In this presentation, the Learning Maverick argues that the foundation for managing well--and being well while managing--is compassion toward oneself and others.

1. THE FOUNDATION
Module 1 of Managing to Grow
© 2012 Maverick Learning Designs

2. About this Booklet
• Although I present this in the form of a PowerPoint
presentation, this is really a booklet to be read and not
something to be projected on a wall in a group setting.
wrong
right
© 2012 Maverick Learning Designs

3. About this Booklet
• Although I present this in the form of a PowerPoint
presentation, this is really a booklet to be read and not
something to be projected on a wall in a group setting.
• If you’d like others to read this, please send them a link
via Twitter, LinkedIn or Facebook, rather than distribute
hard copies. I’m told that this will increase my ranking on
Google and thus my chances of becoming rich and
famous one day.
© 2012 Maverick Learning Designs

4. About this Booklet
• Although I present this in the form of a PowerPoint
presentation, this is really a booklet to be read and not
something to be projected on a wall in a group setting.
• If you’d like others to read this, please send them a link
via Twitter, LinkedIn or Facebook, rather than distribute
hard copies. I’m told that this will increase my ranking on
Google and thus my chances of becoming rich and
famous one day.
• If you’d like to have a version of this booklet suitable to a
group setting, or a cooler, more interactive version
suitable for online self-study, just ask; you’ll find my
contact info on the final slide.
© 2012 Maverick Learning Designs

5. About the Series
• Our Managing to Grow series incudes modules that
address common situations faced by managers and
supervisors. You’ll learn how to handle each situation in a
way that gets the results you want and contributes to your
personal growth.
© 2012 Maverick Learning Designs

6. Objective
• Your objective in reviewing this presentation is to become
able to lay a strong foundation for managing not only for
success, but for your own well-being.
© 2012 Maverick Learning Designs

7. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
© 2012 Maverick Learning Designs

8. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
© 2012 Maverick Learning Designs

9. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
• Keeping employees motivated to do quality work and
behave themselves can seem like Mission Impossible.
© 2012 Maverick Learning Designs

10. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
• Keeping employees motivated to do quality work and
behave themselves can seem like Mission Impossible.
• The stress can be brutal.
© 2012 Maverick Learning Designs

11. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
• Keeping employees motivated to do quality work and
behave themselves can seem like Mission Impossible.
• The stress can be brutal.
• The stress can wear you down, leave you frustrated
angry, distressed and depressed.
© 2012 Maverick Learning Designs

12. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
• Keeping employees motivated to do quality work and
behave themselves can seem like Mission Impossible.
• The stress can be brutal.
• The stress can wear you down, leave you frustrated
angry, distressed and depressed.
• Distress can make you sick in body and mind.
© 2012 Maverick Learning Designs

13. What’s at Stake
• Why do you need a stronger foundation for your growth
as a manager?
• Management can be a drag.
• Keeping employees motivated to do quality work and
behave themselves can seem like Mission Impossible.
• The stress can be brutal.
• The stress can wear you down, leave you frustrated
angry, distressed and depressed.
• Distress can make you sick in body and mind.
• Distress can kill you.
© 2012 Maverick Learning Designs

14. Compassion
• The foundation for joyful living is compassion.
© 2012 Maverick Learning Designs

15. Compassion
• The foundation for joyful living is compassion.
• For our purposes, compassion means…
© 2012 Maverick Learning Designs

16. Compassion
• The foundation for joyful living is compassion.
• For our purposes, compassion means…
• Accepting those around you, unconditionally.
• Accepting yourself, unconditionally.
© 2012 Maverick Learning Designs

17. Compassion
• The foundation for joyful living is compassion.
• For our purposes, compassion means…
• Accepting those around you, unconditionally.
• Accepting yourself, unconditionally.
• We do not hold that compassion means…
© 2012 Maverick Learning Designs

18. Compassion
• The foundation for joyful living is compassion.
• For our purposes, compassion means…
• Accepting those around you, unconditionally.
• Accepting yourself, unconditionally.
• We do not hold that compassion means…
• Accepting poor performance by yourself or those you
manage.
• Accepting misbehavior by yourself or others.
• Failing to be a good steward of the resources entrusted
to you by your employer.
© 2012 Maverick Learning Designs

19. Acceptance
• We come to unconditionally accept ourselves and others
when we accept that people do at every moment, exactly
what they are equipped to do at that moment.
© 2012 Maverick Learning Designs

20. Acceptance
• We come to unconditionally accept ourselves and others
when we accept that people do at every moment, exactly
what they are equipped to do at that moment.
• Acceptance means looking backward with equanimity
rather than with anger or resentment.
© 2012 Maverick Learning Designs

21. Acceptance
• We come to unconditionally accept ourselves and others
when we accept that people do at every moment, exactly
what they are equipped to do at that moment.
• Acceptance means looking backward with equanimity
rather than with anger or resentment.
• Acceptance means looking forward without fear.
© 2012 Maverick Learning Designs

22. Acceptance
• We come to unconditionally accept ourselves and others
when we accept that people do at every moment, exactly
what they are equipped to do at that moment.
• Acceptance means looking backward with equanimity
rather than with anger or resentment.
• Acceptance means looking forward without fear.
• Acceptance means letting go of assigning—to others or to
ourselves—labels like lazy, selfish, irresponsible,
belligerent, bigoted, etc.
© 2012 Maverick Learning Designs

23. Our Equipment
• We are equipped to act as we do in the present moment
by…
© 2012 Maverick Learning Designs

24. Our Equipment
• We are equipped to act as we do in the present moment
by…
• Heredity.
© 2012 Maverick Learning Designs

25. Our Equipment
• We are equipped to act as we do in the present moment
by…
• Heredity.
• Past experience, including what we have learned.
© 2012 Maverick Learning Designs

26. Our Equipment
• We are equipped to act as we do in the present moment
by…
• Heredity.
• Past experience, including what we have learned.
• Present circumstances, including…
• Our physical and mental health.
• Our diet.
• Our relationships.
© 2012 Maverick Learning Designs

27. Brian
• Brian is a manager. One of his employees, Debbie,
frequently comes in late, despite repeated warnings from
Brian. Brian is very frustrated and angry with Denise.
© 2012 Maverick Learning Designs

28. Brian
• Brian is a manager. One of his employees, Debbie,
frequently comes in late, despite repeated warnings from
Brian. Brian is very frustrated and angry with Denise.
• Who is most harmed by Brian’s frustration and anger?
Brian. He frequently complains about Debbie to others.
He feels defeated. He loses sleep. He has headaches.
© 2012 Maverick Learning Designs

29. Brian
• Brian is a manager. One of his employees, Debbie,
frequently comes in late, despite repeated warnings from
Brian. Brian is very frustrated and angry with Denise.
• Who is most harmed by Brian’s frustration and anger?
Brian. He frequently complains about Debbie to others.
He feels defeated. He loses sleep. He has headaches.
• Someone once said that an angry man picks up burning
coals to throw at his adversary, only to find that his own
are by far the worst burns.
© 2012 Maverick Learning Designs

30. Brian
• Brian is a manager. One of his employees, Debbie,
frequently comes in late, despite repeated warnings from
Brian. Brian is very frustrated and angry with Denise.
• Who is most harmed by Brian’s frustration and anger?
Brian. He frequently complains about Debbie to others.
He feels defeated. He loses sleep. He has headaches.
• Someone once said that an angry man picks up burning
coals to throw at his adversary, only to find that his own
are by far the worst burns.
• Should Brian accept Debbie’s behavior? No.
© 2012 Maverick Learning Designs

31. Brian
• Brian is a manager. One of his employees, Debbie,
frequently comes in late, despite repeated warnings from
Brian. Brian is very frustrated and angry with Denise.
• Who is most harmed by Brian’s frustration and anger?
Brian. He frequently complains about Debbie to others.
He feels defeated. He loses sleep. He has headaches.
• Someone once said that an angry man picks up burning
coals to throw at his adversary, only to find that his own
are by far the worst burns.
• Should Brian accept Debbie’s behavior? No.
• Should Brian be angry at Denise? No, for his own sake,
as well as Debbie’s.
© 2012 Maverick Learning Designs

32. Jenny
• Jenny is Michael’s boss. Michael is a customer service
representative who has been cautioned after “telling off”
several “unreasonable” customers.
© 2012 Maverick Learning Designs

33. Jenny
• Jenny is Michael’s boss. Michael is a customer service
representative who has been cautioned after “telling off”
several “unreasonable” customers.
• Jenny is not angry with Michael. She accepts that
Michael has done what he could do in the moment. She
doesn’t label him a hothead or troublemaker. She is at
peace and continues to enjoy her work.
© 2012 Maverick Learning Designs

34. Jenny
• Jenny is Michael’s boss. Michael is a customer service
representative who has been cautioned after “telling off”
several “unreasonable” customers.
• Jenny is not angry with Michael. She accepts that
Michael has done what he could do in the moment. She
doesn’t label him a hothead or troublemaker. She is at
peace and continues to enjoy her work.
• Jenny does not accept Brian’s behavior. She gives him a
final warning; one more strike and he’s out.
© 2012 Maverick Learning Designs

35. First Steps
• The place to begin practicing acceptance is in the
judgments we make about ourselves. We shudder to
recall our mistakes, selfishness, unkindness, ignorance or
stupidity. We fear that these past transgressions point to
future pain and, ultimately, our failure and humiliation—
even our abandonment.
© 2012 Maverick Learning Designs

36. First Steps
• The place to begin practicing acceptance is in the
judgments we make about ourselves. We shudder to
recall our mistakes, selfishness, unkindness, ignorance or
stupidity. We fear that these past transgressions point to
future pain and, ultimately, our failure and humiliation—
even our abandonment.
• You can try arguing with the voices in your head, but
there’s no need. In fact, your need to “change your mind”
sets you up for more self-judgment. Instead of arguing
with the voices, just notice them.
© 2012 Maverick Learning Designs

37. First Steps
• The place to begin practicing acceptance is in the
judgments we make about ourselves. We shudder to
recall our mistakes, selfishness, unkindness, ignorance or
stupidity. We fear that these past transgressions point to
future pain and, ultimately, our failure and humiliation—
even our abandonment.
• You can try arguing with the voices in your head, but
there’s no need. In fact, your need to “change your mind”
sets you up for more self-judgment. Instead of arguing
with the voices, just notice them.
• As you notice that you are passing judgment on yourself,
simply ask, “Is this true?”
© 2012 Maverick Learning Designs

38. Noticing Judgment
• Developing a habit of noticing your judgments of yourself
will naturally make you more likely to notice your
judgments of others. Practice makes perfect.
• As you notice yourself judging someone, ask, “Is this
true?”
© 2012 Maverick Learning Designs

39. Noticing Fear
• Notice the voices in your head sounding alarms about
your future. They may be telling you that you are in
terrible danger, of failure, poverty, humiliation and or
abandonment by friends and loved ones.
• As you hear these alarms, ask yourself, “Is this true? Is
that where I’m headed?”
• Some of the alarms in your head may not be false alarms;
your fears may be grounded in reality. In such a case,
ask yourself, “Does the possibility of future pain require
that I live in fear and in pain in the present?”
© 2012 Maverick Learning Designs

40. Letting Go of Fear & Resentment
• Acquiring the habit of noticing the troubling voices and
questioning them won’t make them all go away, but it will
turn down their volume and give them less power over
your emotions and actions.
© 2012 Maverick Learning Designs

41. Letting Go of Fear & Resentment
• Acquiring the habit of noticing the troubling voices and
questioning them won’t make them all go away, but it will
turn down their volume and give them less power over
your emotions and actions.
• When you are less resentful and less fearful, you will act
in the present in ways that will make your future prospects
shine more brightly. A virtuous circle will begin to operate:
less fear > more constructive action > less fear > more…
© 2012 Maverick Learning Designs

42. A Foundation for Growth
• The foundation for your success as a manager is you. As
the virtuous circle turns, you will grow in the direction of
your highest potential as a person and as a manager.
© 2012 Maverick Learning Designs

43. A Foundation for Growth
• The foundation for your success as a manager is you. As
the virtuous circle turns, you will grow in the direction of
your highest potential as a person and as a manager.
• You will do well by yourself and others.
© 2012 Maverick Learning Designs

44. A Foundation for Growth
• The foundation for your success as a manager is you. As
the virtuous circle turns, you will grow in the direction of
your highest potential as a person and as a manager.
• You will do well by yourself and others.
• You will be well.
© 2012 Maverick Learning Designs

45. Thanks!
• Thanks for reading this little treatise. We’ve always liked
visiting (your town) and spending a little time with you,
(your name.)
• If you’d like to provide feedback or tell a bit about your
own experiences, We’d be delighted to hear from you.
You can reach us through several channels:
• dennisafahey@maverickld.com
• Learningmaverick.com (WordPress)
• @dennisafahey (Twitter)
© 2012 Maverick Learning Designs

46. Bye, now!