Sviluppare LEADER Consapevoli

29 gennaio 2012 § Lascia un commento

Buongiorno a tutti

Sviluppare Leader oggi Leader, è oramai da considerarsi fondamentale, senza di essi le aziende non possono progredire; in questo momento solo chi è in grado di prendere decisioni in breve tempo in maniera consapevole può rimanere in “Vita”, proprio così, rimanere in Vita, non vi sono altre parole per descrivere questo momento complesso dove il negativismo sta colpendo anche chi si trova in una situazione, come dire positiva, ha il timore a muoversi, a fare ogni singolo passo

Di seguito, viene spiegato come e quanto sia importante avere consapevolezza e avere leader


Organizations invest billions annually on a success curriculum known as “leadership development,” which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs — absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks “hi-pos” and essentially discards the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions — which produce little more than a grim legacy of fat binders gathering dust on shelves.

What if, instead of stuffing people with curricula, models, and competencies, we focused on deepening their sense of purpose, expanding their capability to navigate difficulty and complexity, and enriching their emotional resilience? What if, instead of trying to fix people, we assumed that they were already full of potential and created an environment that promoted their long-term well-being?

In other words, what if cultivating a successful inner life was front and center on the leadership agenda?

That was the question Todd Pierce asked himself in 2006 after years of experimenting with the full menu of trainings, meetings, and competency models in his capacity as CIO of biotechnology giant Genentech. He had just scoured the development reports of some 700 individuals in the IT department and found that “not one of them had an ounce of inspiration. I remember sitting there and saying, ‘There’s got to be a another way.'”

At the time, Pierce was benefiting personally from work with a personal coach and had recently woken up to the power of the practice of mindfulness. He called in a kindred soul, Pamela Weiss, a long-time executive coach and meditation teacher, to help design an experiment that would cast out the traditional approach to leadership development to focus instead on helping people grow.

“If you want to transform an organization it’s not about changing systems and processes so much as it’s about changing the hearts and minds of people,” says Weiss. “Mindfulness is one of the all-time most brilliant technologies for helping to alleviate human suffering and for bringing out our extraordinary potential as human beings.”

Pierce and Weiss distilled a set of principles that form the basis of what became the “Personal Excellence Program” (PEP), now heading into its sixth year inside Genentech (Pierce left the company this fall after 11 years to join Together, these pillars offer up a short course in unleashing human capability, resilience, compassion, and well-being (and they’re unpacked in even more detail in Weiss and Pierce’s entry).

1. Developing people is a process — not an event. “Development is all too often considered a one-time event,” says Weiss. She and Pierce designed PEP as a ten-month-long journey that unfolds in three phases, with big group meetings, regular small group sessions, individual coaching, peer coaching, and structured solo practice.

2. People don’t grow from the neck up. Too much training focuses on the the mind — it’s about transferring content. “We talk about the head, the heart, and the body,” says Weiss. In fact, they do more than talk about it — they enact it every day at the start of every meeting. The “3-center check in” is the gateway drug to mindfulness. As Weiss describes it: “You close your eyes for a moment and you notice, ‘What am I thinking — what’s happening in my head center,’ then you notice, ‘What am I feeling — what’s happening in my heart center.’ then, ‘What am I feeling — what’s happening in my body.’ It’s a way in which people start paying attention and practicing mindfulness without ever practicing meditation.”

3. Put mindfulness at the center (but don’t call it that!). Weiss and her team were careful to keep the language of specific belief systems and religions out of PEP. The program revolves around three phases: reflection on and selection of a specific quality or capacity you want to work on (patience, decisiveness, courage); three months of cultivating the capacity for self-observation; and the hard work of turning insight into deliberate, dedicated, daily practice.

4. It’s hard to grow alone. “People grow best in community,” says Weiss. “People don’t grow as well just reading a book, getting an online training, or just taking in information. There’s an exponential impact in having people grow and learn together.” That’s why the PEP “pod” (small 6-8 person group) is the main vehicle throughout the year.

5. Everybody deserves to grow. Pierce felt strongly that PEP should be available to people across the board — not just the usual “stars” — and that it should be voluntary. “The program is by application and not declaration,” he says.

As PEP heads into its sixth year at Genentech, some 800 people have participated in the program. (Weiss added a graduate curriculum and a student training program to create “PEPtators” as few people want the journey to end.) The impact has been nothing short of transformative for individuals and organization alike. When Pierce took over the IT department in 2002, its employee satisfaction scores were at rock bottom; four years into the program, the department ranked second in the company and is now consistently ranked among the best places to work in IT In the world (even in the wake of Genentech’s 2009 merger with Roche Group — always a turbulent and dispiriting experience).

Pierce attributes that to “the emotional intelligence of people and the capacity to change” developed in PEP. But don’t take his word for it. The data-obsessed Pierce commissioned a third path impact report on PEP. It came in glowing: 10-20% increase in employee satisfaction, 50% increase in employee collaboration, conflict management, and communication; 12% increase in customer satisfaction; and nearly three times the normal business impact.

“Through PEP we have created a smarter, more agile, and more responsive organization,” says Pierce. “The reduction of suffering, the capacity to deal with difficulties, the level of engagement — these things are very powerful and you can’t call a meeting to get them or give people stock options and have them. These are skills and qualities you have to cultivate and practice.”

So how’s this for a new year’s resolution for hard-charging leaders: turn every ringing, pinging, tweeting, and blinking thing off — especially your mind — and just breathe.


Il mondo sta cambiando

18 gennaio 2012 § Lascia un commento

Vorrei segnalarvi questo articolo che anticipa, un articolo in arrivo riguardo il pessismo costante del momento vs ottimismo

L’articolo tratto dal pone una visione positiva di quello che possiamo fare, e mi trova perfettamente d’accordo, pensare positivo, credere in quello che si fa mantenendo i piedi saldi a terra vi permette di fare grandi cose

Ecco a voi i trucco per fare bene nel 2012

Now is the time to change the world. The past decade has been one of remarkable transformation and seemingly endless crisis. We’ve seen hundreds of millions rise from poverty to the ranks of the middle class, but we face persistent and difficult problems like disease, economic recession, and financial turmoil. Correspondingly, we need leaders who are willing to address those challenges.

They exist. The Passion & Purpose MBA survey found that, among graduate business students at least, two of the top three reasons for choosing a workplace were “intellectual challenge” and “opportunity to impact the world,” and nearly 85% of those surveyed thought “business people are well-qualified to solve the most pressing problems in the world.”

But what would it take for us, as individuals, to be world changers? That’s the central question in John Byrne’s new book, World Changers.* In it, Byrne recounts discussions with 25 entrepreneurs who have changed the world — people like Oprah Winfrey, Bill Gates, and Richard Branson. Byrne focuses on allowing those people to tell their stories, but in reading them, I found several valuable lessons for world changers in the making.

1. Start with purpose: Perhaps the greatest common denominator amongst great world changers is the centrality of purpose in their organizations. Google’s mission is to “to organize the world’s information and make it universally accessible and useful.” Whole Foods’ motto is “Whole Foods, Whole People, Whole Planet.” And Facebook’s mission is “to give people the power to share and make the world more open and connected.” This purpose is what serves as a compass for the company and its employees. Finding and articulating your purpose are critical to launching a world-changing enterprise.

2. You’re not too old: Too often, we view entrepreneurship as a young person’s game or something for which you must be uniquely suited. Rather, entrepreneurship is about having an idea and the courage to pursue it — no matter your age. Did you know that when Bernie Marcus and Arthur Blank started Home Depot, they were 34 and 48 years old, respectively? Further, neither was an entrepreneur: Marcus was a former pharmacist, and both had just been fired from their jobs at Handy Dan Improvement Centers.

3. Seek advice: It’s difficult to start and grow a company in isolation, and mentorship and peer counseling are critical to maintaining your focus and direction. Find those who have been through your experience before and seek their guidance on the situation. Even great entrepreneurs like Howard Schultz seek advice when confronted with difficult situations. Schultz reassumed his leadership post at Starbucks, at least partially, as a result of a bicycle ride with Michael Dell. Schultz and Dell ran into each other vacationing in Hawaii, and during a three-hour ride along the Kona coast, Dell advised Schultz on how to handle Wall Street and the company if he resumed leadership at then struggling Starbucks.

4. Be the expert: Many MBAs, in particular, are tempted to launch businesses they know little about because they seem to have big “upside” — but to change the world it pays to be an expert. Find something you love, become an expert, and see what it would take to innovate in the space. Larry Page and Sergey Brin succeeded at Google at least partially because they were experts on search. To quote Page: “[W]e really benefited from being real experts…we understood all aspects of search. We talked to all the search companies. We really knew a lot about what was going on.” They didn’t know exactly how to bring their product to market or build a world-class organization, but they knew more about how to comb the web for useful information than anyone on the planet.

5. Start small: World-changing businesses are rarely world-changing from day one. Sometimes they’re not even fully formed concepts. Many groundbreaking entrepreneurs simply start with a small idea and grow with it as the idea evolves. If you’re waiting to launch your business because you can’t see the path to changing the world, you may be missing an opportunity to learn through experimentation. One of the most shocking lessons of World Changers was how few of these entrepreneurs started “big” or even with “big things” in mind. Oprah Winfrey launched her career as a TV reporter in Nashville and worked as a reporter of local talk show host until entertainment lawyer Jeff Jacobs encouraged her to create her own show and company. Richard Branson sold records out of the trunk of his car, and Michael Dell got into business for himself, upgrading personal computers from his college dorm room.

It’s a new year with new opportunities. Learning these five lessons is the first step to making an impact. How will you change the world?

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