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?
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
This document discusses leadership derailment and how to recognize when leaders are at risk. It defines derailment as behaviors that make an once competent leader ineffective or damaging in their role. Common attributes that lead to derailment include arrogance, poor performance, relationship problems, lack of self-control, inability to build a team, and lack of self-awareness. The risk of derailment increases during times of transition, increased workload, unclear expectations, lack of feedback, and when "bad behavior" is tolerated. The document outlines two studies on ineffective executives and patterns of derailing leaders. It provides recommendations for increasing self-awareness and self-regulation to help leaders at risk of derailing.
Leaders who convey high self-confidence tend to display certain behaviors such as seeking opportunities to lead, focusing on long-term impact, and being persuasive. However, those who also demonstrate a willingness to listen to others and act ethically tend to be more effective leaders overall. While conveyed self-confidence is important, it can become risky without balancing behaviors like ethical leadership and openness to different views. The document explores relationships between conveyed and felt self-confidence, as well as differences among gender and generations.
This document discusses using the Intercultural Development Inventory (IDI) and Lencioni assessments together for team development. It provides an overview of the Lencioni model of the five dysfunctions of a team and how the IDI can help identify cultural drivers that impact those dysfunctions. Specifically, it suggests which IDI dimensions may correlate with a lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The document also provides guidance on facilitating discussions with teams using the IDI and Lencioni profiles, focusing on areas of dysfunction and how cultural factors may be influencing team dynamics and performance.
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.
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
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™.
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?
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
This document discusses leadership derailment and how to recognize when leaders are at risk. It defines derailment as behaviors that make an once competent leader ineffective or damaging in their role. Common attributes that lead to derailment include arrogance, poor performance, relationship problems, lack of self-control, inability to build a team, and lack of self-awareness. The risk of derailment increases during times of transition, increased workload, unclear expectations, lack of feedback, and when "bad behavior" is tolerated. The document outlines two studies on ineffective executives and patterns of derailing leaders. It provides recommendations for increasing self-awareness and self-regulation to help leaders at risk of derailing.
Leaders who convey high self-confidence tend to display certain behaviors such as seeking opportunities to lead, focusing on long-term impact, and being persuasive. However, those who also demonstrate a willingness to listen to others and act ethically tend to be more effective leaders overall. While conveyed self-confidence is important, it can become risky without balancing behaviors like ethical leadership and openness to different views. The document explores relationships between conveyed and felt self-confidence, as well as differences among gender and generations.
This document discusses using the Intercultural Development Inventory (IDI) and Lencioni assessments together for team development. It provides an overview of the Lencioni model of the five dysfunctions of a team and how the IDI can help identify cultural drivers that impact those dysfunctions. Specifically, it suggests which IDI dimensions may correlate with a lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The document also provides guidance on facilitating discussions with teams using the IDI and Lencioni profiles, focusing on areas of dysfunction and how cultural factors may be influencing team dynamics and performance.
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.
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
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™.
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.
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.
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
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
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.
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.
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.
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.
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 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?
This document summarizes a webinar presented by Tricia Naddaff, President of MRG, about leading in unprecedented times. The webinar covered how the brain responds to stress and crisis, evidence-based ways to reduce stress, key competencies for effective leadership in uncertain times such as connecting with people and demonstrating credibility, and strategies for leading effectively including turning up strategic thinking, communication, and engagement while also sharing leadership responsibilities rather than taking them all on alone.
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.
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.
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.
This document discusses strategies for developing greater self-awareness and mitigating cognitive biases. It begins with an overview of how the brain works and how biases form from shortcuts. Specific cognitive biases like confirmation bias are explained. Motivation and deeper drivers are explored using the Individual Directions Inventory assessment. Examples are given of how motivations can lead to biases in thinking. Finally, four strategies are presented for mitigating the impact of biases: increasing self-awareness, reflection, slowing down decision-making, and seeking different perspectives. The goal is to understand biases and how they affect judgment so people can make less erroneous decisions.
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
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.
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
This document discusses strategies for moving organizations from diversity to inclusion. It begins by outlining some of the barriers to inclusion, such as narrow perspectives on leadership and unconscious bias. It then provides strategies for overcoming these barriers, such as broadening definitions of leadership, educating about unconscious bias, and teaching skills for constructively dealing with differences and managing disagreement. The document emphasizes that diversity alone is not enough and that inclusion is critical for organizations to realize the full benefits of diversity. It concludes by providing practical takeaways for developing inclusive leaders, teams, and organizations.
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.
Seven habits of highly effective peoples - Gerhardtgenesissathish
The document provides an overview of leadership qualities and strategies for career success based on Stephen Covey's Seven Habits of Highly Effective People. It discusses the importance of understanding the big picture, empowering and developing people, and adapting to different situations. It also covers personal leadership through strategic planning, mentors, and continuous self-improvement. Teamwork, culture, and the four levels of leadership are examined. Finally, the seven habits are summarized with a focus on being proactive, beginning with the end in mind, and putting first things first.
The document provides an overview of leadership qualities and Stephen Covey's Seven Habits of Highly Effective People. It discusses that effective leadership requires understanding the big picture, empowering and developing teams, and adapting to different situations. It also outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
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.
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.
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
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
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.
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.
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.
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.
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 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?
This document summarizes a webinar presented by Tricia Naddaff, President of MRG, about leading in unprecedented times. The webinar covered how the brain responds to stress and crisis, evidence-based ways to reduce stress, key competencies for effective leadership in uncertain times such as connecting with people and demonstrating credibility, and strategies for leading effectively including turning up strategic thinking, communication, and engagement while also sharing leadership responsibilities rather than taking them all on alone.
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.
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.
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.
This document discusses strategies for developing greater self-awareness and mitigating cognitive biases. It begins with an overview of how the brain works and how biases form from shortcuts. Specific cognitive biases like confirmation bias are explained. Motivation and deeper drivers are explored using the Individual Directions Inventory assessment. Examples are given of how motivations can lead to biases in thinking. Finally, four strategies are presented for mitigating the impact of biases: increasing self-awareness, reflection, slowing down decision-making, and seeking different perspectives. The goal is to understand biases and how they affect judgment so people can make less erroneous decisions.
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
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.
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
This document discusses strategies for moving organizations from diversity to inclusion. It begins by outlining some of the barriers to inclusion, such as narrow perspectives on leadership and unconscious bias. It then provides strategies for overcoming these barriers, such as broadening definitions of leadership, educating about unconscious bias, and teaching skills for constructively dealing with differences and managing disagreement. The document emphasizes that diversity alone is not enough and that inclusion is critical for organizations to realize the full benefits of diversity. It concludes by providing practical takeaways for developing inclusive leaders, teams, and organizations.
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Seven habits of highly effective peoples - Gerhardtgenesissathish
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The document provides an overview of leadership qualities and Stephen Covey's Seven Habits of Highly Effective People. It discusses that effective leadership requires understanding the big picture, empowering and developing teams, and adapting to different situations. It also outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
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This document discusses effective management and team leadership. It emphasizes the importance of emotional intelligence and vulnerability for building strong relationships and culture. Good managers use coaching to develop employees, give constructive feedback, and adapt their leadership style to individual needs. Feedback should focus on observable behaviors, describe the impact, and ask for the other perspective in order to have a productive discussion.
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This chapter discusses building high self-esteem. It defines self-esteem as a combination of self-efficacy and self-respect. Self-esteem develops from childhood experiences and is influenced throughout life. People with high self-esteem tend to feel competent and in control of their lives, while those with low self-esteem often feel unworthy and rely on external factors. The chapter provides ways to raise self-esteem such as setting goals, using positive self-talk, and seeking mentorship. Organizations can also help by making employees feel valued and empowered.
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The document provides information about a student named A.Bhojanna from the batch H2 studying the AHTM course at the Kukatpally center in 2015-2016. It outlines the different learning outcomes covered including personality development, time management, leadership, and interpersonal skills. It also includes an acknowledgement and responses to several questions on topics like different personality types, motivation, the ladder of inference, developing personality, self-conditioning, goal management, the value of time, barriers to time management, time saving equipment, and the time management matrix.
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2. It emphasizes being aware of intentions, behaviors, and impacts in order to give constructive feedback and have difficult conversations while minimizing defensiveness.
3. The document recommends focusing feedback on specific, observable behaviors; describing the impact on you without attributing motives; and asking the other person for their perspective.
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Similar to Motivation and Self-Regulation: How Self-Awareness and Observation can Increase our Inner Resilience (20)
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Demystifying Millennials: What Motivation Research Can Tell us about Bridging...
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
CertificationsWebinars
Personal Directions® for
AsiaPac
Starts May 6
IDI™
Starts June 9
Personal Directions®
Starts June 30
Leading the Way Forward in Unprecedented Times
May 13
Employee Engagement: Practical Approaches to
Building and Sustaining Higher Levels of
Performance and Commitment
May 20
Motivation and Bias: Strategies for Developing
Greater Self-Awareness and Observational Skills
June 6
A Life Well-Lived? The Science of Satisfaction
June 10
Workshop
IDI™ and Self-Regulation
May 6
*prerequisite: certification
in the IDI™
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