Transcript
Page 1: Managing to Grow:  1 - The Foundation

THE FOUNDATION

Module 1 of Managing to Grow

© 2012 Maverick Learning Designs

Page 2: Managing to Grow:  1 - The Foundation

About this Booklet• Although I present this in the form of a PowerPoint

presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting.

© 2012 Maverick Learning Designs

right

wrong

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About this Booklet• Although I present this in the form of a PowerPoint

presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting.

• If you’d like others to read this, please send them a link via Twitter, LinkedIn or Facebook, rather than distribute hard copies. I’m told that this will increase my ranking on Google and thus my chances of becoming rich and famous one day.

© 2012 Maverick Learning Designs

Page 4: Managing to Grow:  1 - The Foundation

About this Booklet• Although I present this in the form of a PowerPoint

presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting.

• If you’d like others to read this, please send them a link via Twitter, LinkedIn or Facebook, rather than distribute hard copies. I’m told that this will increase my ranking on Google and thus my chances of becoming rich and famous one day.

• If you’d like to have a version of this booklet suitable to a group setting, or a cooler, more interactive version suitable for online self-study, just ask; you’ll find my contact info on the final slide.

© 2012 Maverick Learning Designs

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About the Series• Our Managing to Grow series incudes modules that

address common situations faced by managers and supervisors. You’ll learn how to handle each situation in a way that gets the results you want and contributes to your personal growth.

© 2012 Maverick Learning Designs

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Objective• Your objective in reviewing this presentation is to become

able to lay a strong foundation for managing not only for success, but for your own well-being.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.• Keeping employees motivated to do quality work and

behave themselves can seem like Mission Impossible.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.• Keeping employees motivated to do quality work and

behave themselves can seem like Mission Impossible.• The stress can be brutal.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.• Keeping employees motivated to do quality work and

behave themselves can seem like Mission Impossible.• The stress can be brutal.• The stress can wear you down, leave you frustrated

angry, distressed and depressed.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.• Keeping employees motivated to do quality work and

behave themselves can seem like Mission Impossible.• The stress can be brutal.• The stress can wear you down, leave you frustrated

angry, distressed and depressed.• Distress can make you sick in body and mind.

© 2012 Maverick Learning Designs

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What’s at Stake• Why do you need a stronger foundation for your growth

as a manager?• Management can be a drag.• Keeping employees motivated to do quality work and

behave themselves can seem like Mission Impossible.• The stress can be brutal.• The stress can wear you down, leave you frustrated

angry, distressed and depressed.• Distress can make you sick in body and mind.• Distress can kill you.

© 2012 Maverick Learning Designs

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Compassion• The foundation for joyful living is compassion.

© 2012 Maverick Learning Designs

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Compassion• The foundation for joyful living is compassion.• For our purposes, compassion means…

© 2012 Maverick Learning Designs

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Compassion• The foundation for joyful living is compassion.• For our purposes, compassion means…

• Accepting those around you, unconditionally.• Accepting yourself, unconditionally.

© 2012 Maverick Learning Designs

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Compassion• The foundation for joyful living is compassion.• For our purposes, compassion means…

• Accepting those around you, unconditionally.• Accepting yourself, unconditionally.

• We do not hold that compassion means…

© 2012 Maverick Learning Designs

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Compassion• The foundation for joyful living is compassion.• For our purposes, compassion means…

• Accepting those around you, unconditionally.• Accepting yourself, unconditionally.

• We do not hold that compassion means…• Accepting poor performance by yourself or those you

manage.• Accepting misbehavior by yourself or others.• Failing to be a good steward of the resources entrusted

to you by your employer.

© 2012 Maverick Learning Designs

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Acceptance• We come to unconditionally accept ourselves and others

when we accept that people do at every moment, exactly what they are equipped to do at that moment.

© 2012 Maverick Learning Designs

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Acceptance• We come to unconditionally accept ourselves and others

when we accept that people do at every moment, exactly what they are equipped to do at that moment.

• Acceptance means looking backward with equanimity rather than with anger or resentment.

© 2012 Maverick Learning Designs

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Acceptance• We come to unconditionally accept ourselves and others

when we accept that people do at every moment, exactly what they are equipped to do at that moment.

• Acceptance means looking backward with equanimity rather than with anger or resentment.

• Acceptance means looking forward without fear.

© 2012 Maverick Learning Designs

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Acceptance• We come to unconditionally accept ourselves and others

when we accept that people do at every moment, exactly what they are equipped to do at that moment.

• Acceptance means looking backward with equanimity rather than with anger or resentment.

• Acceptance means looking forward without fear.• Acceptance means letting go of assigning—to others or to

ourselves—labels like lazy, selfish, irresponsible, belligerent, bigoted, etc.

© 2012 Maverick Learning Designs

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Our Equipment• We are equipped to act as we do in the present moment

by…

© 2012 Maverick Learning Designs

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Our Equipment• We are equipped to act as we do in the present moment

by…• Heredity.

© 2012 Maverick Learning Designs

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Our Equipment• We are equipped to act as we do in the present moment

by…• Heredity.• Past experience, including what we have learned.

© 2012 Maverick Learning Designs

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Our Equipment• We are equipped to act as we do in the present moment

by…• Heredity.• Past experience, including what we have learned.• Present circumstances, including…

• Our physical and mental health.• Our diet.• Our relationships.

© 2012 Maverick Learning Designs

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Brian• Brian is a manager. One of his employees, Debbie,

frequently comes in late, despite repeated warnings from Brian. Brian is very frustrated and angry with Denise.

© 2012 Maverick Learning Designs

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Brian• Brian is a manager. One of his employees, Debbie,

frequently comes in late, despite repeated warnings from Brian. Brian is very frustrated and angry with Denise.

• Who is most harmed by Brian’s frustration and anger? Brian. He frequently complains about Debbie to others. He feels defeated. He loses sleep. He has headaches.

© 2012 Maverick Learning Designs

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Brian• Brian is a manager. One of his employees, Debbie,

frequently comes in late, despite repeated warnings from Brian. Brian is very frustrated and angry with Denise.

• Who is most harmed by Brian’s frustration and anger? Brian. He frequently complains about Debbie to others. He feels defeated. He loses sleep. He has headaches.

• Someone once said that an angry man picks up burning coals to throw at his adversary, only to find that his own are by far the worst burns.

© 2012 Maverick Learning Designs

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Brian• Brian is a manager. One of his employees, Debbie,

frequently comes in late, despite repeated warnings from Brian. Brian is very frustrated and angry with Denise.

• Who is most harmed by Brian’s frustration and anger? Brian. He frequently complains about Debbie to others. He feels defeated. He loses sleep. He has headaches.

• Someone once said that an angry man picks up burning coals to throw at his adversary, only to find that his own are by far the worst burns.

• Should Brian accept Debbie’s behavior? No.

© 2012 Maverick Learning Designs

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Brian• Brian is a manager. One of his employees, Debbie,

frequently comes in late, despite repeated warnings from Brian. Brian is very frustrated and angry with Denise.

• Who is most harmed by Brian’s frustration and anger? Brian. He frequently complains about Debbie to others. He feels defeated. He loses sleep. He has headaches.

• Someone once said that an angry man picks up burning coals to throw at his adversary, only to find that his own are by far the worst burns.

• Should Brian accept Debbie’s behavior? No.• Should Brian be angry at Denise? No, for his own sake,

as well as Debbie’s.

© 2012 Maverick Learning Designs

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Jenny• Jenny is Michael’s boss. Michael is a customer service

representative who has been cautioned after “telling off” several “unreasonable” customers.

© 2012 Maverick Learning Designs

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Jenny• Jenny is Michael’s boss. Michael is a customer service

representative who has been cautioned after “telling off” several “unreasonable” customers.

• Jenny is not angry with Michael. She accepts that Michael has done what he could do in the moment. She doesn’t label him a hothead or troublemaker. She is at peace and continues to enjoy her work.

© 2012 Maverick Learning Designs

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Jenny• Jenny is Michael’s boss. Michael is a customer service

representative who has been cautioned after “telling off” several “unreasonable” customers.

• Jenny is not angry with Michael. She accepts that Michael has done what he could do in the moment. She doesn’t label him a hothead or troublemaker. She is at peace and continues to enjoy her work.

• Jenny does not accept Brian’s behavior. She gives him a final warning; one more strike and he’s out.

© 2012 Maverick Learning Designs

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First Steps• The place to begin practicing acceptance is in the

judgments we make about ourselves. We shudder to recall our mistakes, selfishness, unkindness, ignorance or stupidity. We fear that these past transgressions point to future pain and, ultimately, our failure and humiliation— even our abandonment.

© 2012 Maverick Learning Designs

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First Steps• The place to begin practicing acceptance is in the

judgments we make about ourselves. We shudder to recall our mistakes, selfishness, unkindness, ignorance or stupidity. We fear that these past transgressions point to future pain and, ultimately, our failure and humiliation— even our abandonment.

• You can try arguing with the voices in your head, but there’s no need. In fact, your need to “change your mind” sets you up for more self-judgment. Instead of arguing with the voices, just notice them.

© 2012 Maverick Learning Designs

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First Steps• The place to begin practicing acceptance is in the

judgments we make about ourselves. We shudder to recall our mistakes, selfishness, unkindness, ignorance or stupidity. We fear that these past transgressions point to future pain and, ultimately, our failure and humiliation— even our abandonment.

• You can try arguing with the voices in your head, but there’s no need. In fact, your need to “change your mind” sets you up for more self-judgment. Instead of arguing with the voices, just notice them.

• As you notice that you are passing judgment on yourself, simply ask, “Is this true?”

© 2012 Maverick Learning Designs

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Noticing Judgment• Developing a habit of noticing your judgments of yourself

will naturally make you more likely to notice your judgments of others. Practice makes perfect.

• As you notice yourself judging someone, ask, “Is this true?”

© 2012 Maverick Learning Designs

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Noticing Fear• Notice the voices in your head sounding alarms about

your future. They may be telling you that you are in terrible danger, of failure, poverty, humiliation and or abandonment by friends and loved ones.

• As you hear these alarms, ask yourself, “Is this true? Is that where I’m headed?”

• Some of the alarms in your head may not be false alarms; your fears may be grounded in reality. In such a case, ask yourself, “Does the possibility of future pain require that I live in fear and in pain in the present?”

© 2012 Maverick Learning Designs

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Letting Go of Fear & Resentment• Acquiring the habit of noticing the troubling voices and

questioning them won’t make them all go away, but it will turn down their volume and give them less power over your emotions and actions.

© 2012 Maverick Learning Designs

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Letting Go of Fear & Resentment• Acquiring the habit of noticing the troubling voices and

questioning them won’t make them all go away, but it will turn down their volume and give them less power over your emotions and actions.

• When you are less resentful and less fearful, you will act in the present in ways that will make your future prospects shine more brightly. A virtuous circle will begin to operate: less fear > more constructive action > less fear > more…

© 2012 Maverick Learning Designs

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A Foundation for Growth• The foundation for your success as a manager is you. As

the virtuous circle turns, you will grow in the direction of your highest potential as a person and as a manager.

© 2012 Maverick Learning Designs

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A Foundation for Growth• The foundation for your success as a manager is you. As

the virtuous circle turns, you will grow in the direction of your highest potential as a person and as a manager.

• You will do well by yourself and others.

© 2012 Maverick Learning Designs

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A Foundation for Growth• The foundation for your success as a manager is you. As

the virtuous circle turns, you will grow in the direction of your highest potential as a person and as a manager.

• You will do well by yourself and others.• You will be well.

© 2012 Maverick Learning Designs

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Thanks!• Thanks for reading this little treatise. We’ve always liked

visiting (your town) and spending a little time with you, (your name.)

• If you’d like to provide feedback or tell a bit about your own experiences, We’d be delighted to hear from you. You can reach us through several channels:• [email protected]• Learningmaverick.com (WordPress)• @dennisafahey (Twitter)

© 2012 Maverick Learning Designs

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Bye, now!


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