Darwin

 

“In the long history of humankind those who have learned to collaborate and improvise most effectively have prevailed.”  

Charles Darwin

The command and control model of leadership can be very effective in limited situations. In a crisis, when there is no time, or when you have all the expertise. In those circumstances it is not only appropriate but necessary to be direct and take charge. But when the crisis passes and we are back to the intense regular day-to-day pressure , your ability to develop the team becomes crucial. In order to be successful Charles Darwin demonstrated that we have to have an ability to adapt. It’s not easy, but it can be done. Neuro imaging has demonstrated that we can change our brain if we want and we are willing to do the work. Just like an athlete can change his body through training, we have to train the mind. We can develop more self-awareness, and more compassion. This has sometimes been labeled emotional intelligence. These are the crucial attributes of today’s leaders of the creative class. The labor department divides employees into engaged, disengaged, and actively disengaged. So here are a few, not so easy questions to consider.:

  • How many of your employees are engaged?
  • How many are disengaged?
  • How about actively disengaged (deliberately disruptive)?

Now, here are the answers (if the national averages are any indication)

  • Only 29 percent of your employees are actively engaged, 56 percent are disengaged
  • And 15 percent are actively disengaged.

From a financial point of view this means that more then 70 percent of the money you are spending on employees is not well spent.

What We Offer

This is where we turn primarily to our scientific advisors. What cognitive interventions can we make to actually change minds, not only of the people who are in positions of authority, but also with the informal leaders in the room? We can draw on a number of diagnostic tools, including if necessary:  360 Evaluations, the Kirton Adaption Innovation Inventory, Introduction to Type and Emotional Intelligence, Conflict Mode Instruments. We also draw on the experience of our professional psychologists and neuroscientists.

What We Cover

  • Roles and Responsibilities
  • Formal vs. informal authority
  • Conflict Resolution
  • Performance Objectives
  • Effective Feedback
  • Style Indicators
  • Case Studies

What are your Options?

  • One on One sessions (4 hours)
  • Small groups (8 hours)