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A major problem impairing an executive's performance is his Emotional Blind Spots. Emotions, whether we like them or not, have a significant impact on one's decisions. An example is the Enron case where executives ran into severe ethical and legal consequences after falling prey to the destructive negative emotions of greed and self-interest. It is perplexing how many success driven executives, choose to fear addressing the impact of negative emotions on personal and organizational performance. Helping executives become aware of the Emotional Blind Spots that cause them to steer into perilous decision making territory has helped them make better decisions and feel powerfully more secure in themselves. To help achieve emotional self-awareness we use a powerfully new coaching tool, the Mind Resonance Process™ (MRP) which allow executives to succeed. We illustrate MRP with this case: Following an economic downturn the CEO of a mid-sized public company was faced having to outsource some of the company's services and cut back on staff in order to reach annual performance goals. He felt extremely torn as he valued his staff's potential. Not meeting annual goals meant seriously risking losing shareholder confidence. Deep within he knew riding through the storm with staff on board would make the company stronger in the long run but his fears urged him to think short because he might not be around in the long run. Afraid to make a decision he might live to regret he contacted us. With him we addressed some key emotional issues that were preventing him from navigating the storm with peace of mind. These included the following: 1. The fear of losing his job 2. The sadness around having to let staff go 3. The fear of regretting a bad decision 4. Worries of how a bad decision would affect staff morale. Of these we addressed 3) first, as it was the most incapacitating. With MRP we addressed this fear directly by having him look at two aspects of it: a) What was the fear doing to him? b) What did the fear suggest it was doing for him? The MRP Analysis: A) By helping him feel the effects of this fear, he realized it was paralyzing him in his ability to make any decision. In other words the fear was ruining him. B) By helping to uncover what he thought the fear was doing for him, he realized that it was "supposedly" helping him to avoid making bad decisions and carefully thinking through the consequences of the options available to him. In other words the fear was supposedly making his life smoother. The analysis revealed: 1. A and B were contradictory and could not be simultaneously true 2. That A felt true and B felt false for him 3. He was unknowingly accepting B as true i.e. was lying to himself about the benefits of the fear 4. Acceptance of the lie allowed the fear to remain anchored in him, paralyzing his ability to make confident detached decisions. We helped him 1. Relinquish the lie 2. Relinquish the fear 3. Create a vision of him as detached and confident. Following MRP he calmly and confidently made decisions he could live with and his resilience to stress increased immeasurably. MRP is also effective for: - Improving leadership abilities and performance. - Opening up creative and intuitive potential - Challenging ethical issues. - Reducing stress and improving health MRP is accessible through personal coaching, live workshops, and ongoing teleconferences. Copyright © 2005. Arrizza Performance Coaching Inc., All Rights Reserved Recover From The Grief Of Pet Loss. - eBook on how to emotionally cope with the death or loss of a pet. How To Create Your Own Reality. - Heal emotional pain as you learn the secrets of reality creation. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Creativity and Innovation Management – Motivation and Management Layers By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development … 2. You’re Hired, Now Go Home: Managing Workers at a Distance By Marcia Zidle Telecommuting or virtual work opens up a wider net of potential employees for businesses – the disabled, the stay-at-home parent, the student, the retired, the flextime person, etc. However, it also creates unique challenges in hiring, supporting and managing this new group of workers. Here are six tips on managing workers at a distance.Select the right employees. These will be people who can both structure and motivate themselves. If past performance doesn't indicate these important traits… 3. Manage Communication to Add Value Management guru Tom Peters says white collar workers and managers in functional departments need to protect their futures.They have to learn 'the difference between doing totally acceptable work and creating very new value....' he notes, in an Industry Week article. In other words, people in departments like Human Resources and Finance need to become entrepreneurial.With that in mind, let's look at three ways you can use communication to add new value, whether you work in a functional department… 4. Innovation Management: The Hype Cycle By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that in… |
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