Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
What leads to personal and professional fulfilment? It's a question everyone wants to know the answer to.
Here, we discuss MRG’s research on the motivational, life architecture, and quality of life factors to see what we can predict about individual satisfaction and dissatisfaction.
Self-awareness is essential to individual success, but it’s also critical to healthy team dynamics. While most individuals believe themselves to be capable of true objectivity, each of us harbors subconscious biases that influence our perspective on the world. That perspective influences our behaviors, and the response of others to those behaviors further justifies and ingrains our biases. This cycle threatens objectivity, and ultimately harms interpersonal relationships at work and beyond.
So how do we help leaders control for biases that are deep below the surface? By being alert to potential biases and exploring them with our clients, we can inspire self-awareness and foster the objectivity required to restore a positive team dynamic.
This 60-minute webinar will illuminate 5 types of bias that lead to unintentionally harmful behaviors that can derail an otherwise positive team dynamic, including:
- Mindset effects: a different perspective on the world can shade how we behave toward others
- Interpretive bias: neutral behavior can be misinterpreted based on a subconscious bias
- Estimation errors: calibrating the comfort level of others based on our own levels
- Attribution errors: assigning an erroneous motive to actions and behaviors that are otherwise neutral
- Assumption-based thinking: believing that our personal motivators must apply to others as well
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
In challenging times, resilience is especially critical. Explore how increasing self-awareness can help individuals foster the resilience they need to overcome personal, professional, and global challenges.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
What leads to personal and professional fulfilment? It's a question everyone wants to know the answer to.
Here, we discuss MRG’s research on the motivational, life architecture, and quality of life factors to see what we can predict about individual satisfaction and dissatisfaction.
Self-awareness is essential to individual success, but it’s also critical to healthy team dynamics. While most individuals believe themselves to be capable of true objectivity, each of us harbors subconscious biases that influence our perspective on the world. That perspective influences our behaviors, and the response of others to those behaviors further justifies and ingrains our biases. This cycle threatens objectivity, and ultimately harms interpersonal relationships at work and beyond.
So how do we help leaders control for biases that are deep below the surface? By being alert to potential biases and exploring them with our clients, we can inspire self-awareness and foster the objectivity required to restore a positive team dynamic.
This 60-minute webinar will illuminate 5 types of bias that lead to unintentionally harmful behaviors that can derail an otherwise positive team dynamic, including:
- Mindset effects: a different perspective on the world can shade how we behave toward others
- Interpretive bias: neutral behavior can be misinterpreted based on a subconscious bias
- Estimation errors: calibrating the comfort level of others based on our own levels
- Attribution errors: assigning an erroneous motive to actions and behaviors that are otherwise neutral
- Assumption-based thinking: believing that our personal motivators must apply to others as well
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
In challenging times, resilience is especially critical. Explore how increasing self-awareness can help individuals foster the resilience they need to overcome personal, professional, and global challenges.
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
When the concept of Emotional Intelligence (EQ) rose to prominence, assessing it had an irresistible appeal. And while many continue to find it valuable, many coaches have found that there are some limitations. The EQ can reveal interesting individual characteristics – but how does motivation relate to these characteristics? And how does a coach take these very personal insights and use them effectively to support and guide teams?
When traditional EQ assessments are paired with an assessment that reveals deeper motivations, a more complete profile of the individual is revealed. Motivational assessments also help uncover underlying tensions and conflicts, which often give rise to some of the observations measured using EQ tools.
In this one-hour session, MRG’s David Ringwood explores the benefits of pairing an EQ assessment with MRG’s Individual Directions Inventory (IDI). Topics include:
- Applying EQ learnings to more effectively influence behavior
- Tackling the challenge of transitioning from individual conversations to team interventions
- Thinking about EQ and motivation in the context of team dynamics
- Expanding the options available to you as a coach or facilitator
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
In an increasingly challenging and unpredictable professional landscape, leaders are often being asked to balance an impossibly broad set of responsibilities. A shared leadership model promises a more sustainable path forward – yet many organizations and individuals stumble when they attempt to implement this more collaborative approach.
In this webinar, we discover what research tells us about the behavior patterns that can block shared leadership and potentially reduce leadership effectiveness. Learn how to recognize these risk factors and how you can coach leaders to work through these challenges to support and embrace a shared approach to leadership.
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
Psychological safety is an essential foundational component for innovation, divergent thinking, creativity, & risk-taking — but it should not be confused with comfort. There are a number of small behaviours leaders can cultivate to help their teams take more interpersonal risks to increase psychological safety.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
When the concept of Emotional Intelligence (EQ) rose to prominence, assessing it had an irresistible appeal. And while many continue to find it valuable, many coaches have found that there are some limitations. The EQ can reveal interesting individual characteristics – but how does motivation relate to these characteristics? And how does a coach take these very personal insights and use them effectively to support and guide teams?
When traditional EQ assessments are paired with an assessment that reveals deeper motivations, a more complete profile of the individual is revealed. Motivational assessments also help uncover underlying tensions and conflicts, which often give rise to some of the observations measured using EQ tools.
In this one-hour session, MRG’s David Ringwood explores the benefits of pairing an EQ assessment with MRG’s Individual Directions Inventory (IDI). Topics include:
- Applying EQ learnings to more effectively influence behavior
- Tackling the challenge of transitioning from individual conversations to team interventions
- Thinking about EQ and motivation in the context of team dynamics
- Expanding the options available to you as a coach or facilitator
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
In an increasingly challenging and unpredictable professional landscape, leaders are often being asked to balance an impossibly broad set of responsibilities. A shared leadership model promises a more sustainable path forward – yet many organizations and individuals stumble when they attempt to implement this more collaborative approach.
In this webinar, we discover what research tells us about the behavior patterns that can block shared leadership and potentially reduce leadership effectiveness. Learn how to recognize these risk factors and how you can coach leaders to work through these challenges to support and embrace a shared approach to leadership.
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
Psychological safety is an essential foundational component for innovation, divergent thinking, creativity, & risk-taking — but it should not be confused with comfort. There are a number of small behaviours leaders can cultivate to help their teams take more interpersonal risks to increase psychological safety.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
Jim Proce - Critical & Strategic Thinking - a workshop for community success!Jim Proce
Jim Proce has presented and taught this topic in multiple venues and agencies and provides modifications of this content specific to the organization needs, from a 1 hour staff overview, to a day long training event to a community level strategic planning effort. Critical thinking and strategic thing are required skills for success in organizations and this presentation provides the disucssion to lead to those successes. FOr more information contact jimproce@gmail.com
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Leaders need to apply psychology knowledge and tools to break the limiting beliefs of both the leader and the followers. These slides provide the tactical methods.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Similar to Motivation and Bias: Strategies for Developing Greater Self-Awareness and Observational Skills. (20)
Ensuring employees feel connected, engaged, and energized can provide them with a valuable sense of stability in times of uncertainty. Discover what research can tell us about building and sustaining higher levels of engagement.
Get to know the latest product offerings from MRG and learn how they’re being used to expand engagements and open new opportunities. We’ll also share the initiatives we have on the horizon, and solicit your ideas and requests.
Join us for this highly interactive session to help shape the future of MRG!
At MRG, our goal isn’t to be a provider – it’s to be a partner. Learn about the many ways we can support you in meeting the unique needs of your practice.
We will share:
Brand new ways we can help you position MRG tools competitively against other assessments
The Knowledge Base, our new, searchable treasure trove of research, marketing material, and more
How custom reports can be used for more powerful, personal engagements
We share some of the most fascinating new research findings from MRG’s recent studies, along with their practical implications. Discover how you can incorporate this research into your work to enhance the impact of your proposals, engagements, and coaching.
We’ll highlight findings on:
Compassionate Leadership: the benefits of going beyond empathy to compassion (and how to support it in the leaders coach
Relationships vs. Results: Is it realistic to ask leaders to balance both?
Derailers: the profiles of leaders who are starting to go off course – and how to get them back on
Motivating Gen Z: what data can tell us about what drives the youngest generation in the workforce
Entrepreneurial leadership: what we know about how they lead and how they are different that traditional CEO’s
Perceived versus Felt Self-Confidence: what makes a leader appear self-confident to others and how does that relate to a leader’s felt self-confidence
Developing High Potentials: What leadership behaviors distinguish high potentials throughout the leadership pipeline
And more…
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
Every organization is looking for the heroic leader who can do it all. This mini-deck offers a peek at fascinating new research about how many leaders can actually be effective at both relationships and results. Contact research@mrg.com for more information.
Webcast Highlights:
Investigate some of the most persistent myths about what motivates millennials
Learn about the motivational patterns that are more consistent with age than generation
Explore how increasing transparency and building better communication within teams can create a more productive professional environment for all generations
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office. By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
With tens of thousands of leaders and more than 30 years of assessments in their database, MRG has unique insights into the differences and similarities of the generations at work. Join MRG President Tricia Naddaff to dive into this research and its implications.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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Motivation and Bias: Strategies for Developing Greater Self-Awareness and Observational Skills.
1. Motivation and Bias:
Strategies for Developing Greater Self-
Awareness and Observational Skills
Tricia Naddaff + David Ringwood, MRG
2. Host
Lucy Sullivan
Head of Marketing, MRG
For questions:
Hover over the bottom of
your screen to get the tool
bar.
Then click Q&A.
Delivered to your inbox
after the webinar:
√ Slides
√ Recording
3. Tricia Naddaff
President, MRG
Management Research Group is a global leader in designing
assessments that foster a deep self-awareness and impact
people in profound and meaningful ways with solutions for
Leadership, Personal Development, Sales and Service.
MRG conducts extensive research on effective leadership
behavior, leveraging a database of more than 1.2 million
assessment participants.
David Ringwood
VP of Client Development, EMEA
6. Poll Question
How frequently is there discussion and education around bias in your
organization or the organizations you work with?
a. Frequently - bias is discussed and taught regularly
b. Somewhat frequently - beginning to work with it more regularly
c. Only occasionally is bias discussed
d. Very rarely (or maybe even not at all)
12. Older Parts of the Brain Control:
• Emotions
• Fight, Flight, Freeze Response
• Habits
• Shortcuts
13. Prefrontal Cortex (PFC) Controls:
• Higher reasoning/Abstract thought
• Working memory/focus
• Inhibition/willpower
• Planning/organizing
• Flexible decision making
• Empathy and moral conscience
• Patience and hope
• Metacognition: Insight and judgement
Amy F. T. Arnsten, Ph.D.
Yale Medical School
14. • Continually scanning
• Always on
• Fast but error prone
• Works automatically
• Uses shortcuts, impulses and
intuition
• Mechanisms use little energy
• Used for specific problems
• Has to be “turned on”
• Slow but reliable
• Takes a lot of effort
• Solves complex problems and
uses self control
• Mechanisms use a lot of
energy
Two Brain Patterns
Thinking, Fast and Slow by Daniel Kahneman
Thinking Fast Thinking Slow
20. Understanding Bias
These shortcuts cause us to
make unconscious decisions.
Most of these unconscious
decisions are wrong.
This is especially true if the
problem or issue is complex…
like another person.
22. Understanding Bias
We tend to make decisions
about people based on small,
discrete data points.
We then extend that decision
to their whole character.
23. Understanding Bias
Often, our decision-making
circuits try to cover up our lack
of knowledge about the other
person.
This results in a level of
overconfidence that our
perceptions are accurate.
28. [Footer text to come] Page No 28
Motivation and Bias
…and why it matters.
29. Individual Directions Inventory™
The IDI explores motivational drivers and sources of
energy, connecting motivation and behavior in
innovative new ways to empower individuals and
organizations to make unprecedented progress toward
their goals.
• Surfaces subtle drivers to reignite individual energy
and illuminate opportunities for growth
• Highlights aspects of an individual’s ideal
environment and strengthens team Dynamics
• Builds a roadmap for channeling motivational
energy to support organizational objectives
• Supports organizational change, coaching,
executive transition and candidate selection
30. Understanding our deeper drivers
Motivational factors originate from the
formative years and evolve slowly over
time.
While we may recognize our own
behavior quite easily, some
people are less in touch with
these deeper underlying drivers.
31. Understanding our deeper drivers
Many people will be surprised by a few of
their IDI scores.
It is truly difficult to have a fully
objective view of ourselves.
32. Understanding our deeper drivers
People with extreme scores are very likely
to underestimate this extremity.
They may have normalized it to
the extent that it becomes less
evident to them.
34. “In the past two decades, the time spent by
managers and employees in
collaborative activities has
ballooned by 50%
or more.”
Harvard Business Review, Jan/Feb 2016. “Collaborative Overload.”
Cross, Rebele & Grant.
35. At many companies, employees spend
about 80% of their time
interacting with others – in
meetings, on the phone, or responding to
emails.
Harvard Business Review, Jan/Feb 2016. “Collaborative Overload.”
Cross, Rebele & Grant.
36. Examples of Bias Effect categories
Potential Mindset Effects
Oppositional mindset (me versus you)
“Never good enough” mindset
Potential Interpretive Biases
Everything is a competition
Giving up is an admission of defeat
Potential Assumption-based Thinking
There’s always a hidden agenda
The facts speak for themselves
Potential Estimation Errors
Under-estimation of the support needs of others
Under-estimation of other people’s sensitivity to conflict
Potential Attribution Errors
Attributing negative intent to others, projecting
38. The motivation to Give
When someone is high on the motivation to give,
they may think…
(Assumption Bias)
“Everyone wants my
help.”
39. The motivation to Analyze and Interpret
When someone is highly motivated to analyze and interpret,
they may think…
(Estimation Error)
“Data is the most
important element in
decision making and
everyone knows it.”
40. The motivation to Maintain Autonomy
When someone is highly motivated to be self-sufficient,
they may think…
(Interpretive Bias)
“Support is just an attempt to
interfere and take control.”
41. The motivation for External Recognition
When someone has less motivation for external recognition,
they may think…
(Estimation Error)
“They don’t want a lot of praise
or fuss about their
accomplishments.”
42. Examples of multiple bias effects:
Interpersonal Dynamics
Sensitive to feeling
isolated or excluded
Sensitive to feeling
unappreciated or under-
recognised
Sensitive to feeling
ignored
Sensitive to feeling
unsupported
What are my unique sensitivities?
What biases might they give rise to?
How can I calibrate my behaviors to account for this?
44. [Footer text to come] Page No 44
How to deal with
biases
4 strategies to mitigate the impact
of bias
45. Mitigate the Impact of Bias
Become aware of your own
motivations.
Increase your awareness.1
46. Mitigate the Impact of Bias
Know your internal triggers.
Increase your awareness.1
• Stressed
• Overwhelmed
• Tired
• Emotional
• Rejected
47. Mitigate the Impact of Bias
Know your external triggers.
Increase your awareness.1
• Meetings
• Email
• Tough decisions
• Time pressure
• Conflict
• A particular person
48. Mitigate the Impact of Bias
Know your external triggers.
Increase your awareness.1
• Meetings
• Email
• Tough decisions
• Time pressure
• Conflict
• A particular person
49. Mitigate the Impact of Bias
Look back at your past
decisions.
How could decision making be
improved?
Reflect.2
50. Mitigate the Impact of Bias
When have you experienced
bias directed toward you?
Reflect.2
57. Mitigate the Impact of Bias
Invite a different perspective.
Break the habit cycle.4
58. Mitigate the Impact of Bias
Use your imagination.
• How would I advise
someone else about the
decision?
• How would I decide this a
year from now?
Break the habit cycle.4
61. Resources and What is On the Way….
Resources
Your Brain at Work
Blind Spot: Hidden Biases
Thinking, Fast and Slow
Slides
Recording
Blog: Webinar Wrap-Up plus Q&A
62. Upcoming Events with MRG
CertificationsWebinars
Individual Directions
Inventory™
Starts June 9
Personal Directions®
Starts June 30
LEA™ Companion
Products
July 15
A Life Well-Lived? The Science of Satisfaction
June 10
[Encore] Leading the Way Forward in
Unprecedented Times
June 23
Workshops
Using Personal Directions® to Support Lives in
Transition
June 17
Using the IDI in Mediation
June 24
Registration at
MRG.com/calendar
63. [Footer text to come] Page No 63
Thank you.
Stay in touch.
research@mrg.com
Editor's Notes
As we think about motivation, bear in mind the following considerations:
As we think about motivation, bear in mind the following considerations:
As we think about motivation, bear in mind the following considerations: