Learning Faster and Better

All will be well in the morning

All will be well in the morning

My mum would often tell me “all will be well in the morning.” For her, it was just experience and age-old wisdom.

All will be well in the morning

And things always were better in the morning.

Somehow, all the clutter and stress and worry, while, not gone altogether, was, at least more manageable.

As I slept, my brain was free to sort through the problem, process it entirely and put it in a suitable place close to a similar experience in memory. I had learned how to resolve whatever the issue was.

More often than not, it didn’t even need addressing anyway.

How taking a break improves future learning

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Seven Steps to Your New Goal

A goal worth achieving makes you place yourself in the crosshairs

When you aim for the right target, your goal becomes more possible

You already know that you need to have a clear goal in your personal development as a leader. Without a goal, you don’t know where you are going. And that’s exactly where you will end up… drifting somewhere… maybe it’ll be great, maybe it’ll be a waste of your time. Here are the seven steps to your new leadership development goal:

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Who’s bag are you unpacking?

Waiting by the baggage carousel after a long flight.

You’re tired from a week of meetings and your body aches from the airline seat.

Your bag appears and you gratefully grab it and head through the green channel to the taxi queue and head straight to the hotel.

stick_figure_hauling_luggage_500_wht_7359Tomorrow is a big day for you. Months of work on that project are coming to a conclusion. It’s taken more than a year to get these people in a room together.

Tomorrow is your day.

The traffic is horrendous and it’s two hours before you finally collapse onto the bed in the hotel room. The porter delivers your bag to the room and you open it to unpack your suit, ready for the big meeting. Only your suit isn’t there.

Your prototype isn’t there.

Instead you find a couple of dresses, a pair of high heels, hosiery and some underwear for the somewhat more feminine body.

You call the porters desk and tell them they’ve brought the wrong bag up. Could they please bring yours immediately.

The porter assures you that this is the bag that you brought in the taxi from the airport.

You must have collected the wrong bag from the carousel. Someone, somewhere has your bag.

You check with the front desk just in case a female guest has also checked in having arrived from the airport, and per chance she is unaware as yet , of the mix up… No. Other hotels… No-one reporting anything sir…

Now in a panic you phone the airport.

And there’s no-one answering. Not that surprising really, yours was the last flight in, and it is now 2am.

You berate yourself for being so stupid. For not checking your bag. For rushing.

You have a choice:

  1. You could choose to use the clothing that is in the bag and wing it through your presentation without a prototype to show them. You’re not certain if the dress would fit, but with a little squeeze here and there and sure the hotel has a razor you can use. High heels aren’t really your thing, but better than the sandals you have on now.
  2. Of course, you could go out and get some more masculine clothing, somewhere, surely something is open at 2 in the morning.
  3. You could get over to the airport and check with lost and found as soon as they open and just possibly make it back in time for the meeting at 8am.
  4. Or you could stay in your room. Pretend to have been struck down with a contagious virus and hide.
  5. Or, get some sleep, wash in the morning and go to the meeting wearing your current ensemble of shorts and a t shirt and sandals and, well, be you. Be honest and open and put everything on the line.

Months of work and hours of research are at stake. The one real chance to make the payoff is scheduled for the morning. This is the make or break moment. Another day is impossible.

What do you do?

Helping Talent Thrive in the Workplace

“Why aren’t these “young people” stepping up to the mark?” Asked the C-level executive as we discussed the problems of talent management and leadership succession. As if it’s a problem of the younger generation – most notably Gen Y.

But it’s not a generational issue! Performance in the typical workplace is at least 20% lower than it could easily be.

The information in this podcast is critical to your well-being, your success, your business and your health but you will probably not make it to the end, at least not without interruptions and multiple distractions.

You’re wasting your budget on talent management and development if you don’t get a few other things fixed first!

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While reading, you will receive at least 5-15 emails, one or two phone calls, 3-25 instant or text messages and a colleague or two may pop-by for a ‘quick’ chat. You may visit a Web site and get distracted though I do promise to keep this interesting enough so you come back.

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How to influence anyone to do anything (so long as it is in there interests too)

I walked to the front of the meeting room past my muttering colleagues.

My hands clammy, my shirt beginning to soak with perspiration in the air conditioned room. Blinded momentarily by the projector, I faced my audience. Their faces raptly attentive as they waited for the first words to come.

I noticed my boss as he glanced at his watch. A phone buzzed in silent mode on the table and all eyes were drawn toward it. Someone muttered an apology as he picked up the errant phone and read the message.

I had spent weeks preparing for this meeting. We were about to introduce a new computer system across the entire business and everyone in the room would be effected. Nobody wanted the new system. I stumbled through my slides, gave them all the facts and outlined the plan. Still nobody wanted the new system.

I had failed to influence my colleagues to support the project.

So why had my long-prepared presentation failed to achieve the intended result?

triangle of influence

The answer lies in the Triangle of Influence

When we are influenced to do something, we connect three things inside the brain:

  1. The goal we will achieve
  2. The resources achieving the goal costs, and
  3. The personal benefits that we get out of achieving the goal.

When we believe that we have more value in the benefit than the cost, we will be motivated to act on achieving the goal. But if we believe that the cost outweighs the benefit, we will not be motivated to act.

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