February 2011
Tranquil Sea
Welcome to Changing People Inside

Dear Karen, 

 

After the long dark days of February, it appears Spring is finally here with daffodils and crocus appearing to stir us into action.

 

This month we look at how the brain affects the way we feel and what makes us feel good - and look at how leaders communicate best.

 

 

Have a great day!

 

Best wishes,


Karen

How are you feeling?

 

Did you know that your wellbeing can be analysed using a 'Personal Wellness Profile' which measures against these factors. How do you think you would score in each?

 

1:   Satisfaction with Lifestyle

2:   Coping with Pressure

3:   Wellness Behaviours

4:   Managing Personal Health and Work Issues

5:   Attitudes towards an Active Lifestyle

6:   Mental Well-being

7:   Pace of Life

8:   Physical Health

9:   Stress

10: Demographic/Biometric data

 

Smiley faceYou may feel stressed and under pressure just reading the list!

 

But just by naming and labelling the emotion you are feeling can reduce the levels of stress in your life, according to author David Rock.

 

If you understand how your brain works and what brain functions kick in at certain times it can help you to manage your 'state' - one of the fundamental NLP principles.

 

 

 

How does your brain work?

 

David Rock's book 'The Brain at Work' shows how critical different brain functions are.It debunks one of the NLP tenets that we can hold up to seven pieces of information in our brain at one time (plus or minus two pieces of information.)

  

How does your brain work

 

David shares research that says we can only hold four pieces of information in our brain at one time. We can only do a job really well by focusing on one thing at a time. So have 
multi-tasking women been getting it all wrong?

 

How many actors on your stage? 

 

He describes the pre-frontal cortex where we hold and process information consciously, as a stage. He compares the information we receive to actors getting on and off the stage and describes how our brain has a 'director' that controls how we process the information. If too many actors get on the stage at once the 'director' gets overloaded and we get stressed.

 

So keeping our stage free of too many distractions is essential to get our brains to work most effectively. One suggestion is that when we get to work and open our emails first we are deluged with too many distracting actors that send us off in too many directions. The best way to be most effective is to focus on the one main priority first, and then review your emails when that task is completed.

 

Putting on a SCARF

 

When we feel threatened or unhappy David Rock explains that there are several social qualities that impact on our responses to threats, and he uses the mnemonic SCARF to describe them.

 

Status - where you feel you fit in the pecking order

Certainty - how certain you are about what is happening

Autonomy - how in control you feel at work

Relatedness - who connects with you on a human level?

Fairness - who treats you fairly?

 

This model seems to make particular sense when you consider what people experience and how people feel when going through change.

 

Fair's fair 

  

Rock then highlights another interesting piece of research about a human being's intrinsic need for fairness. 

 

 Stephen Pinker in How the Mind Works thinks that the need for fairness derived from the need to trade efficiently in the past. "In the distant past, when you couldn't store food in the refrigerator, the best place to store resources would have been by giving 'favours' to others. Resources were stored in others people's brains, as potential reciprocal snacks down the road."

This was especially important in hunter-gatherer days when food supply was intermittent. To be good at this kind of trading you needed to be able to detect 'cheaters', people who promise but don't deliver. And so it became important to be able to detect fairness.

 

 

Fairness - a vital factor for engagement    

 

So Rock says: "Workplaces that truly allow employees to experience an increasing perception of fairness might be intrinsically rewarding. Organisations trying to increase a sense of engagement could do well to recognise that people experiencing a sense of unfairness may get as upset as being told they won't get to eat for a day."

 

Change aheadMore research in the Harvard Business review around corporate restructuring found that when people understood that decisions were made fairly, the impact of the downsizing was dramatically less. If not and people feel they have been treated unfairly by an organisation there can be no end of complaints. This explains why communicating the reasons for decisions about change is so critical.

 

And isn't it interesting how the coalition has been playing on our sense of fairness in their communication about the need for cuts...?

 

A Mindful Employer

 

Pessimist faces

 These extracts from a recent conference held by the Mindful Employer Group might make you smile.

 

Mindful Employer can be found at http://www.mindfulemployer.net/CSR.html

Pessimist

 

"Whether you're an optimist or a pessimist, may not affect the outcome. It's just that the optimist has a better time in life"

 

Liggy Webb, wellness coach, described how people can be either drains or radiators.

 

RadiatorKaren's belief is that you can warm yourself with people who radiate heat and light.

 

DrainAnd the best thing to do with people who drain your energy?

Remove yourself from their life.

 

If you think you may be a drain on others, consider getting support at work, from your doctor or from professional sources.

 

 

 

Are your Leaders in the green zone?  Or the confused zone?
 
Green arrowOur recent research into leadership communication showed that all the leaders who took part in a personal communication audit improved significantly in all categories since the first audit took place. The CEO received top marks making a tremendous improvement on previous scores. 

 

 

 

Karen measured the leaders against the following indicators:

 

·         How clear were the leaders' messages around
      strategy?

·         How consistent were the communication behaviours of
      the leaders? Internally and externally?

·         How credible were the leaders with their people?

·         Did people trust them?

·         How inspirational were the leaders?

 

 

Lots of arrowsSo how would your leaders measure up on this scale?

 

Nope. Thought not! If so give us a call to see how we can help.


Nick Hill's NLP Tip

 

Manage Your State.
 

The internal thinking process that is linked to all negative or positive emotional states typically will have questions that support or justify the prevailing emotional state.

 

A manager that is experiencing the emotional state of 'fear' regarding an upcoming meeting, may be continually asking him/herself, 'what is the worst that can happen?' or 'what if my proposal gets rejected?'

 

In such circumstances, when we are unconscious of our questioning, we need to stop what we are doing

  •  direct our attention inwardly
  •  become consciously aware of any questions that
    we may be asking ourselves
  • reframe the question to direct us towards the solution, rather than the problem.

Please quote 'Karen Kimberley' to qualify for 10% discount  on any open courses run by The Hill Consultancy Ltd 

 

info@hillconsultancy.co.uk  www.hillconsultancy.co.uk

 

 

A Famous Brand

 

How many of you recognised 'The Lone Cypress' from the famous Pebble Beach Golf Club near Carmel in California in the last newsletter? Sometimes brands can evolve from the strangest places...

 

And finally...

Why marrying a good speller is important...

 

http://www.youtube.com/watch?v=tdHAvZ-g9fg 

 

 

 

 

Issue 10
Karen Kimberley Logo
In This Issue
How are you feeling?
How does your brain work?
A Mindful Employer
Are your Leaders in the green zone?...Or the confused zone?
Nick Hill's NLP tip
A Famous Brand
And finally...
Karen Kimberley
Karen Kimberley 

 
 
 

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Karen Kimberley's company is based in Taplow near Maidenhead. She coaches people inside companies, to change things inside themselves, to improve their communication and performance. For more information contact Karen on Tel 01628 509593, Mobile: 07785 566468, e-mail kk@karenkimberley.co.uk, and visit the website www.karenkimberley.co.uk 

Click below to see other ways in which we have helped people through experiences of stress, depression, lack of motivation and anxiety www.karenkimberley.co.uk/case-studies.php

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Karen Kimberley
Changing People Inside
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