Jung Archives - Page 2 of 2 - Smart Coaching and Training | Business Support, Consultancy, Mentoring

09/11/2021 By David Rigby

Dressing for Effect

Having the unconventional on your team

A man in a frock, a westerner in Arab dress! Which is worse? In this world of diversity what are you challenging when you break conventions, what are you going to achieve?

A man in a frock

A man in a frock: This shows a sign of confidence. A person good at getting publicity by challenging conventions. This photo was on linked in (I got permission to use) . The comments which went with it were fascinating. “No place for this on LinkedIn, an affront to women etc”. The overwhelming opinion seemed to be that those who were complaining should just get over it and get real. The transformation is impeccable – but still so obviously a man in a frock and high, high heels, not a woman. It should be noted that these days no one complains about women wearing trousers yet they were male clothing, High heels also were male attire, originally designed to prevent horse riders fall of their horses. Probably a good person to have on a diverse team – he would definitely get you to challenge your assumptions.

A Westerner in a thobe

A Westerner in a thobe (Arabic dress): this shows signs of disrespect. This is traditional clothing worn by Arabic Muslims. Non-Arabic Muslims in the business world tend to wear suits for business. Occasionally you will see Pakistanis and non Arabs wearing a thobe. Enquiring from my Muslim friends this represents Muslims showing support and respect for the Muslim Arabs. But they can only do it because they, themselves, are Muslims. So what will a westerner (presumed not Muslim) wearing a thobe achieve? – he will just look stupid and unaware. Don’t have him on your team!

It’s good to challenge assumptions and conventions – but know what you are challenging !

At Smart Coaching & Training we have associates in four continents speaking seven languages – some wear skirts some wear thobes.

See Barry Brandon on LinkedIn

11/09/2021 By David Rigby

Would you rather improve your competence or transform your mindset?

Do you focus on task or focus on people?

Corporations that help their executives and leadership teams examine their personal world views can reap rich rewards in terms of effective cultural transformation and engaging the younger generation. Organisational Managers have two broad options in how to use their authority to serve the organisation at any given time. They can perceive themselves to be in a managerial mode delivering today’s outcomes within the relative ‘certainty’ of the system as it currently exists and operates or else by stepping back into an uncertain big picture mode of leadership of the future. Their daily performance necessarily combines both operational management of today’s needs along with a more strategic leadership role focused on tomorrow’s needs.

The voyage from Manager to Leader

The voyage of development ‘from manager to leader’ is not an easy one; some people change little during their lifetimes while others substantially.

*Spiral Dynamics and Vertical Development*

Those willing to work at developing themselves and becoming more self-aware can almost certainly evolve over time into truly transformational leaders. .

Are you on a ‘Heroes Journey’?

For the future world emerging, the higher stages of consciousness are being called forth dramatically, with the younger generation coming in at levels far higher than their bosses, creating new tensions in the corporate cultures. Note consciousness is very different from intelligence. Few current leaders are desiring to change the world for the worlds sake however many want to progress on their ‘Heroes Journey’.

We advise and sell many preference profiling tools such as DISC and C-me to help you improve your competence.

Spiral Dynamics

With Psychosocial Adult Development approaches such as Leadership Development Framework and Spiral Dynamics adults start at level one and can progress through a number of levels. The closer you are to the higher levels of consciousness the more able you will be to effect and deliver on change, be an effective director and manage internationally.
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https://www.smartcoachingtraining.com/what_we_offer/signature-corporate-training-longer-courses-and-retreatsPsychosocial Adult Development Training

Each stage can be regarded as a level of awareness or consciousness and forms the psychological basis for a critical perception of why we act in a certain way. We can help leaders become better leaders by helping them transform from one level to the next.

To find out more check out our course “Transformational Leadership using Psychosocial Adult Development Strategy ” This is just one of our Signature Corporate Training courses. see then all here . Or simply just ask us at [email protected]

02/07/2021 By Jessica Brietenfeld and Simon Grayson

Make Your Team Psychologically Safe

Teams that Trust – Triumph: Why Psychological Safety matters to your bottom line

Remember when you were on a team and really enjoyed it. What were the meetings like and how did the group communicate? Which team did you most enjoy being in? Which team that you were a part of was most effective? Were you more effective when you felt safe to be yourself and express yourself?

Being on a team can be a dream or a nightmare.

All of us have mixed experiences when being part of a team or group or when leading them. What makes an efficient team? Talent alone is nowhere near enough of an attribute to make an effective team. It has been proved through various scientific research that the best teams share ideas.in a safe atmosphere where failure is viewed as progress- when a member of the team feels like it is okay to share an idea without knowing if it will in fact work out. In fact they are willing to share the acorn of an idea knowing that others will help it grow and develop it to something better.

Using one´s strengths

On an ideal team, each person is willing to speak their truth and give feedback when things are good, bad or indifferent. They speak humbly with empathy,,are open to feedback and opportunities to learn and have a desire to improve. Team members are willing to speak up if and when they spot a potential risk. What they spotted may be incorrect, but mistakes are not held against each other. Each team member realises that they need to include, listen and challenge others to be more effective. The leaders of these teams listen in order to learn, grow and develop the team. So that they can do more with less stress.

Think of teams that you’ve experienced, inside or outside of work, that keep quiet, don’t share ideas and avoid speaking up, even when they know the answer or see a problem looming.

Danger- imminent disaster, no?

Imagine a ship where the captain knows they will hit an iceberg but they fear upsetting the owner of the ship and losing their jobs- in case they are wrong.
Imagine a IT guy having had the experience at a previous job of a similar project and knowing what went wrong but not having the safety to share this information because of the hierarchy on the team.
Wouldn’t you want your team to help make you more successful? You must give them permission to fail and to try again.

*Psychological Safety Expert- Simon Grayson*

*Psychological Safety Expert- Jessica Breitenfeld*

The people in these teams can be merciless if someone makes an error The result is that no one speaks up, no-one shares ideas and you became extinct like Kodak film. Leaders of teams like this listen only to correct, react and delegate. These companies become Irrelevant in today’s VUCA (volatility, uncertainty, complexity, and ambiguity) world without innovative team.which ultimately drives ‘safe’ behaviours that don’t maximise performance, rarely create fresh ideas and never surpass targets. The leaders of these teams listen in order to respond, fix and tell. This team will never fulfil its potential because the team has low Psychological Safety. That sense of not feeling safe and supported within a team or group gets in the way of performance, innovation, learning, and personal success.

The ‘Number One’ factor in team effectiveness

The NUMBER ONE factor in team effectiveness is “Psychological Safety”.
This insight is the result of almost 30 years of research by Amy Edmondson, at Harvard Business School, supported and reinforced by an extensive two-year research programme (Project Aristotle) across 15,000 employees at Google read about Project Aristotle in The New York Times magazine).

At Smart Coaching & Training we measure team effectiveness across four dimensions:

Attitudes to risk and failure:
• the degree to which it is permissible to make mistakes
Open conversations
• the degree to which difficult and sensitive topics can be discussed openly
Willingness to help
• the degree to which people are willing to help one another

Inclusivity and diversity
• the degree to which people can be themselves, and be welcomed for this. The degree that others can be different and the tolerance for it.

*How Psychologically Safe is it to Spill the paint or Spill the beans? Wales, UK Photo by David Rigby*

You can be do the ¨AQai Adaptability Quotient test to see how your team members respond under stress and in change situations and then our coach can help you with a plan to increase your team’s Adaptability IQ score so that it is agile and able to keep up.

We deliver coching support, diagnostic tools and a Psychological Safety Workshop to assess your current level of Psychological Safety and help you plan to improve it

Workshops will train a ¨Yes, And¨ mindset, will have role plays and improvisation LAB Experiences with Serious Games where your team practices the mindset of an adaptive team that supports one another.

Your team practices feedback sessions, how to present information and how to create rapport so they approach the team prepared and with confidence that they are delivering their ideas clearly.

Team that trust – triumph.

See “Make your team Psychologically Safe Workshop” Here and help build tthat atmosphere of trust, trial and triumph with interactive, dynamic training .

17/05/2021 By David Rigby

How your Profile affects your Self-actualisation

Maslow’s Hierarchy of Needs

Psychologist Abraham Maslow outlines what is known as a Maslow’s Hierarchy of Needs, representing all the various needs that motivate human behaviour. The hierarchy is often displayed as a pyramid, with the lowest levels representing basic needs and more complex needs located at the top of the pyramid. The five levels are Physiological Needs, Safety, Love/Belonging, Esteem, and finally, at the peak of this hierarchy is self-actualisation. The hierarchy suggests that when the other needs at the base of the pyramid have been met, you can then focus your attention on this pinnacle need of self-actualisation. In psychology, self-actualisation is achieved when you’re able to reach your full potential. Being truly self-actualised is considered the exception rather than the rule since most people are working to meet more pressing needs.

But how do you know when you have gotten there? Are you being true to yourself, no longer putting on an act to please others? Do different types of personality achieve self actualisation differently?

Jungian Profiling Tools

There are many profiling tools all based upon the work of Jung. All work on the premise that there are four types of personalities and everyone is a unique combination of all of them.

And they all use different terminology. In detail, all individuals can be classified into predominantly extrovert (active) or introvert (reflective/reactive);

*Childs Play 1 – Altea Alicante by David Rigby*

and also are predominantly logical (thinking/ task orientated) or emotional (feeling/intuitive/people orientated)). Everyone is a combination of all of these but some characteristics are more prevalent than others.

What self-actualisation might look like

What self-actualisation, your full potential, might look like if you are:

Extrovert/logical (Directive)
• Being up to the challenge: successful at all the projects you are undertaking and being in charge on your terms and being recognised for it
Extrovert/emotional (Inspiration)
• Having great relationships and lots of action with many people while being exactly who you are
Reflective/ emotional (Service)
• Everybody is OK in their own right and with you. They are collaborating with you, and everyone is OK with you being who you are, and you are safe.

*Childs Play 2 – Altea Alicante Photo by David Rigby*

Reflective/logical (Competence)
• Everything is in its place, everyone knows exactly what to do and what the steps are and actually follows them and are reliable.

We suport and supply a number of profiling tools and have knowledge of several more. Take a look at this video, which is the first of a series describing the fundamentals, and ask us for more detail.

Dressing for Effect

Having the unconventional on your team

A man in a frock

A Westerner in a thobe

At Smart Coaching & Training we have associates in four continents speaking seven languages – some wear skirts some wear thobes.

Would you rather improve your competence or transform your mindset?

Do you focus on task or focus on people?

The voyage from Manager to Leader

Are you on a ‘Heroes Journey’?

Spiral Dynamics

Make Your Team Psychologically Safe

Teams that Trust – Triumph: Why Psychological Safety matters to your bottom line

Being on a team can be a dream or a nightmare.

Using one´s strengths

Danger- imminent disaster, no?

The ‘Number One’ factor in team effectiveness

At Smart Coaching & Training we measure team effectiveness across four dimensions:

Team that trust – triumph.

How your Profile affects your Self-actualisation

Maslow’s Hierarchy of Needs

Jungian Profiling Tools

What self-actualisation might look like

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