This document summarizes a webinar about using self-awareness and observation to increase inner resilience through understanding motivation and predispositions. It discusses how assessments like the Individual Directions Inventory can reveal deeper motivational drivers and how those drivers can form self-reinforcing patterns. It also explains how greater awareness of reactions, triggers, and life goals can help mitigate reactive cycles and harness motivation for well-being rather than just achievement. The webinar provides strategies for developing observational skills to better understand and regulate one's motivations.
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™.
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.
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.
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.
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.
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
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.
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.
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™.
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.
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.
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.
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.
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
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.
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.
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
Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
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?
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.
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.
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.
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 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.
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?
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.
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
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
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
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.
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.
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
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
Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
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?
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.
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.
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.
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 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.
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?
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.
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
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
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
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.
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.
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
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.
The motivation –– or energy and impetus –– a person brings to any action can be qualitatively different. Some reasons people are motivated tend to promote well-being for themselves and others –– and unfortunately, some reasons don’t.
Motivation that comes from choosing to do something is different from motivation that comes from having to do it.
Motivation generated from values, purpose, love, joy or compassion is different from motivation generated from ego, power, status or a desire for external rewards.
Motivation to compete because of a desire to excel (where the score serves as feedback on how successfully you are growing, learning and executing) is different from competing for the sake of besting someone else, to impress or to gain favors.
Similar to Motivation and Self-Regulation: How Self-Awareness and Observation can Increase our Inner Resilience (20)
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.
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…
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.
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. Join us for revealing research that will help your organization begin to harness the potential of millennial talent.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Motivation and Self-Regulation: How Self-Awareness and Observation can Increase our Inner Resilience
1. Motivation and Self-Regulation:
How Self-Awareness and
Observation can Increase our Inner
Resilience
Andrew Rand
Consulting Psychologist
MRG
David Ringwood
VP of Client Development, EMEA
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
» Q&A
3. Andrew Rand, PhD
Consulting Psychologist | 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
behaviour, leveraging a database of more than 1.2 million
assessment participants.
David Ringwood
VP of Client Development, EMEA | MRG
5. 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
7. 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.
8. 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.
9. 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.
10. Understanding our deeper drivers
Motivation can conflict with itself.
We often have mixed feelings or
have drivers which interfere with
each other.
11. Motivational Predispositions
How our motivational makeups lead us to have a tendency or an
inclination to react to stimuli in particular ways
Predispose definition
To give an inclination or tendency
beforehand; make susceptible “John has a predisposition
to exaggerate”
Motivational Predispositions definition
12. Motivational Predispositions
Revealing motivation using the
Individual Directions Inventory™
The IDI profile represents an
individual’s motivational makeup:
What are they attracted toward?
What do they move away from?
13. Motivational Predispositions
Why do I…
…think the way I
think? …make
decisions the
way I make
decisions?
…behave the way I
behave?
…feel the way I
feel?
What is my awareness around these
motivations and how they impact me?
15. Motivational Predispositions
Be socially adept & aware, understand their
impact on others
Motivated to gain
recognition & respect
Feeling forced, not making decisions for
themselves
17. Motivational Predispositions
Seek freedom, find joy in building world they
want
Motivated by self-sufficiency &
self-reliance
Fight restriction, have conflicting desires
18. Possible IDI Dimension Bias Effects
Potential Mindset Effects
Winning - Oppositional mindset (me versus you)
Excelling – “Never good enough” mindset
Potential Interpretive Biases
Independence – Support equals Interference/Control
Winning - Everything is a competition
Potential Assumption-based Thinking
Gaining Stature (Low) – people don’t really need recognition
Maneuvering (High) – there’s always a hidden agenda
Giving – People actually want my help
Potential Estimation Errors
Receiving (Low) – underestimation of the support needs of others
Winning (High) – underestimation of other people’s sensitivity to conflict
Potential Attribution Errors
Maneuvering (High) – attributing negative intent to others, projecting
20. The story we tell ourselves
Remember, the IDI doesn’t tell us how we’re behaving, but…
THOUGHTS
What we think affects
how we feel and act
BEHAVIORS
What we do affects
how we think and feel
EMOTIONS
What we feel affects
how we think and act
21. Self-Reinforcing Pattern: High Giving
THOUGHTS
Responsibility to care for others & people value this
DISSONANT EMOTIONS
Valuable when helping, selfish when not
Resentment, but attracted to continuing to provide support
ATTRIBUTIONS
Unhelpful, selfish, emotionally distant
BEHAVIORS
Prioritize others’ needs over my own
Be viewed as a resource, or useful to have around
Self-Regulation
22. Self-Reinforcing Pattern: High Structuring
THOUGHTS
“There’s a way of doing it, and a way of not doing it”
DISSONANT EMOTIONS
Frustrated, Mistrustful
ATTRIBUTIONS
Sloppy, Disinterested, Inconsistent
BEHAVIORS
“I’ll do it myself”
“I’ll supervise very closely”
Self-Regulation
24. [Footer text to come] Page No 24
Cycles of Reaction
We have to see them to control them
25. Driving positive outcomes
Thoughts & beliefs
• People only like me because I’m helpful.
• I am less important than others.
Emotional associations & consequences
• I resent people using me but I feel compelled to allow it
• I feel rejected when no one wants my support
• I have mixed feelings about relationships
Behavioural implications
• I risk sustaining unhealthy or one-sided relationships
• I might fail to use resources and support available to me
• I ignore the ultimate emotional cost to myself until it’s too late
26. Driving positive outcomes
You can’t control what you don’t understand.
• When do we raise the stakes or react
out of proportion?
• How much insight do we have into our
cycles of reaction?
• How much of this is driven by my
innate predispositions?
• Where do I even begin?
27. Winning the cycle of reaction
Strong initial reaction, quickly
dissipates
Moderate reaction, lingers
much longer
vs.
28. Poll: a reflection on ourselves
What percentage of stress and anxiety during your
life has been largely self-inflicted?
1. More than 90%
2. 75 - 90%
3. 50 - 75%
4. Less than 50%
29. Winning the cycle of reaction
Are there times when I react out of proportion?
Are my reactions based on fact or based on less regulated
thoughts or emotions?
How can I better understand my cycles of reaction?
vs.
30. Winning the cycle of reaction
What triggers the strongest or most disproportionate reactions?
What role might my predispositions and biases play?
• Does my “never good enough” mindset make it harder for me to
be kind to myself?
• Does my desire to support others make it harder to put myself first?
• Does my need for predictability increase the fear factor?
vs.
Bear in mind the self-reinforcing patterns
that can also embed these cycles.
31. [Footer text to come] Page No 31
Harnessing
Self-Awareness for
Self-Regulation
32. Mitigating reactive cycles
Step 1: What am I most sensitive to?
How much of this is how we feel and
what we believe about our world?
How much has any basis in fact?
Uncertainty?
Feeling
unsupported?
Feeling
excluded?
Feeling out of
the loop?
Feeling
unappreciated?
Criticism?
33. Mitigating reactive cycles
Step 2: How do I react?
When does this happen most?
Keep a diary.
Physical tension? Lack of sleep?
Loss of
appetite?
Increasingly
emotional?
Mental turmoil?
What helps me to dissipate these
effects as quickly as possible?
34. Mitigating reactive cycles
Step 3: What actions alleviate these effects?
Talk to that
version of you
one week
ahead.
Evaluate:
rationalization
or distraction?
Learn from the
lessons of the
past: be more
evidence-based.
36. Overarching objectives and life goals
What is really important to me?
My career?
My family?
My health?
Do my natural drivers work in service
of my overarching objectives, or do
they simply serve themselves?
37. Overarching objectives and life goals
Positive indicators
Objective
self-observation
Powerful internal
narrative
Winning back
perspective
Stronger
commitment to
self-value
38. Our overarching objectives, sense of bigger purpose
or our life philosophy is often the best approach of
putting our motivations into perspective.
If not, our motivations might control us more than we
control them.
40. Upcoming Events with MRG
CertificationsTool Talk
IDI™
Starts October 1
Personal Directions®
Starts October 22
Workshop
Using the IDI™ with Teams
October 27
*prerequisite: certification
in the IDI™
Webinar
Motivation and Bias: Strategies for
Developing Greater Self-Awareness
and Observational Skills
October 13
Discover the IDI™
October 20
41. [Footer text to come] Page No 41
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:
As we think about motivation, bear in mind the following considerations:
Thoughts and beliefs:
People only like me because I’m helpful
I am less important than others
Emotional associations and consequences:
I resent people using me but I feel compelled to allow it
I feel rejected when no-one wants my support
I have mixed feelings about relationships
Behavioural implications:
I might help others at my own expense (time, energy, respect…..)
I risk sustaining unhealthy or one-sided relationships
I might fail to use resources and support available to me
I underestimate the emotional cost to myself until it’s too late