astd 6 23 04

Principlesof a

World Class Organization

Principlesof a

World Class Organization

A Presentation ToTreasure Valley Chapter

ASTD


ASTD

ByLawrence J. Carson

Meridian, Idaho(208) 884-4267

[email protected]

CREATING The Keys to

“Discovery”

CREATING The Keys to

“Discovery”

E / R = IE / R = I

CuriosityCuriosity

ExcitementExcitement

CommitmentCommitment Are You Ready ?

Are You Ready ?

An

Overview

To The Principles

of a ...

An

Overview

To The Principles

of a ...

World Class

Organization

World Class

Organization

Topics? The Power of Curiosity.? Problems Facing Corporate America Today.? Why These Problems Exist.? Principles of Corporate Success * What is EI ? * What is Corporate Culture ? * Why Are These Important ?

? The Science of Mind * Mental Meta Models at Work * Putting “Action Science”

Into Action!

Topics? The Power of Curiosity.? Problems Facing Corporate America Today.? Why These Problems Exist.? Principles of Corporate Success * What is EI ? * What is Corporate Culture ? * Why Are These Important ?

? The Science of Mind * Mental Meta Models at Work * Putting “Action Science”

Into Action!

Curiosity, Excitement, CommitmentCuriosity, Excitement, Commitment

1st

Aware1st

Aware

2ndReflect

2ndReflect

3rdRespond

3rdRespond

4th

Results4th

Results

The Brilliance of Mind


HowWe

Think

HowWe

Think

1st

Aware1st

Aware

Today's FocusToday's FocusTapping Into The Power of GeniusTapping Into The Power of Genius

1st

Aware1st

Aware

Today's FocusToday's Focus

L I F E’S F E E D B A C K

The Old The New

InterestingBoredom Exciting Confusing

Curiosity’s Learning RateCuriosity’s Learning Rate

PROBLEMSPROBLEMS

FACING CORPORATE AMERICAFACING CORPORATE AMERICA

TODAYTODAY

Principlesof a World Class Organization

Principlesof a World Class OrganizationTapping into the Power of

CuriosityExcitement

AndCommitment

To Learn About

Tapping into the Power of

CuriosityExcitement

AndCommitment

To Learn About

Statistical FindingsStatistical FindingsLess Than Half of

WorkersAre Committed to Their

Organization’s Goals

Less Than Half of Workers

Are Committed to Their Organization’s Goals

SURVEY REFERENCE March 18, 2004 Accounting WEB.Com

Franklin Covey, which has surveyed more than 2.5 million people about productivity and effectiveness issues, recently released the following findings of its latest Execution Quotient Study of U. S. Workers.

Less Than Half of WorkersAre Committed to Their




On the Issue of “Clarity” Only 44% of workers say their organization has

clearly communicated its most important goals

Only 54% of workers say they clearly understand what they are supposed to do to help achieve their organization's goals

Statistical FindingsStatistical Findings





On the Issue of “Commitment” Only 22% of workers are enthusiastic about

the goals they set with their work teams

Only 39% of workers say they are highly energized and committed to the direction of their work team






On the Issue of “Commitment” Only 41% of workers say their job taps into

the best of their talents and passion.


On the Issue of “Translation Plans Into Action”

Only 48% of workers say the goals of their work team are translated into their individual work goals

Only 32% of workers say they take time each week to identify and schedule the activities around their work team's most important goals

Only 38% of workers say their work team planning results in clear assignments for individuals






On the Issue of “Enabling Employees” Only 38% of workers say that their work

team systems and processes are aligned to help the team achieve its goals.

Only 15% of workers say their upper management actively supports the goals of their work team.






On the Issue of “Most Significant Barriers” Overwhelming workload (e.g., too much to do,

can't get to all my key priorities) (31%)

Unclear or shifting work priorities (e.g., other people's urgencies and emergencies, conflicting demands, surprise projects) (27%)






On the Issue of “Most Significant Barriers”

Political issues (e.g., turf battles, rivalries, favoritism, personality clashes) (26%)

Lack of recognition or reward (e.g., credit not shared, unfair pay, rewards not tied to performance) (26%)





Statistical Findings

PROBLEMSPROBLEMS

IN CORPORATE AMERICAIN CORPORATE AMERICA

TODAYTODAY

WHY ?

Principles of a World Class OrganizationPrinciples of a World Class Organization

DriversDriversDriversDrivers BarriersBarriersBarriersBarriers

What Are Your ...

EmotionalCommitment

“Want To”

EmotionalCommitment

“Want To”

SkillsCompetencies

“Know How To”

SkillsCompetencies

“Know How To”

Leadership’s Insight into

“Corporate Culture”Leadership’s Insight into

“Corporate Culture”

ToSuccess

ToSuccess

Principles That Drive Principles That Drive

DriversDriversDriversDrivers

SuccessSuccess

1. Employee Commitment & Passion

4. Size3. Profitability

3. Customer Service & Loyalty

5. Economy of Scale

6. Market Value

BarriersBarriersBarriersBarriers

Principles of a World Class Organization

““Leadership’s Leadership’s Insight”Insight”

““Leadership’s Leadership’s Insight”Insight” What Are Your ...

2. Employee Competency & ExpertiseWhat Drivesand Limits ..

“Employee Productivity”

?

The Big PictureCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & Barriers

Corporate CultureCorporate Culture WORLD CLASS PERFORMANCE

• Profits

• Cash Flow

• Quality Work Life

WORLD CLASS PERFORMANCE

• Profits

• Cash Flow


DRIVES

Define, Measure, Benchmark & Manage

Your Key Performance Drivers

To Improve Your ...


EmotionalCommitment

“Want To Do”

EmotionalCommitment

“Want To Do”

SkillsCompetencies

“Know How To Do”

SkillsCompetencies


+

Key Performance Indicators

On Managing Corporate CultureOn Managing Corporate Culture 11stst Emotional Commitment ~ EI Emotional Commitment ~ EI

22ndnd Skills Competency ~ IQ Skills Competency ~ IQ

On Managing Corporate CultureOn Managing Corporate Culture 11stst Emotional Commitment ~ EI Emotional Commitment ~ EI

22ndnd Skills Competency ~ IQ Skills Competency ~ IQ

WHY Is ThisImportant?WHY Is ThisImportant?



Why Is This Important ?Why Is This Important ?Why Is This Important ?Why Is This Important ?

Benefits of “E I” . . . “LEADERSHIP” Impact Research by the Center for Creative Leadership has found that...

1) Competency research in over 200 companies andorganizations worldwide suggests that about:> Two-thirds ( 67%) of productivity differences was

attributable to Emotional Competence while ...> Only one-third (33%) is due to Technical Skill.

2) In a large beverage firm, division presidents with strong EI skills:

> Outperformed their performance targets by 15 - 20%, > Had a 46% less turnover and > 87% ranked in the top third in performance.

EIEmotional

Commitment

EIEmotional

Commitment


Benefits of “E I” . . . “LEADERSHIP” Impact Research by the Center for Creative Leadership has found that...

3) Partners in a multinational consulting firm who scoredabove the median on 9 or more of the 20 competencies:> Delivered $1.2 million more profit than did other

partners - a 139 percent incremental gain.

EIEmotional

Commitment

EIEmotional

Commitment



Benefits of “E I” . . . “MANAGEMENT” Impact Research by the Center for Creative Leadership has found that...

1) Mangers at American Express that underwent EI traininghad departments that grew business:> By 18.1% compared to 16.2% for those whose “Managers” were untrained.

2) After receiving EI training, manufacturing supervisors:> Reduced lost-time accidents by 50%,> Reduced employee grievances by 12%, and ...> Increased productivity by 17%

EIEmotional

Commitment

EIEmotional

Commitment


Benefits of “E I” . . . “MANAGEMENT” Impact Research by the Center for Creative Leadership has found that...

3) The US Air Force found that by using EI selection criteriathey:> Increased their predictive ability to select successful

recruiters by nearly three-fold or 300%.

EIEmotional

Commitment

EIEmotional

Commitment



Benefits of “E I” . . . “EMPLOYEE” Impact Research by the Center for Creative Leadership has found that...

1) Sales agents at L’Oreal selected on the basis of EI:> Sold $91,370 more than their counterparts for a > Net revenue increase of $2,558,360 and ...> Experienced 63% less employee turnover.

2) In jobs of medium complexity (sales clerks, mechanics),a top EI performer is:> 85 percent more productive than an average

performer and ...> 12 times (1,200%) more productive than those

at the bottom.

EIEmotional

Commitment

EIEmotional

Commitment


Benefits of “E I” . . . “EMPLOYEE” Impact Research by the Center for Creative Leadership has found that...

3) Learned optimism – one of the EI’s competencies – wasfound to be:> A driving determinant among salesmen who

sold 37 percent more than pessimists.

4) In a large collection agency, employees scoring high in EI:

> Outperformed other associates by 83%.

EIEmotional

Commitment

EIEmotional

Commitment


DriversDrivers

SuccessSuccess

““Leadership’s Leadership’s InsightInsight””

““Leadership’s Leadership’s InsightInsight””Emotional

Commitment

“Want To”

EmotionalCommitment

“Want To”

SkillsCompetencies

“Know How To”

SkillsCompetencies

“Know How To”

SUMMARYSUMMARY

Emotional CommitmentEmotional Commitment

Why Is This Important ?Why Is This Important ?

SUMMARYSUMMARY

Emotional CommitmentEmotional Commitment


= 67 % of Your Engine’s Horse Power

67 % of Your Engine’s Horse Power

DriversDrivers = 33 % of Your Engine’s Horse Power


The Big PictureCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & BarriersCause – Effect ... Drivers & Barriers

Corporate CultureCorporate Culture WORLD CLASS PERFORMANCE

• Profits

• Cash Flow



• Profits

• Cash Flow


DRIVES

Define, Measure, Benchmark & Manage

Your Key Performance Drivers

To Improve Your ...

EmotionalCommitment

“Want To Do”

EmotionalCommitment

“Want To Do”

SkillsCompetencies


SkillsCompetencies


+

Key Performance Indicators


E I ?(Emotional Intelligence)

E I ?(Emotional Intelligence)

What isWhat isWhat isWhat is


“The Ability to Understand othersand act wisely in human relations”“The Ability to Understand othersand act wisely in human relations”

EIEmotional

Commitment

EIEmotional

Commitment

Emotional IntelligenceEmotional Intelligence

is defined as*is defined as*Emotional IntelligenceEmotional Intelligence

is defined as*is defined as*

Daniel Goleman, “Emotional Intelligence – Why it can matter more than IQ,” (New York: Bantom Book, 1995), p.42


I) PERSONAL COMPETENCIES: Self Awareness Skills – Knowing and being aware of one’s emotions

Self- Regulation Skills – Managing one’s own emotions

Self-Motivation Skills – Motivating one’s thoughts and behavior

I) PERSONAL COMPETENCIES: Self Awareness Skills – Knowing and being aware of one’s emotions

Self- Regulation Skills – Managing one’s own emotions

Self-Motivation Skills – Motivating one’s thoughts and behavior

II) SOCIAL COMPETENCES: Social Awareness Skills – Recognizing emotions in others

Social Motivating Skills – Handling social relationships

II) SOCIAL COMPETENCES: Social Awareness Skills – Recognizing emotions in others

Social Motivating Skills – Handling social relationships

EIEmotional

Commitment

EIEmotional

CommitmentEmotional IntelligenceEmotional Intelligenceis Comprised of Two Primary Categoriesis Comprised of Two Primary CategoriesEmotional IntelligenceEmotional Intelligenceis Comprised of Two Primary Categoriesis Comprised of Two Primary Categories

AndAnd


EIEmotional

Commitment

EIEmotional

Commitment

Emotional IntelligenceEmotional IntelligencePersonal Competencies is Comprised ofPersonal Competencies is Comprised ofEmotional IntelligenceEmotional IntelligencePersonal Competencies is Comprised ofPersonal Competencies is Comprised of

I) PERSONAL COMPETENCIES A) Self Awareness Skills:

> Emotional Self-Awareness > Self-Confidence> Accurate Self-Assessment

B) Self- Regulation Skills:> Self-Control > Trustworthiness> Conscientiousness > Adaptability> Innovation

C) Self-Motivation Skills:> Commitment > Initiative> Optimism > Achievement Orientation & Drive

EIEmotional

Commitment

EIEmotional

Commitment

Emotional IntelligenceEmotional IntelligencePersonal Competencies is Comprised ofPersonal Competencies is Comprised ofEmotional IntelligenceEmotional IntelligencePersonal Competencies is Comprised ofPersonal Competencies is Comprised of

II) SOCIAL COMPETENCES A) Social Awareness Skills ~ Recognizing emotions in others

> Empathy > Service Orientation> Developing Others > Leverage Diversity> Political Awareness

B ) Social Motivating Skills ~ Handling social relationships> Influence & Persuasion > Communication> Leadership > Change Catalyst> Conflict Management > Building Bonds / Networks> Collaboration & Cooperation > Team Capabilities

“About 15 percent of one’s financial successIs due to one’s technical knowledge and about

85 percent is due to skill in human Engineering– to personality and the ability to lead people”

“Dealing with people is probably the biggestProblem you face, especially if you are

a businessman.”

Dale Carnegie – “How to Win Friends and Influence People”- 1936


Corporate Culture ?(The Synergy of ... )

Corporate Culture ?(The Synergy of ... )

What isWhat isWhat isWhat is



Quality & Client Relationships 12

Employee Satisfaction 9

Empowerment 4

Coaching 4

Long-Term Orientation 5

Training & Development 6

Fair Compensation 3

Commitment, Enthusiasm, Respect 6

High Standards 5

Factor IdentificationNo. of

“Attributes”

b= 104.12

b= 0.404

b= 0.249

b= 0.334

b= 0.275

b= 0.285

b= 0.365

b= 0.247

Correlates

Corporate Culture ... DefinedCorporate Culture ... DefinedCorporate Culture ... DefinedCorporate Culture ... Defined Statistical Methodology

CorporateCulture

CorporateCulture

Note: A 1 point increase on an employeeRating scale of 1 – 6 would Increasethe Financial Results by a factor of ...

PredictiveCorrelates

“Factor Analysis” allows one to combine individual questions into statistically related groups or factors through standard correlation calculations. From this process 74 questions were developed out of a series of test questions that were thought to “Correlate” to an organization’s financial performance. Each of the 74 questions were then grouped by and into 9 “Factors”.

Then, “Stepwise Regression Analysis” was used to determine if there were a “set” of questions or correlated “Factors” that can effectively “Predict” an organization’s financial performance. The predictive correlates below show the statistical results.

Measure To PREDICT & Manage Your Financial Future

The Financial Performance Index Two-year % in Sales Growth Two-year % Growth in Profits Profit Margin Profit Per Employee

The Financial Performance Index Two-year % in Sales Growth Two-year % Growth in Profits Profit Margin Profit Per Employee

Measuring Corporate RiskMeasuring Corporate RiskCore Competency & Core CommitmentCore Competency & Core Commitment

Measuring Corporate RiskMeasuring Corporate RiskCore Competency & Core CommitmentCore Competency & Core Commitment

Employee Satisfaction

Empowerment Coaching

Long-TermOrientation

Training& Development

FairCompensation

CommitmentEnthusiasm

Respect

High Standards

Causation Modeling KEY DRIVERS

Correlating Attributes

Predictive Attributes

Quality & Customer Relations HumanHuman

MetricsMetricsHumanHumanMetricsMetrics

FinancialFinancialMetricsMetrics

FinancialFinancialMetricsMetrics

DrivesDrivesDrivesDrives

CorporateCulture

CorporateCulture

PrinciplesOf A World Class Organization



• Profits

• Cash Flow



• Profits

• Cash Flow


Corporate CultureCorporate Culture

EmotionalCommitment

“Want To”

EmotionalCommitment

“Want To”

SkillsCompetencies

“Know How To”

SkillsCompetencies

“Know How To”

+

DRIVES

What Are Your ...DriversDriversDriversDrivers BarriersBarriersBarriersBarriers

SuccessSuccess

EmotionalCommitmentEmotional

Commitment

How Do We Begin ?How Do We Begin ?How Do We Begin ?How Do We Begin ?Skills

CompetenciesSkills

Competencies



1st

Perform A Diagnostic

Assessment

AWARE

2nd

SetSequentialPriorities

REFLECT

3rd

ImplementChange Initiatives

RESPOND

4th

Benchmark“Executive DashBoard”

RESULTS

SuccessSuccess

“When Leaders Manage Culture ...

Culture Inspires People ...

To Self Manage”

“When Leaders Manage Culture ...

Culture Inspires People ...

To Self Manage”Yrral NosracYrral Nosrac


Principles of a World Class OrganizationPrinciples of a World Class OrganizationA Meta Matrix Model

For World Class OrganizationsA Meta Matrix Model

For World Class Organizations

Aware

Reflect

Respond

Result

Curious

Excited

Committed The Matrix

Of Creation

The Matrix

Of Creation

E I Culture World Class

?


ASTD


ASTD


Meridian, Idaho

[email protected]

Thank YouThank You



The Beginning ...The Beginning ...The Beginning ...The Beginning ...

Time Permitting

Here is a Bonus

Time Permitting

Here is a Bonus

Seven Minutes Required

An Introductionto

An Introductionto

An Understanding of Mental Meta Models

An Understanding of Mental Meta Models

The Science of MindThe Science of Mind

Developed byLawrence J. Carson

Putting “Action Science”Into ... ACTION

Putting “Action Science”Into ... ACTION

Deletion, Distortion, DenialDeletion, Distortion, Denial

The Meta Matrix of The ...The Meta Matrix of The ...

P A==

V E Principles

ActualPerception Variance Emotional

Energy

R

R Response

Results!

Q’s

Feedback NetworkFeedback Network

Values

Beliefs

AwarenessScreen

of Reality

Differencesvs.

Similarities

QuestionsAbout Meaning

Emotional ~ Quality ~ Intensity

Rationalvs.

ReactiveBehavior

MentalEmotionalBehaviorPhysical

RelationalFinancial

Etc.

MentalEmotionalBehaviorPhysical

RelationalFinancial

Etc.

MindMind

Wants

F I L T E R SForward &Back Bias

ResponseResponseStimulusStimulus

At The Conscious Level

At The Other Than Conscious Level

Corporate CultureCorporate Culture

E

R

R P

Principles

AActual

Perception

VVariance

Q’s

QuestionsAbout

Meaning==-- EmotionalEnergy

Response Results!

IQIntelligence

Quotient

IQIntelligence

Quotient

EIEmotional

Intelligence

EIEmotional

Intelligence

EIEmotional

Commitment

EIEmotional

Commitment

IQBest Business

Practices

IQBest Business

Practices

SuccessSuccess

HumanMetricsHumanMetrics

3.

Profitability3.

Profitability

5.Economy

of Scale

5.Economy

of Scale6.

MarketValue

6.

MarketValue

4.

Size4.

Size

CustomerLoyalty

CustomerLoyalty

2.

CustomerService

2.

CustomerService

FinancialMetrics

FinancialMetrics

Employee SatisfactionThe Foundation To Success

Employee SatisfactionThe Foundation To Success

DrivesDrivesDrivesDrives

Leadership’s Insight ... Leadership’s Insight ... Six Critical Six Critical ImperativesImperatives

Leadership’s Insight ... Leadership’s Insight ... Six Critical Six Critical ImperativesImperatives

How Can You How Can You

Begin to MeasureBegin to Measure

TheThe

Human MetricsHuman Metrics

Of Your Of Your Organization?Organization?

How Can You How Can You

Begin to MeasureBegin to Measure

TheThe

Human MetricsHuman Metrics

Of Your Of Your Organization?Organization?



Want To

Know How To





Curiosity

Today's FocusToday's Focus1st

Aware1st

Aware

A Presentation ToBoise Chapter

ASTD

A Presentation ToBoise Chapter

ASTD

Thank YouThank You



The The Beginning ...Beginning ...

The The Beginning ...Beginning ...


Meridian, Idaho(208) 884-4267

[email protected]

Employing The Brillianceof Mind

Employing The Brillianceof Mind

By Tapping IntoBy Tapping Into

The Science Of MindThe Science Of Mind

By Tapping IntoBy Tapping Into

The Science Of MindThe Science Of Mind

Having The Brilliance of Mind

Having The Brilliance of Mind



Principles of Life.Principles of Life.

Are built UponAre built Upon

Inspire The Spirit of manTo Create A World of Dignity, Peace & Joy

Inspire The Spirit of manTo Create A World of Dignity, Peace & Joy

The Beginning of ...The Beginning of ... The Beginning of ...The Beginning of ...

The Emotionally Intelligent WorkplaceBy: Daniel Goleman, Ph.D

CHAPTER THREEIn 1998, in Working with Emotional Intelligence, I set out a framework of emotionalintelligence (EI) that reflects how an individual’s potential for mastering the skills of Self-Awareness, Self-Management, Social Awareness, and Relationship Managementtranslates into on-the-job success. This model is based on EI competencies that have been identified in internal research at hundreds of corporations and organizations as distinguishing outstanding performers.

Focusing on EI as a theory of performance, this chapter presents a new version of thatmodel, looks at the physiological evidence underlying EI theory, and reviews a numberof studies of the drivers of workplace performance and the factors that distinguish thebest individuals from the average ones.

Also see Emotional Intelligence – Why it Can Matter More Than IQBy: Daniel Goleman, Ph.D.

EmotionalIntelligenceEmotional

Intelligence

Practice What You Preach – What Managers Must Do To Create A High Achievement CultureBy: David H. Maister, Ph.D. (Free Press; New York)

Firms that are perceived by their employees to actually practice what they preach aremore financially successful than their competitors, says consultant David H. Maister, based on a worldwide survey of 139 offices in 29 countries in 15 different lines of business.

Maister asked the simple question: “Are employee attitudes correlated with financialsuccess?” The answer he found, was “an unequivocal ‘Yes!’ ”

Further, the author shows that high levels of employee commitment and dedication to be a demonstrable and measurable “cause” in financial performance. If your firm does not promote enthusiasm, high morale and other “Business Drivers” within your culture, your firm will loose money while your competition takes their people to the next level of ... A World Class Operation.

CorporateCulture

CorporateCulture

Good To Great … Why Some Companies Make The Leap … and Others Don’t.By: Jim Collins – 2001 (Harper Collins Pubs.; New York) Built To Last – Successful Habits of Visionary Companies By: Jim C. Collins & Jerry I. Porras– 2001 (Harper Business; New York)

The Balanced Scorecard – Translating Strategy Into ActionBy: Robert S. Kaplan & David P. Norton - 1996 (Harvard Business School Press; Boston)

The HR Scorecard …Linking PEOPLE, Strategy, and Performance By: Brian Becker, Mark Huselid & David Ulrich - 2001 (Harvard Business School Press)

How to Think Like Leonardo da VinciBy Michael J. Gelb – 1998 (Dell Publishing; New York)

Extras

If Time Permits

On CommunicationsOn Communications

Co m mCo m m Latin (Together, United, Oneness)Latin (Together, United, Oneness) Co m mCo m m Latin (Together, United, Oneness)Latin (Together, United, Oneness)

Comm Comm unicationsunications

Comm Comm itmentitment

Comm Comm erceerce

Comm Comm unityunity

Comm Comm unionunion

StandardsExpectations

Best BusinessPractices

Leadership

Self-Managed

Employees

Accepted Task

Responsibilities

Delegate & Support

DecisionAuthority

OrganizationChart

PositionDescription

PRODUCE1. Money2. Security3. Fulfillment

Business

Plan

ReconciledAccountability

Continual LearningFeedback Loop

Continual LearningFeedback Loop

Plan – Organize – Staff – Direct – Control . . . People – Support Systems – Customer Focus . . . Money – Security - FulfillmentPlan – Organize – Staff – Direct – Control . . . People – Support Systems – Customer Focus . . . Money – Security - Fulfillment

Coach &Cheerleader

Coach &Cheerleader

?The Principles of TriangulationThe Principles of TriangulationThe Principles of TriangulationThe Principles of Triangulation

Communications in Your BusinessCommunications in Your Business

CorporateCulture

Principles of Organizational Development

Principles of Organizational Development

CorporateCorporateCultureCulture

CorporateCorporateCultureCulture

C o m p e t e n c i e sC o m p e t e n c i e sC o m p e t e n c i e sC o m p e t e n c i e s

1st

5th

4th

3rd

2nd

6th

7th

P – A = V E

S – A = V E

V A L U E SV A L U E SV A L U E SV A L U E SB e l i e f sB e l i e f sB e l i e f sB e l i e f s

BehaviorBehavior

T h o u g h t sT h o u g h t sT h o u g h t sT h o u g h t s

E-MotionE-MotionE-MotionE-Motion

C o m p e t e n c i e sC o m p e t e n c i e sC o m p e t e n c i e sC o m p e t e n c i e s

Click To Continue

Environmental Results( Internal & External)

Environmental Results( Internal & External)

A Five Minute “Experiential Process” to:A Five Minute “Experiential Process” to:CreateCreateAmplify &Amplify &AnchorAnchor

The Power ... & Insight ... of Your MindThe Power ... & Insight ... of Your Mind


Are built UponPrinciples of People ... Ie. Dignity, Peace & JoyAre built UponPrinciples of People ... Ie. Dignity, Peace & Joy

CuriositaCuriosita

SensesSenses

DemonstrateDemonstrate

“How to Think Like Leonardo da Vinci” – Michael J. Gelb“How to Think Like Leonardo da Vinci” – Michael J. Gelb

ConnectionConnection

SufferSufferArt & ScienceArt & Science

CorporalCorporal

So …So …Do You Do You

Want To Experience the Want To Experience the Difference …Difference …

That Will Make the That Will Make the DifferenceDifference

You Still Don’t BelieveYou Still Don’t Believe

is Possible?is Possible?



Want To …

Learn How to …Learn How to …

astd 6 23 04

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