7 Clues You’re Unknowingly Sabotaging Your Strengths

By Kevin Cashman; originally posted on Success.com on October 30, 2017

One of the most effective ways to take this journey to a more integrated, authentic understanding of ourselves is to explore our personal belief systems. Few psychological dynamics are as fundamental as our beliefs. Beliefs literally create our reality; they are the lenses or filters through which we interpret the world. Some of these lenses focus on new horizons; others dim our view and limit possibilities. Beliefs are transformational. Every belief we have transforms our life in either an enriching or limiting way. As Bruce Lipton wrote in The Biology of Belief, “Our beliefs control our bodies, our minds and our lives.” In a sense, beliefs are the software of leadership, our deeply personal operating system that runs the show on the surface.

One of the most dramatic examples of the transformational power of beliefs comes from heavyweight fighter George Foreman. In the 1970s, Foreman was renowned for being one of the toughest, nastiest human beings on the planet. Angry and antisocial, he often came across as a mean, uncommunicative person—not at all the person you see today. He was not known for social graces, self-awareness or his big smile. However, immediately following his surprising loss to Jimmy Young in Puerto Rico, George went to his dressing room, laid down on the training table, and reportedly had an overwhelming spiritual experience. After that experience, George changed. He changed his entire life, everything: his personality, his relationships and his life purpose. He transformed them.

George peeled the onion of his personality, and the delightful, humorous, self-effacing George came forward. The important thing to note here is not whether George Foreman actually had a spiritual revelation. Many medical professionals say he suffered from severe heat exhaustion, and that’s what caused his experience. That’s not the point. The key principle is that George Foreman believed that he had a spiritual transformation, and that belief changed his life. What we believe, we become.

Through years of coaching people, we have consistently observed two distinct types of belief systems operating in people: Conscious Beliefs and Shadow Beliefs. Conscious Beliefs are the explicit, known beliefs we have. When asked what our beliefs are about ourselves, about other people or about life in general, we can articulate many of them. Although it might take some effort to access and clarify some of these beliefs, they are accessible to us on an everyday level.

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How To Help Your Senior Team Rediscover Its Core Purpose

By Kevin Cashman; originally posted on ChiefExecutive.net on October 26, 2017. 

Research conducted by both Harvard and colleagues at Korn Ferry has demonstrated one unsettling fact: senior teams are often the worst performing teams in organizations. But why? There are many possible reasons, but one of the biggest is a lack of shared purpose.

I’ve lost track of the number of times an experienced CEO has approached me wondering, “Why isn’t our senior team more engaged with the new strategy? What we need to do and how to get there are crystal clear. But the more I push, the less motivated people seem to be. What’s missing?”

Senior teams face three big realities that have to be placed in meaningful relationship for our enterprises to thrive:

  • The big ‘what’ question (vision): What is possible for us to become?
  • The big ‘how’ question (strategy): How will we get there?
  • The big ‘why’ question (purpose): Why is it so important that we exist in the world?

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Leadership from the Inside Out Introduction to New Material

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Purpose with the Power to Transform Your Organization

 

 

 

 

 

 

 

 

 

By Cathy Carlisi, Jim Hemerling, Julie Kilmann, Dolly Meese, and Doug Shipman; originally posted to BCG.com on May 15, 2017.

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Everywhere these days, people are talking purpose. As big believers, we’re encouraged by all the interest. Yet we’ve observed that many organizations are merely scratching the surface; they’re missing the full power of the kind of purpose that can transform.

Many organizations do a superficial job of articulating why they exist, settling for vision-setting exercises that lead to little more than catchy slogans and posters. Some craft purpose statements that are so generic they could apply to just about any company. Other efforts are inauthentic, like the politically correct promotion that has no connection to the company’s DNA. But even among organizations that articulate their purpose effectively, many are guilty of going no further. They do almost nothing to integrate purpose into the day-to-day experiences of their employees and customers. This “surface purpose” amounts to a thin veneer that doesn’t ingrain new beliefs and behaviors. Despite the hype, the organization remains unchanged.

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Nelson Mandela and the Power of Purpose

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Today’s leaders certainly face tough challenges, but few can argue that they pale in comparison to what Nelson Mandela had to overcome: poverty, institutionalized racism and prison, to name just a few. Yet Mandela was able to accomplish something remarkable in a way that experts say leaders in government and the private sector can learn from.

Mandela’s legacy was honored July 18, on what would have been his 99thbirthday. He infused a clear sense of purpose—to create a free society—in both his words and deeds; and it’s that unwavering sense of purpose, experts say, that CEOs should take to heart. Leaders who can inspire groups to “serve something larger than ourselves,” can create organizations that are more productive, profitable and beneficial to society, says Elaine Dinos, a principal in Korn Ferry’s Global Consumer Market practice.

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What is Emotional Self-Awareness?

By Dan Goleman, excerpted from Emotional Self-Awareness:  A Primer, and posted on the Korn Ferry Institute

Emotional Self-Awareness is the ability to understand your own emotions and their effects on your performance.  You know what you are feeling and why – and how it helps or hurts what you are trying to do.  You sense how others see you and so align your self-image with a larger reality.  You have an accurate sense of your strengths and limitations, which gives you a realistic self-confidence.  It also give you a clarity on your values and sense of purpose, so you can be more decisive when you set a course of action.  As a leader, you can be candid and authentic, speaking with conviction about your vision.

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