LEVERAGE PERFORMANCE BY OPTIMOSING EMOTIONS - The Science and Art of Emotional Intelligence
Numerous studies have clearly demonstrated that Emotional Intelligence, i.e. emotional self and social awareness, impulse control and relationship management is one of the biggest predictors of performance in the workplace and a strong driver of leadership and personal excellence. Emotions play a far greater role in determining business success than many businesses realise. This could be attributed to the profound correlation between Emotional Hygiene and better customer experience, sales and productivity, employee engagement, decision making, even hard measures such as financial performance and business growth. The increased use of fRMI and EEG in accurately profiling the brain across cultures and industries has provided a vast amount of data used to develop strategies and measures to increase individual and organisational emotional hygiene and effectiveness.
In many Australian businesses, concepts like emotional intelligence are still considered as ‘soft stuff’ where empathy and emotions are not given priority as compared to other more tangible metrics. However these softer aspects tend to have harder consequences in terms of business performance and sustainability. Leaders with high emotional Hygiene build high performing teams of engaged people, who apply discretionary effort to deliver better outcomes for customers and the organisation. Research highlights that organisational with high Emotional Intelligence outperformed in sales than those with medium to low EI by 50%
To strengthen individual, group and cultural emotional intelligence in order to achieve increased levels in employee cooperation, increased motivation, increased productivity, and increased profits. Underpinned by research in neuroscience and psychology, this module will challenge the status quo and demonstrate a strong link between emotions and business performance more than the IQ or other similar competencies.
RESILIENCE IN A WORLD OF DISRUPTION - Learning to surf the wave of challenges
Cognitive stress has become such a big part of our personal and professional lives. Whilst safety incidents, namely slips, trips, and falls, are comparatively easy to identify and manage, cognitive stress, requires a deeper understanding, and resolution strategies at both the individual and organisational level.
Throughout evolution, stressful events were things that threatened our survival from physical stressors like predators, tribes and natural disasters. This resulted in the development of neural circuits that effectively and efficiently responded in ways to survive from physical threats. However, today’s stressors, such as tight deadlines, productivity, constant and never ending change, project completion, client relationships, government compliance, restructures and competition are quite different to those in the past. These stressors are the by-product of the volatility, uncertainty, complexity and ambiguity (VUCA) within which the organisations and economy operate.
Even though the modern stressors don’t typically involve a threat to our lives directly, our brain’s stress response hasn’t changed much. Unfortunately, the brain’s reliance on the same primitive circuitry to deal with modern symbolic psychological stressors has a profound and recordable impact on our health and wellbeing, performance and productivity in a range of contexts and on the overall culture of the organisation. Given the context, this workshop will provide awareness and tangible strategies to respond to the brutal reality through strengthening cognitive resilience.
Strengthening the overall maturity of the workforce in order to effectively deal with the challenges of the volatile, uncertain, complex and ambiguous business environment. This enhanced capacity will enable the business and the individuals within to anticipate crises, react to short-term shocks and adjust to the unexpected disruption ad realities.
THE ART AND SCIENCE OF COMMUNICATION - Making sense and cutting through the noise and chaos
In the age where we are flooded with data and information, we’re not just restricted to face-to-face communication for conveying information, instead constantly communicating with the stakeholders through a wide range of channels including newsletters, magazines, email, Wikis, blogs, streaming videos, texting, social media, formal and informal reports etc. Yet somehow, organisational communications are still a massive problem. In the world of ‘noise’ and constant distractions, the biggest challenge for the modern leaders is to effectively get their stakeholder’s attention on their value proposition, make them understand it and influence their decisions. Ineffective communication essentially equals an inability of organisations and individuals in it to communicate their value, which in return results in loss of opportunities and growth.
Research highlights that workplace errors resulting from misunderstandings or poor communication cost corporates billions of dollars annually. Yet, companies with effective communication strategies have double the returns to shareholders, more engaged employees, and reduced turnover.
Ensure that the improved organisational communication positively effects the change readiness, increased organisational resilience, customer satisfaction, retention, reduced organisational waste and efficiencies in times of uncertainties.
COURAGE AND CONFLICT - Enhancing performance by daring to disagree
Staff absenteeism, attrition and legal costs, rework, reputation, low morale, productivity losses, lack of engagement, and impaired decision making are among the many costs of unhelpful workplace conflict. It is estimated that over 65 per cent of performance related problems result from strained relationships between employees and not necessarily from deficits in individual employee skills or motivation. Whilst there are structured conversational frameworks available to resolve conflicts, they rarely produce effective intended outcomes. This is primarily due to the fact that most of those frameworks assume that we are rational human beings and given the parameters, we can resolve the conflict in a structured manner. They do not cater for the role emotions play in the way those frameworks are implemented. Differences in styles, opinions and backgrounds can lead to emotional conflict. Such differences may affect a project’s success or timely completion.Given this, people instinctively avoid conflict, however, good disagreement is central to progress, innovation and success. Healthy and constructive conflict is a component of high-functioning teams. Leaders, due to their ‘authority cue’ have an untapped power to lead people through these differences.
Improved trust, communication and relationships with the stakeholders whilst challenging the status quo. A culture that nurtures healthy diversity in viewpoints and opinions as a catalysts for improvement and innovation.
HIGH PERFORMING TEAMS - Shaping group behaviours for the Human ERP (Engagement, Retention and Productivity)
It is a well-established fact by now that to be effective in the workplace, an individual needs to develop and demonstrate the traits of emotional intelligence (EI). However the same understanding and application is not often associated with the teams as well. Successful companies like IDEO, Google, Apple, and the Hay Group proudly showcases how high EI is at the heart of high performing teams. Today’s teams are different from the teams of the past whereby they are far more diverse, dispersed, digital, and dynamic with ever change membership. Teams when built on the foundations of EI behave in ways that build stakeholder trust and goodwill both inside and outside the organisation and that strengthen their ability to face challenges.
The quality of relationship within the teams can have a huge impact on engagement, retention and productivity. Most teams are encouraged to demonstrate behaviours of cooperation, participation, commitment to goals etc. Whilst it may seem logical to form a team with members who possess high emotional intelligence, for a team to have high EI, three necessary conditions of creating norms that foster mutual trust among members, a sense of group identity, and a sense of group efficacy need to be met. These conditions when present create a foundation of true cooperation and collaboration.
High worth teams that are able to adapt and thrive with the changing trends by managing shifts in the VUCA markets, competition and customer preferences. Teams that take their portion of responsibility in their engagement with the organisation and not completely depend on the organisation to engage them.
CHANGE AND AGILITY - Calibrating the organisational rate of change to the corporate strategy
We live in a world where ‘business as usual’ is Change. Implementing organisational change is one of the most important, yet, the least understood skills of modern leaders. In change management research and even in our experience in Western Australia, we routinely see that numerous organisations experience less than desirable performance improvements and unfavourable workforce reaction to the proposed change. More and more of change initiatives fail or fail to realise their intended purposes including on time completion, on budget completion, where all technical objectives are not met, all business objectives are not met, or all human objectives are not met etc.
Whatever the type of change – restructuring, new processes, mergers, new systems, change of leadership etc. requires realigning of the interrelated organisational elements including strategy, structure, systems, shared values, styles of leadership, staff and resources.
When change initiatives are not embedded effectively, it can potentially lead to change fatigue. In organisations where too many changes are occurring at the same time without considering a person centered approach, it can potentially result in employees feeling mental and physical exhaustion, lack of motivation, a sense of being overwhelmed and negative overall commitment. People tend to have a limited number of resources such as time, energy and knowledge at any given time and continuous change could potentially lead to depletion of these resources resulting in stress and emotional exhaustion. If not managed effectively, this can have negative impact not only on the staff and the organisation itself, but can potentially lead to unhelpful impact on the overall quality service provisions to the customers.
The purpose of the workshop is to provide leaders and managers with a holistic framework that will enable them to more readily enact, monitor, embed and assess the system wide execution of change plan. This will ensure that leaders firstly adopt and respond to opportunities and challenges better, faster and with purpose and secondly reduce chances of change fatigue in teams in order to maintain optimal performance.
RE-IMAGINE AND REVIATALISE PERFORMANCE MANAGEMENT SYSTEM - From task management to cognitive performance
Traditional performance management systems (TPMS) are simply broken. Organisations, managers and employees have long participated in time-consuming, frustrating performance reviews that have not yielded clear improvements in individual or organizational performance, other than collecting meaningless data and clogging up the company server. The data collected from such painful and costly annual exercises tends to get lost in a black hole once submitted. Some of the common and wasteful characteristics of a TPMS being a murky link between the business strategy and execution, a biased and an inaccurate assessment through scoring system, a heavy focus on the outcomes than the process contributing to the fixed mindset culture, disgruntled and demotivated workforce.
The volatile, uncertain, complex, and ambiguous nature of the work due to extraordinary changes in technology, globalization and overwhelming information flow requires organisations to continuously learn, unlearn and relearn. In such context employee retention and workforce capability are significant indicators of business success and therefore the performance management process should focus on continuous coaching and development, clear expectations, accountability, a sense of purpose rather than competitive evaluation. Unfortunately, the TPMS are far from serving this challenge and are inadvertently become an organisational constraint.
Purposefully create a workforce that is looking to increase performance year on year and reduce both financial and psychological cost as a result of an agile and brain friendly performance development ritual.
BUSINESS AND OPERATIONAL PLANNING - Executing business strategy through clarity and measurement
Organisations invest significant time and energy on developing their mid to long term strategies, benchmark themselves against their rivals, and check budgets against actuals to ensure the strategy is working and return on their investment is realised. However the pace at which new strategies are implemented is often disappointing. More often on budget and on time targets are compromised. It appears to be much easier to conceive a new strategic agenda than to carry it out.
In our experience in Western Australia, we see that more and more organisations say that they have strategic or high level plans in place to address the firm’s priorities, but implementation is not as rigorous as it could be, with many firms lacking the tools and metrics to accurately assess profitability. Business leaders tend to pay lip service to planning and be more reactive than proactive in the way they conduct their business.
Successful strategy execution starts by understanding and interpreting business insights and then translating those insights into actionable measures that can be used to manage overall business performance. Western Australian businesses need to apply more rigor and discipline to the task of measuring and managing their performance against the balanced score card’s four point perspective of financial performance, stakeholder relationships, internal processes and building organisation’s capacity to remain competitive and sustainable.
For many firms, integrating strategy with business development and improving staffing and productivity represent opportunities for improvement and focus in future planning cycles.
The purpose of this is to ensure that the organisation, teams and individuals work towards on time and on budget accomplishment of business outcomes. They have clarity of key organisational initiatives how they align with employee goals with an increased transparency in accountabilities, cross functional dependencies and efficiencies
DECISION SCIENCE - Understanding and Influencing the architecture of choice
Organisations make an array of decisions on a daily basis from deciding which candidate to hire, which product to launch, which strategy to execute, which technology to introduce, which contractor to procure etc. In each case, we tend to rely on as many facts and figures as we can in order to make a reasonable estimation of the best choice. Whilst the approach of weighing the pros and cons rationally seems perfectly reasonable and reliable, in reality, it is far from reliable and rational. It turns out that we make decisions emotionally, but only justify them rationally.
Rational thinking is prone to cognitive boundaries, biases, or habits that operate below are conscious awareness. Given this, we are prone to making irrational decisions resulting in unhelpful behavioural and thinking patterns. However these unhelpful and unconscious patterns can be influenced by integrating insights about the very same kind of boundaries, biases, and habits into the way choices are represented surrounding the behaviour.
Studies have shown that effective decision-making practices increase the number of good business decisions sixfold and cut failure rates by half. Organisations that base decisions on a keen understanding of behavioural insights are at a distinct advantage in today's environment. Knowing how people make decisions, being able to predict how stakeholders will respond to a decision and understanding how employees implement initiatives are valuable insights that leaders can use to drive organizational change.
Improved ability for leaders to make informed, fast, effective high stakes decisions in complex, uncertain and dynamically changing situations. Increased organisational performance due to removal of biases from systems and process. A collaborative approach towards implementing and evaluating organisational decisions that can have high rewards and consequences.
IMPROVEMENT AND INNOVATION - Disrupt or be disrupted
In a world of constant disruption and change, where Ubers and Airbnbs appear overnight, innovation is a critical component of business agility and growth. Given the volatility, uncertainty and ambiguity in the current market conditions, organisations need to constantly embrace experimenting, taking risks, failure in the context of succeeding sooner, diversifying and demonstrating organisational resilience. This requires leadership to be able to create the context within which employees are motivated and able to innovate together, nurture a culture of problem-solving through systematic as well as insightful thinking, eliminate obstacles for collaboration to thrive and create a ‘sandpit’ where employees can have fun and unleash their collective genius in order to deliver value to the business.
This workshop takes a deep dive into the improvement and innovation mindset, systems, thinking processes, and positioning strategies used by market-leading companies across the globe. You will come out empowered and prepared to construct a framework for a highly creative innovative culture for a long-term competitive advantage.
Create a culture that thinks outside the square with a view to creating a competitive edge
Avoid organisational complacency or inertia that cripples countless ideas for improvement and innovation.