How to Challenge Interpretations

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Are your interpretations sabotaging your relationships, your life or your success?

Energy Block #2: Interpretations

What are interpretations?  They are your unique set of beliefs about a given situation. Often times they limit are chances for success if we don’t challenge them. An interpretation is the meaning, or story, we attach to people, events, or experiences. Most times we are not even aware that we have such an interpretation, believing in fact that the story is true, when in fact it’s just one of countless possible perspectives.

Our ability to create meaning from different situations and experiences has helped us to not only survive, but thrive on this planet. Everything has meaning, yet everything we believe, understand and think to be true is just an interpretation. Once we become aware of our interpretations, we can then change focus, raise our energy and discover new possibilities. What are some of the stories you’ve made up to explain the events or people in your life? How are those interpretations impacting you and those around you? Which of your interpretations sabotaging your relationships, your life or your success?

How to Challenge Interpretations

How to Challenge Interpretations

Just realizing that there are other perspectives can lessen the limitations your interpretations have on you. There are many ways to challenge interpretations including the following:

  • What’s another way to look at that?
  • How would someone who could easily accomplish the task you find challenging see your situation?
  • What would an opposite point of view about the person or situation you are struggle with be?

Now look at your “Things I Haven’t Achieved Yet” entry above. See which of the items you listed might be due to interpretations you’ve made, then use the questions above to challenge your interpretations. Which experiences from your past are the one’s you find most catabolic? What was the meaning or story you gave it? What is a new or opposite perspective?

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How to Challenge your Inner Critic

Energy Block #4: Rogue Inner Critic

Do you ever hear a little voice inside your head that says, “This isn’t going to work,” or “I’m not good enough, smart enough, or experienced enough?” Say hello to your rogue inner critic. That little voice wants us to always play small and play it safe, and when it speaks it’s very hard not to listen. Your inner critic is so personal that it often doesn’t even sound like a voice, It’s just there in the background. That voice is very limiting which means that too often we won’t ask for that raise, or try that new challenge because we think were not good enough or experienced enough to accomplish it.

Some typical inner critic statements are:

I feel like I am impostor.

I don’t deserve to be truly happy.

I’m not that smart.

I’m not cut out for this.

I don’t deserve real success.

What does your inner critic keep telling you?

How to Challenge your Inner Critic
How to Challenge your Inner Critic

How to Challenge your Inner Critic

The first step in dealing with your rogue inner critic is to acknowledge its presence. Then you will want to listen to exactly what it’s saying. Keep in mind your inner critic is a coping mechanism that was created a long time ago to avoid any and all pain. When it appears next say “Thank you for your support, but I can handle it from here.” Or, “Whatever, now watch this!” and prove it wrong (Especially effective if you answered completely true to the ELI Assessment question “Being right is important to me.”) Now looking back to the section where you listed three areas that you haven’t had success in yet: which were a result of listening to your rogue inner critic’s commentary?

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How to Challenge Assumptions

Energy Block #3: Assumptions

Assumptions are beliefs that since something happened in the past, it will repeat itself in the future. Because assumptions are based on our personal experiences, they have more catabolic energy associated with them than either interpretations or limiting beliefs.
The assumptions we have often come from personal experiences filled with pain and/or failure. They hold us back because we avoid situations that we think are painful or will result in failure. For example, if you once had an awful experience giving an important presentation it would be completely normal to not want to ever give another presentation.
What is a catabolic experience from your past that you think might be repeated in the future?

How to Challenge Assumptions
How to Challenge Assumptions

How to Challenge Assumptions

Because assumptions are more personal, and consequently more emotional, they are more difficult to challenge. When challenging an assumption simply ask “Just because that happened in the past, why must it happen again now?” You could also look to a similar, yet successful, past situation and ask yourself:
What worked well then?
How did my strengths help me succeed then?
How can I take my strengths and apply them to my current situation?
Which items on your list above might be a result of an assumption? Use the above process to challenge them.

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Creating and Implementing Your Company Vision

A vision is a picture of where your organization will be in 3, 5, 10, and 20 years.

The Importance of a Vision

A vision creates clarity and unity of purpose and will:

  • Unite and inspire your stakeholders.
  • Guide you and your C-Suite executives when faced with challenging decisions.
  • Give your employees a sense of:
    • Purpose.
    • Direction.
    • Motivation.

Without a clear vision your company and its employees will have no idea where they are headed. People are motivated to perform when they have a clear understanding of your organization’s purpose and direction. Visions affect a company’s structure and the working relationships of team members. Once created, you can then use a vision statement to clearly communicate your vision to your enterprise.

Purpose of a Vision Statement

Your vision statement should:

  • Provide a general direction for your organization.
  • Not address details.
  • Make decision making easier.

Every major decision your organization makes should be aligned with the vision statement.

Characteristics of a Vision Statement

Great vision statements are:

  • Clear. If a twelve year old doesn’t understand it then it’s not clear enough. Visions that are hard to explain eventually fade into oblivion.
  • General. A vision statement describes what you will do, not how you will do it. The simpler, the better. No details, please.
  • Inspiring. Is the vision a worthy cause? A vision statement should describe a tangible benefit to a large audience. The more you and your team find the vision exciting, the more you will want to achieve it.
  • Challenging. A great vision will require people to perform at their best. Although the vision should be realistic, it should really stretch a company’s resources.

Perhaps the greatest vision statement of all time came from John F. Kennedy when he declared the Unites States would land a man on the moon by the end of the decade. What would the equivalent statement for your company be?

Creating Your Vision

Creating a vision statement helps you and the rest of your organization see exactly where you want to be in 3, 5, 10, or 20 years. Your company’s vision statement should be clear, concise and a reflection of its values and mission. It is not an exact roadmap; it just points the general direction.

To help develop your vision statement:

  • What are your company’s core values? Why?
  • What is your company’s mission, i.e. it’s reason for existence?
  • What are your company’s strengths?
  • What does your company really want to accomplish?
  • Do team members share the same values?

Team Involvement

Your vision will affect everyone in an organization. If a company is to grow it will need to update its vision from time to time. By involving your c-suite executives with the creation of a new vision you will obtain their:

  • Trust. Relationships are built on trust, and including your team in important decisions is a perfect way to build loyalty and trust with them.
  • Respect. Showing respect is a great way to gain it. Involving your leadership with creating the new vision will also help them feel valued and worthy.
  • Insights. At times, great ideas come from the most unlikely of places. An open forum, or brainstorming session with the entire team often reveals great new opportunities.
  • Commitment. Executives will be far more willing to commit to the vision if they feel that their opinions were heard. Listening to your employees will always empower them and ensure that your leaders feel they contributed to its development.
  • Collaboration. Division leaders will have a greater desire to commit to a vision if they know the rest of the team is equally committed. Knowing the company will be working together as a team will help your executives feel confident and supported.

Executing Your Vision

Proper execution requires that you and the upper management:

  • Clearly communicate the company vision to the entire organization.
  • Get a commitment from each of the company’s executives.

Communicating Your Vision

To communicate a vision effectively organizational leaders must:

  • Be confident. Once you have your vision your executives must fully support it. There can be no room for doubt or second guessing.
  • Over-communicate the vision, iterating it whenever possible.
  • Be enthusiastic. Nothing energizes a team more than genuine enthusiasm.
  • Maintain integrity. Your actions and those of your leaders should reflect a commitment to the vision.

Successful communication means that c-suite members understand:

  • How they can support the vision.
  • What’s expected of them.

Getting their Commitment

To get a commitment from each c-level executive:

  • Get the Buy-In. People seldom care about something that doesn’t personally benefit them in some way. To get their support you can ask them an empowering question like, “How do your values align with our company’s mission/vision.”
  • Request a verbal or written commitment. Members are far more likely to commit to something if they have already promised to support it.

Conclusion

A vision is a clear picture of where your organization will be in 3, 5, 10, or 20 years and will create clarity, confidence and unity of purpose. A great vision can make decision making easier and inspire your employees to greatness.

To survive and grow, you will need to adapt your vision periodically; change can be swift and unexpected as opportunities arise and new technologies are developed. Revising the vision will help your organization more effectively capitalize on new trends, emerging markets and situational opportunities; involving them with crafting your new vision will earn their trust, respect, insights and commitment.

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Employee Engagement Training for Leaders

The most successful leaders know that their job is like that of a great coach: unleash the full power, energy and potential of their team members. They know that people, even the best athletes, are only ever limited by their own mindsets. They know that attitude is altitude and that the difference between a champion and a runner-up is often determined before either team sets foot on the field. The best athletes use every tool at their disposable to become masters in their field and so should you.

<h1>Employee Engagement Training for Leaders </h1>
A glut of indisputable research now shows that there is no greater return on investment than unlocking the full extent of your organization’s human capital. Our employee engagement training for leaders focuses on giving your team the tools to raise their energy as well as the energy of their colleagues. Their level of performance is directly correlated to their level of engagement , which in turn is dictated by their level of energy.

Success is a byproduct of that energy: the more energy you have, the more successful you and your organization will be. The greater your ability to raise the energy levels of those around you (and get their Buy In) the more effective you will be leading others and having them perform at their best.

What could your organization achieve if it could access its workforce’s full potential? What would stand in your way if your employees showed up at work with two, three or four times the energy they now have?

What would be possible if your entire team adopted new “Anything is Possible!” perspectives? A perspective not filled with new-age, wishy-washy, positive thinking but a perspective that is grounded in knowing that now: whatever was limiting you before is no longer present; you have a set of new tools to shift your perspective whenever you need to; you and your team can raise your level of energy when needed.

Studies prove that higher Average Resonating Levels of energy are associated with higher levels of satisfaction in all areas of your life: leadership, finances, relationships, personal development, achievement, etc. Your current overall energy (or state of consciousness, awareness or engagement) consists of every thought, feeling, and emotion you’ve had up up to the present moment. Each of these experiences are like tiny filters that form the lens through which you view, interpret and experience the world today. That lens is your perspective, and it determines how readily you are able to tap your full potential. Most lenses are clouded with filters that limit our potential, however continuous awareness eventually brings increased power and freedom.

Imagine you wake up one day to discover that you are living in a home that is seven stories tall, with wrap-around balconies on each floor. As you ascend your home you find that each story has a different view of the surrounding neighborhood. Every balcony gives you a unique perspective and a new choice that allows you to respond in a way that you might not have previously considered. The higher you rise, the more expansive the views- and the more you’re able to tap into all of your energy. For example, from the third floor you have three views and three different choices, but from the seventh floor you now have seven unique options from which to choose.

We all live in these seven-story buildings, but few of us ever venture off the first few floors. This limits our potential since the first few floors are catabolic (draining and destructive). Living on the bottom levels means we tend to react to our circumstances, not realizing we have other options available to us. Each higher perspective gives us increasing power and freedom and new ways to respond to any given situation. Our employee engagement training for managers will help your team view the world from each of these seven stories, so they can raise their energy when needed, and lead more productively by consciously choosing the most advantageous approach.

 

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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Employee Engagement Training and Development

Employee Engagement Training and Development
Employee Engagement Training and Development

Employee Engagement Training and Development

The most successful leaders know that their job is like that of a great coach: unleash the full power, energy and potential of their team members. They know that people, even the best athletes, are only ever limited by their own mindsets. They know that attitude is altitude and that the difference between a champion and a runner-up is often determined before either team sets foot on the field. The best leaders and coaches use every tool at their disposable to become masters in their field and so should you.

High employee engagement levels separate industry leaders from industry laggards. Now, a glut of indisputable research proves that nothing yields a greater return on investment than a successful employee engagement training and development program. Our leadership workshops and training will give your leaders the necessary tools to raise their energy, as well as the energy of their colleagues. Your level of performance is directly correlated to your level of engagement , which in turn is dictated by your level of energy. Success is a byproduct of that energy: the more energy you have, the more successful you and your organization will be. The greater your ability to raise the energy levels of those around you (and get their Buy In) the more effective you will be leading others and having them perform at their best.

What could your organization achieve if it could access its workforce’s full potential? What would stand in your way if your employees showed up at work with two, three or four times the energy they now have? What would be possible if your entire team adopted new “Anything is Possible!” perspectives? A perspective not filled with new-age, wishy-washy, positive thinking but a perspective that is grounded in knowing that: now, whatever was limiting you before is no longer present; now, you have a set of new tools to shift your perspective whenever you need to; now, you and your team can raise your level of energy when needed.

Studies prove that higher levels of energy are associated with higher levels of satisfaction in all areas of your life: leadership, finances, relationships, personal development, achievement, etc. Your current overall energy (or state of consciousness, awareness or engagement) consists of every thought, feeling, and emotion you’ve had up up to the present moment. Each of these experiences are like tiny filters that form the lens through which you view, interpret and experience the world today. That lens is your perspective, and it determines how readily you are able to tap your full potential. Most lenses are clouded with filters that limit our potential, however continuous awareness eventually brings increased power and freedom.

Imagine you wake up one day to discover that you are living in a home that is seven stories tall, with wrap-around balconies on each floor. As you ascend your home you find that each story has a different view of the surrounding neighborhood. Every balcony gives you a unique perspective and a new choice that allows you to respond in a way that you might not have previously considered. The higher you rise, the more expansive the views- and the more you’re able to tap into all of your energy. For example, from the third floor you have three views and three different choices, but from the seventh floor you now have seven unique options from which to choose.

We all live in these seven-story buildings, but few of us ever venture off the first few floors. This limits our potential since the first few floors are catabolic (draining and destructive). Living on the bottom levels means we tend to react to our circumstances, not realizing we have other options available to us. Each higher perspective gives us increasing power and freedom and new ways to respond to any given situation. Our employee engagement training and development program will help your team view the world from each of these seven stories, so they can raise their energy when needed, and lead more productively by consciously choosing the most advantageous approach. Learn more about apex CEO’s unique employee engagement training and development program by calling 310.913.2313.

 

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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Employee Engagement Ideas for Managers

Employee Engagement Ideas for Managers
Employee Engagement

31 Employee Engagement Ideas for Managers

According to Gallup’s latest Employee Engagement Poll, 87% of the global workforce is disengaged. It’s now more important than ever to inspire, motivate and engage your leadership team. To do that you’ll want to appeal to what matters most to them. What follows is a list of key employee engagement ideas for managers, directors and senior executives alike.

  1. Align your employee’s values with their work or task at hand whenever possible. This is Employee Engagement Rule #1, because it is what motivates them beyond a paycheck.
  2. Ask for their feedback- all the time. Be open to modifying company policies, strategy and especially your leadership style so you can be more effective and empowering as a leader.
  3. Be clear and concise with your communication to them. Don’t ever assume they know what your saying unless there is proof otherwise.
  4. Over-communicate the information they need to work effectively. Ensure that they know exactly what your priorities and needs are right now. The most disengaged employees usually have no idea what they should be doing.
  5. As much as you can involve your direct reports whenever you are making an important decision- especially if their welfare is at stake.
  6. Have your leadership team co-create or help you modify your company’s new vision.
  7. Regarding the tasks they’ve been assigned make sure they:
    1. Are capable of doing them.
    2. Have sufficient time to complete them.
    3. Know why its important they do them.
    4. Get the necessary feedback so they can be successful with each task.
  8. Make sure your staff doesn’t feel too overwhelmed. Keep offering them support even when you think they don’t need it.
  9. Challenge any negativity in their mindset. For example:
    1. If they have a Limiting Belief about their ability to perform a task of role by asking them “How true is that really?” or “Where did you get that belief?”
    2. If they have an opinionated story about a person or situation that is impeding their effectiveness as a leader ask them: “What’s another way to look at that?” or “How would someone who could easily accomplish the task you find challenging see your situation?”
    3. When you hear a direct report making an assumption that limits them, curiously ask them “Just because that happened in the past, why must it happen again now?”
    4. Finally, when you hear an employee tell you: “I’m not cut out for this.” simply remind them that thats their Rogue Inner Critic that wants them to play small and play it safe.
  10. LISTEN to your direct reports as if they are the most important people in the world to you. This is the greatest gift you can give them, and yourself.
  11. When an employee is upset, don’t get defensive or take it personally. This will only escalate the situation. Simply acknowledge and validate their complaint or concern. Repeat back what you’ve heard so they know they’ve been heard. Often a simple acknowledgment that its completely understandable for them to feel that way is all they really want or need.
  12. Become a master at using empowering questions as often as possible. For example:
    1. What’s the worst that can happen?
    2. What do you want to accomplish.
    3. What have you learnt from that?
    4. What makes this important to you?
    5. How has it worked for you?
    6. What can you take away from that experience?
    7. What other options do you see?
    8. What else can you try?
    9. What’s another way of looking at that?
    10. What is your plan going forward?
    11. How can I support you?
  13. In smaller team meetings start by asking each staff member:
    1. What’s a success we can celebrate today?
    2. What else is going really well?
    3. What are some possible challenges you might be facing?
  14. Remind your colleagues how critical they are to the organization’s success.
  15. Publicly recognize and celebrate each employee’s success whenever the opportunity arises.
  16. Get their BUY-IN whenever you can by putting a choice in their hands.
  17. Remind your team members how their work is positively impacting a client or the organization.
  18. Make sure they know how much you and the company values, respects and appreciates them. The greatest leaders put their employees- not their customers- ahead of everyone else.
  19. Look for ways to cut the red tape by giving your employees more power to make frontline decisions. Your trust in them will help decrease your workload, increase their confidence and make your company more efficient.
  20. Don’t micromanage. Helicopter bosses often trigger a person’s insecurities and feeling of incompetence.
  21. Give them the autonomy they need. Consider hoteling opportunities so your employees can have more flexible work schedules.
  22. Without overwhelming them, make sure they are always challenged, and developing personally and professionally. Boredom is disengagement’s best friend.
  23. Give up you’re need to be right, even when you know you are! It takes a big person to swallow their ego.
  24. Raise their self esteem whenever you can. See the gifts and greatness in each of your employees.
  25. Be expressive with your emotions, but manage them. Raise your voice when praising. Lower it when reprimanding.
  26. Encourage your leaders to share their ideas on how to solve problems or make things better.
  27. Put your employees needs before others.
  28. Give them as much credit as possible whenever you can.
  29. Avoid ever using aggression or coercion to get what you want. Black mail and other intimidation tactics might work occasionally, but tyrannical leaders eventually lose the respect, trust and ability to lead those around them.
  30. Maintain a positive, energetic and enthusiastic attitude at all times. Your outlook and level of energy sets the standard to which others will aspire. Keep in mind that your mood sets the tone for your team: you don’t want a bad day completely depleting your employees’ morale.
  31. Find out what’s going on in their lives outside the office. Ask questions that show you’re interested in their families, wellbeing, etc.

Any one of these ideas will boost your employee engagement levels. Three or more and those employee engagement levels will skyrocket.

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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