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Blue Health™ Videos English/Danish/Spanish

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Blue Health™ is the newest Leadership Development program created by Corporate Looking Glass, LLC – a global consultancy based in the USA.

Here is a 2-minute video in ENGLISH.

Here is a 2-minute video in SPANISH.

Here is a 2-minute video in DANISH.

So, if you are interested in having critical thinkers as leaders (as opposed to mindless foot soldiers) and resilient leaders who can bounce back (regardless of whatever “shizzle” is coming down the pike at work – or at home), then your company needs this program.

We build healthy, functional leaders.

Contact us at info@corporatelookingglass.com.
Visit us at CorporateLookingGlass.com

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How to Turn a Dysfunctional Leader into a Highly Functional Leader

BH Blog 1

Jane Doe (Not her real name!) is a VP at a large organization.  Her boss sits in the C-Suite and rewards her for reaching the objectives listed in her job description.  The problem is Jane has had more than two entire team turnovers in less than two years.  Her boss wrestles with the question: How can he let Jane go when she is doing exactly what he hired her to do?

Jane’s boss weighs the actual costs of personnel lost, recruiter time, learning curve and the intangible costs of distrust, watercooler chatter and lack of team cohesion against Jane meeting his annual objectives and goals.  It’s so much easier for him to keep the status quo, so he turns a deaf ear to the complaints streaming in through the uneasy Human Resource directors.  Jane’s workhorse style and “the whippings shall continue until you are all happy” are inconsequential to him, since results matter more than feelings.  In essence, he is teaching Jane to just “get ‘er dun” and she is more than ready to comply.

Let’s be clear here: The dysfunctional leader is not just Jane; it is, firstly, her boss.

Examples like this real-life “Jane” and her boss abound in Corporate America.  Yet, slumped productivity, wide-spread disengagement, and high levels of attrition are costing the U.S. economy an estimated $370 billion yearly, according to Gallup.*

  • How can a company retain specialized top talent AND keep team retention strong?
  • How can the organization avoid ex-employees posting on GlassDoor.com and damaging the organization’s brand and reputation of its ability to manage well?

Blue Health™ is a two-day Leadership Development program that is designed with a heuristic approach – which enables executives to discover how they can improve engagement, productivity, and overall well-being for themselves, their teams, and the organization as a whole.

The Blue Health™ model demonstrates the ancient Greek philosophical foci of Mind, Body, and Spirit (Energy Management); to which we have added the systemic dimension of the Organization.  This Positive Psychology program is a deep dive into optimizing performance and social dynamics. It engages participants in critical thinking and incorporates various methods of adult learning theory to keep comprehension and interaction levels high.

Our associates have conducted primary research from executives within the world’s five Blue Zones (locations known for holding the highest concentration of self-sufficient centenarians), and Blue Health™ is endorsed by multiple medical doctors from the only Blue Zone in the USA; Loma Linda, California.

If you are ready for healthy, functional leadership, please contact us at info@CorporateLookingGlass.com for further information.  Or, dial 615.431.9689.

Be Well.

Rossina Gil is the founder of Corporate Looking Glass, LLC, a team of Leadership and Organization Development Practitioners and Interculturalists, based across the USA.  Rossina co-launched the Blue Zones initiative in Des Moines, Iowa (Sponsor: Wellmark); and Redondo Beach, California (Sponsor: Beach Cities Health District).  She is the author of The Corporate Looking Glass: Using Culture for Your Competitive Advantage (available on Amazon.com), which is required reading at Pepperdine University’s Graziadio School of Business and Management.  www.CorporateLookingGlass.com

© Rossina Gil, 2015

*Source:

http://www.fastcompany.com/3009012/the-costs-of-ignoring-employee-engagement

 

Flow at Work

Mihályi Csíkszentmihályi (pronounced: Me-HIGH Cheek-SENT-me-high) is a professor of Positive Psychology at Claremont Graduate University (Claremont, CA).  He has made a name for himself with the concept of “Flow.” This flow theory holds that when a person has a challenge which completely engages his/her attention and the skillsets exist to meet the challenge, then s/he can reach a state of flow.  The immediate feedback one gets from performing at a level that meets the challenge successfully is the reinforcement loop, which psychologically propels the individual to continue to perform well and enjoy what s/he is doing.  In other words:

Task + Skill = Gratification

Some people refer to this concept as “being in the zone.”  Csíkszentmihályi chose the word “flow” because it often feels like effortless movement.  The challenge (task) is met by natural or well-honed ability (skill).  If the task is higher than the skill, then the task becomes overwhelming and anxiety increases.  This is how organizations set up employees for failure

Task > Skill = Anxiety

If the task is lower than the skill, then the employee is left underutilized and bored.  This is how organizations experience turnover — by employees leaving, “goofing off” and/or distracting other productive employees. 

Task < Skill = Boredom

 

The Mozart Effect

Many Boomers are irritated with Millennials who wear their headphones at work.  Boomers think that their younger colleagues are “goofing off,” while Millennials feel that music helps them get into flow.  Studies indicate that, yes, flow is aided by music.  According to a report in the journal Neuroscience of Behavior and Physiology, a person’s ability to recognize visual images, including letters and numbers, is faster when classical music is playing in the background.

Productivity increased by music has been termed the “Mozart effect.”  The term got its name after a study showed that college students had performed better solving mathematical problems when listening to classical music. The Mozart effect also seems to apply well with other mammals…cows produce more milk if Mozart is played, for example.

 

RECOMMENDATIONS:

  • Experiential. Give direct reports the opportunity to rise to the occasion in a safe environment, to keep them challenged, engaged, and learning.
  • Interpersonal. Provide employees with growth opportunities, such as Executive Coaching &/or Leadership Development workshops.
  • Private. Hold conversations 1:1 (one-on-one) with employees on which skill sets they would like to strengthen.
  • Support. Engage Human Resources, Organization Development, &/or external consultants to advise the employee on reaching his/her flow.
  • Leadership / Accountability. Refuse resignations &/or self-demotions, if the employee does not feel adequate for his/her position.  This is a sign of failure on management for not prepping and supporting the employee well enough.
  • Environmental Priming. Experiment with replacing the “white noise” with a nearly imperceptible low-level classical music.

Moo.

 

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, and the founder of Corporate Looking Glass – a diverse consultancy of OD experts and strategic thinking partners.  They find their flow developing leaders and integrating organizational cultures.  Visit us at CorporateLookingGlass.com.

©Rossina Gil, 2014

Resources:

Jon Haidt. The Happiness Hypothesis. Basic Books: Philadelphia, PA. 2006

Mike Seddon. http://www.articlesbase.com. Oct 30, 2006

10 Traits of a Positive Thinker: #9 CALMNESS

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The 10 traits of a positive thinker, according to positive psychology author Scott Ventrella, are as follows:  1. Optimism, 2. Enthusiasm, 3. Belief, 4. Integrity, 5. Courage, 6. Confidence, 7. Determination, 8. Patience, 9. Calmness, 10. Focus.

This blog addresses Calmness in Leadership.  If you can answer “yes” to the following questions, you may be a leader who role models calmness…

  • Do I uphold a practice 1-2 times daily of re-centering myself?
  • Am I able to control my worries and resentments from impacting my work with others?
  • Do I learn from challenges and avoid getting bogged down by post-mortems?
  • Do I keep my fears away from setting and achieving my goals?
  • Am I willing to hold myself partly accountable when a team member does not meet expectations?

Poet Edwin Markham said, “At the heart of the cyclone tearing the sky is a place of central calm.” This means that power is derived from centrifugal forces, which is central calmness.  As humans, we, too, may derive an emanating power from a central calmness.

At the heart of every problem is the seed of its own solution.  Problems are life makers.  Without problems, you do not have life.  What does that mean, you may ask?  The only place that has hundreds, even thousands, of people who have no problems are those 6 feet under…meaning, in the cemetery.  I can assure you they are not worried.

The word “worry” is an antonym to calmness.  It is a derivation from an Old English word, wyrgan, which means “to choke, strangle, or torment.”  In the past, when I worried, my husband would say to me, Why do you step on your neck?”  I never liked that phrase, and it would stop me dead cold to examine what he thought I was doing.  If we are victims of worry for long periods of time (e.g. longer than it takes for a storm to pass), then we are metaphorically choking and strangling ourselves.  That very action prevents us from optimizing our creative powers to emerge from a challenging situation.  Our emotions have effectively performed a “system override” thereby disabling us to put our noodle to good work!  Positive thinkers love life and carpe diem with something wonderful to celebrate it.

Remember, attitude is more important than fact.  You “give your power away” if you show anger because anger is a secondary emotion to pain.  Anger in the workplace has most probably been triggered by someone or something and you can increase your Emotional Intelligence (EQ) by recognizing (i.e. self-awareness) what those triggers are and acting to remove the dysfunctional response to the trigger.  Positive thinkers will attack problems with positive attitudes.

Positive attitudes include creativity, energy, compassion, inquiry, and trust.  Negative attitudes include worry, anger, anxiety, envy, and insecurities.  Once any of these negative attitudes take hold of you, they work steadily to produce negative results such as loss of energy, loss of creativity, loss of enthusiasm; and, ultimately, loss of health.

Prolonged worry has the physiological effect of lowering the white blood cell count, which weakens the immune system.  Consequently, you become more susceptible to viral infections, such as colds.  Stress can manifest itself in a variety of ways, so it is imperative that we arm ourselves with positive thinking in order to repel away the negative forces and maintain a healthy body.

A healthy body begins with a healthy mind.  Keep calm and carry on.

Thank you.

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator. CorporateLookingGlass.com.

Sources:

merriam-webster.com/dictionary/worry

Norman Vincent Peale, Why Some Positive Thinkers Get Powerful Results (New York, NY: Fawcett Columbine), 1986.

Scott Ventrella, The Power of Positive Thinking in Business (New York, NY: Fireside), 2001.

©Rossina Gil, 2013

10 Traits of a Positive Thinker: #6 CONFIDENCE

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Confidence is one of ten traits exhibited by positive thinkers, as listed by positive psychology author Scott Ventrella, and the 6th one in our 10-part seriesThe others are the following:  1. Optimism, 2. Enthusiasm, 3. Belief, 4. Integrity, 5. Courage, 6. Confidence, 7. Determination, 8. Patience, 9. Calmness, 10. Focus.

This blog addresses Confidence in Leadership.  If you can answer “yes” to the following questions, you may be a leader who demonstrates confidence in the workplace…

  • Do I “look inside my own memory” and retrieve evidence that will only encourage me to move forward with my action planning?
  • Am I aware of the difference between confidence and arrogance/hubris?
  • Are the goals I pursue in alignment with my values?
  • Do I ensure that fear &/or feelings of inferiority don’t drive my actions?
  • Am I comfortable with my decisions, knowing that there are those who oppose my judgment?

Confidence comes from the Latin fidere, meaning “with trust.”  Self-confident people inspire trust and influence others in the process of exuding confidence, this is the core of any business transaction and solid relationship.   Low self-confidence is self-destructive and usually manifests itself as negativity.  People with high self-confidence are usually positive thinkers.  And, those who project confidence and hold a negative perspective are most probably overcompensating for an inferiority complex that exhibits signs of superiority; or vice versa, a superiority complex that exhibits signs of inferiority from time to time.  This is where Belief (positive trait #3) overlaps with Confidence…Wikipedia: “Belief in one’s abilities to perform an activity comes through successful experience and may add to, or consolidate, a general sense of self-confidence.

Psychologist Daniel Goleman, author of Emotional Intelligence, includes self-confidence as one of the three hallmarks of self-awareness – along with a realistic self-assessment, and a self-deprecating sense of humor.

Here are some other ways to recognize whether you &/or your peers have been demonstrating signs of self-confidence, or the lack thereof:

Self-Confident

Low Self-Confidence

Adhering to your values/beliefs, despite possible criticism(s).  E.g. “This strategy requires further exploration, because it sounds more like self-promotion than a strategy.” Governing your behavior based on what other people think.  This is sheep-mentality.  E.g. “This strategy came from the CEO, so we are good to go by following it!”
Takes risks, and knows when to not be so accommodating. Stays in comfort zone, fears failure, and so avoids taking risks and taking charge of situations where s/he needs to assume control.
Admits mistakes, and learns from them.  E.g. “Yes, I have grown in my position and realize that I have to overcome personality conflicts and have learned to respond as an adult professional.” Denies mistakes, and/or attempts to fix them before anyone notices.  E.g. “I do not know what you’re talking about!  I did not say that!  I don’t know anything about that former employee asking for his job back!”
Demonstrates self-assertiveness by sharing feelings/thoughts. E.g. “I am concerned that your presentation is half an hour over the time limit, which will prevent us from discussing all topics.” Holds resentment and anger against others for days/weeks or longer while practicing victim-speak.  E.g. “You made me angry, because you were so rude to interrupt my presentation last week before I had a chance to finish!”
Accepts compliments graciously. “Thanks, I really worked hard on that program/project.  I’m pleased you recognize my efforts.” Dismisses compliments offhandedly. “Oh, that was nothing.  YOU are the one who can teach me what I need to know!”
Realizes that others are entitled to their opinions.  They appreciate the diversity of thought, and recognize that it can stand alone, even if it vastly differs from their own.  Seeks out relevance to work-related issues.  E.g. “You thought it was great; I didn’t.” Feels threatened by others’ opinions and takes them personally, even if they are not work-related, &/or criticizes behavior irrelevant to work.  E.g. “When you mentioned the chicken was not ‘authentically Mexican’ at our off-site lunch last week, I took it as a sign of arrogance that you are well-traveled.”
Good is good enough…for now.  There is a constant strive for excellence, yet recognizing we all have to start somewhere!  E.g. “You did exceedingly well, and for these reasons (x, y, z)…now here’s where we can go with it (a, b, c)!” Hyper-stresses perfectionism, as opposed to high quality, as the only option.  Even though all indicators show success, there is extreme dissatisfaction.  E.g. “You can’t just start down here (lowered hand), you need to start up here (raised hand).” (disgruntled body language)

Power Posing

While positive psychology theologian Norman Vincent Peale referred to the “as-if” psychology as one way to increase our confidence, social psychologist and Harvard professor Amy Cuddy agrees that we can “fake it ’til we make it.” She calls the ability to increase self-confidence through body language “power posing.”  She claims that if we hold the “V” posture (arms raised upwards) for as little as two minutes, we can perform better in job interviews, cope better in other stressful situations, and take more risks confidently.

This research isn’t new since we already have established as scientific fact the discovery of the Duchenne smile, named after 19th century French neurologist Guillaume-Benjamin-Amand Duchenne (de Boulogne) – who found that there are different facial muscles which can produce a genuine smile versus the muscles that offer a fake smile.  However, Duchenne found that either smile (genuine or fake) can lead to an improvement in morale.  Likewise, Cuddy found that “power posing” can adjust testosterone and cortisol levels and trick the brain into producing healthier FEELINGS and behaviors (ACTIONS).

Trust in others; start with yourself.  Strike a pose.

Thank you.

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.  CorporateLookingGlass.com. 

Sources:

Amy Cuddy, Ph.D. Ted.com/Talks

Daniel Goleman, Ph.D. Emotional Intelligence (New York, NY: Bantam), 1995.

Mindtools.com

Norman Vincent Peale, D.D. Why Some Positive Thinkers Get Powerful Results, 1986.

Scott Ventrella, The Power of Positive Thinking in Business (New York, NY: Fireside), 2001.

©Rossina Gil, 2013

10 Traits of a Positive Thinker: #2 ENTHUSIASM

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Built upon the foundation of Dr. Norman Vincent Peale’s work, The Power of Positive Thinking, positive psychology author Scott Ventrella states that “Positive thinkers are tough-minded reality-based people who blast through problems with energy and zeal.”  Cynics and skeptics do not change the world.

Ventrella lists 10 traits of a positive thinker: 1. Optimism, 2. Enthusiasm, 3. Belief, 4. Integrity, 5. Courage, 6. Confidence, 7. Determination, 8. Patience, 9. Calmness, 10. Focus.

This blog addresses Enthusiasm in Leadership.  If you can answer “yes” to the following questions, you may be a leader who exhibits enthusiasm…

  • Do I wake up feeling excited about the day ahead?
  • Do I thrive on finding needs that interest me and fulfill them?
  • Do I have and show energy about projects that excite others?
  • Am I energetic in pursuing outcomes?
  • Do I get a kick out of life?

Enthusiasm comes from Greek entheos, meaning “inspired.”  It literally means “possessed by a god” or en theos, “in God.”  So, essentially…What leaves you feeling inspired?  What has you ready to spring out of bed in the morning?  What contributes to having you feel like you have the Living Spirit in you?

Philosopher Confucius said, “Choose a job you love, and you will never have to work a day in your life.”  This is not to say that you should give up your day job to become a NASCAR racer.  Nor does this suggest that because you love your work that you are immune to the politics and bureaucracy at work.  It means being able to stay focused on which aspects of your work from which you DO gain enthusiasm.  Losing the love in your work can be like a relationship…sometimes it’s tempting to pursue something new to rekindle that excitement.  Is what first attracted you to your assignment/relationship no longer there?

Examine what made your position attractive to you in the first place.  (See blog The Four Temperaments & the Organization).  Usually, you are attracted to what you can do and in which type of organization you can provide those services.  Organizations (not to mention supervisors) have “temperaments” as well, which may indicate a natural affinity or an opportunity for you to leverage yourself as a complementary necessity.

ENTHUSIASM STIMULI

Which of the following suggestions inspire you to become enthusiastic?  Is it…

  • The intellectual challenge?
  • The involvement of others?
  • Learning something new?
  • The freedom to do what you want?
  • Accomplishing something worthwhile?
  • Experimentation and discovery?
  • Being creative or innovative?
  • Producing something others will enjoy &/or use?
  • The outdoors or nature?
  • Travel or adventure?
  • Planning and organizing?
  • Influencing or helping others?
  • Working or playing alone?
  • Having a peaceful, relaxing time?
  • Competing against others or a standard?
  • Spontaneous activity?
  • Meeting a personal goal?
  • Discussions or conversations with others?
  • Non-structured activities?
  • Physical challenges or activities?
  • Working with your hands?
  • Fantasy, drama, “Imagineering”?
  • Appreciating something beautiful, creative, or interesting?
  • Or, what?

Southwest Airlines Flight Attendant Virginia from my Nashville flight to Los Angeles responded to my length of service question, “17 years, and I’m the junior one on the aircraft.  Southwest Airlines is a nice place to be.”  Virginia found what she likes to do and with which airline.  She discovered her enthusiasm stems from her passion to travel and help others.

I consider Enthusiasm to be Passion.  What is yours?

Thank you.

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.  CorporateLookingGlass.com. 

Sources:

Scott Ventrella, The Power of Positive Thinking in Business (New York, NY: Fireside), 2001. (pp. 15, 69-71, 112-113).

Virginia, Southwest Airlines, non-stop a.m. flight 332 BNA to LAX on 5.6.13.

©Rossina Gil, 2013