see of you? Who   you   pretend   to   be Who   you   fear   you   are Who   you   really   are: Persona
Four Final Questions to Ponder ,[object Object],[object Object]
Four Final Questions to Ponder ,[object Object],[object Object]
Stay Tuned for… Personal Leadership Training Course #2

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Leadership Training

  • 3.
  • 4. Conscious & Unconscious Beliefs Conscious Beliefs – Unconscious Beliefs – save us destroy us Beliefs we bring out of ourselves will . Beliefs we hide within ourselves will . They will _____ our lives . enrich limit They will ____ our lives .
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Weaknesses – What Do You Think? OR lead others to perceive those weaknesses Does concealing your weaknesses As being they really are? greater than less than
  • 10. Weaknesses – What Do You Think? they really are. greater than perceiving those weaknesses Concealing your weaknesses leads to others as being
  • 11. Strength & Weakness Your Personal Power is not in being _____. Your Personal Power is in being ____. right real True leaders show both their _________ and ___________. strengths weaknesses
  • 12. Accountability - Example Situation : Your employee consistently arrives late to meetings. Question : How do you best approach this situation?
  • 13. Accountability - Example Opening Line “ I notice that you often arrive late to our meetings.” Option #1 “ I’m wondering what that’s about for you.” Option #2 “ When this happens, I tell myself that I’m not important enough for you to show up on time.” Starting a Dialogue as an Empowered Leader
  • 14. Inside & Outside of You Character The Gold Inside You What do others see of you? Who you pretend to be Who you fear you are Who you really are: Persona
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  • 17. Stay Tuned for… Personal Leadership Training Course #2

Editor's Notes

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