Agents2Change - Smart Business Thinking

A man convinced against his will is of the same opinion still - or the art of persuasion.

Benjamin Franklin offered this nuggest of advice on persuasion.  But can we really change someone else's mind?  

Before we even contemplate the question, we need to consider is it even valid in the first place?  

Just because someone holds a different opinion or set of beliefs to ourselves, does that really matter? Quite often we spend enormous amounts of time and energy trying to get people to come to our own way of thinking, just so we have the satisfaction of feeling right.

If after considering the question, we come to the view that, yes it does matter and we need to have a point of agreement, then we need to consider how to do this, without undermining the person concerned, or losing ourself in the activity of arguing a case.

Deepak Chopra in a recent article offers some wise advice that includes:

 

Let’s consider each of the five points a bit further.

1. Be sincere and truthful. Don't be manipulative.

You can't sell other people on something you don't actually believe in.The upshot is that you shouldn't try to be a master manipulator. It only works on weak-willed people, and in the end they are fickle allies. Rely on your listener's natural ability to detect sincerity.

 

2. Appeal to what someone else already believes. Don't impose your own belief system.

People identify with their beliefs. With that knowledge at hand, you can align yourself with their beliefs. Without that knowledge, you are throwing darts at a brick wall. If you try instead to impose your own beliefs, the other person will feel that you are making him wrong, and immediate shutdown follows.

 

3. Be aware of the other person's blind spots. Don't assume they are open-minded.

A blind spot is a fixed opinion that is so strong, the person shuts out any input to the contrary. It's the supreme example of rigid thinking. If you are self-aware, you know that you have your own blind spots - there are certain things you simply can't stand or that bring out your most stubborn reactions. Almost no one has an open mind, yes, even you; but it's a fact of practical psychology that must be considered. Your task is to avoid sensitive topics and to appeal to the part of your listener that wants to agree with you.

 

4. In general, persuade through reason, not emotion. Don't assume that emotions aren't in play, however.

One of the most confusing aspects of persuasion has to do with being reasonable. Everyone thinks they are, and decision-making is supposed to be rational. Yet psychological research has shown time and again that emotions cannot be separated from the choices we make. To be persuasive, you must argue rationally while always monitoring the emotional atmosphere. (It's worth noting too that competitive personalities regard a show of emotion as a sign of weakness - with them, you must muster all the rational reasons you can.) 

 

5. Make the other person feel right. Don't make them feel wrong.

We all feel wrong when we are judged against. We feel right when we are accepted, understood, appreciated, and approved of. If you make someone else feel accepted, you have established a genuine bond, at which point they will lower their defenses.

So if you have an important area that you need to get to a big 'yes' from a person with an opposing view, think about how you would use these skills to positions yourself better for the conversation.  Remember to put your own ego aside, become the passive listener and see how easy it can be to turn around the most staunch of opponents, always remembering to do it with a smile.

Please do share your experiences here.. or if you would like some further information on how we can support you in becoming more persuasive contact us on:  [email protected]

 

 

Look beyond the skills, see the soul

Deepak Chopra is a hugely influential figure in the fields of Leaderships, self awareness and well being.  In this article he challenges the way that we find new talent for our organisations. 

Chopra reminds us that recruitment is not just a match of skills to role, but a connection of a people to an organisation, its culture and its values.  Here he gives us some great questions to consider when next recruiting. 

 

Since my life's work has always focused on self-awareness and well being, I have made those two attributes the criterion for people I want to work with. In my course, The Soul of Leadership, I advise employers not only to get references and bios from prospective employees, but also to engage with them before hiring in creating a "Soul Profile". Here are the questions that we ask when we create a soul profile:

via www.linkedin.com  

Take a look at the full article here.  Does this resonate with you?  Are these the type of questions that you can imagine asking of your candidates.  Type a comment here.  Or if you want to know more about how we can help you to get a soul based approach to recruitment, management and leadership, contact us at [email protected]. 

Financial Alchemy for Business from Morganan Rae

Today I have the great pleasure of being the host on Day 8 of the Virtual Blog Tour of author Morgana Rae whose book Financial Alchemy: Twelve Months of Magic and Manifestation launches on Amazon on Wednesday January 23, 2013.

Morgana Rae is an internationally acclaimed life coach, speaker and author of Financial Alchemy: Twelve Months of Magic and Manifestation. Widely regarded to be the world's top Relationship with Money Coach, she has been featured on ABC-TV, PBS, NPR, FOX News Radio, United Press International and The Wall Street Journal online, and is frequently a featured expert on programs with Deepak Chopra, Marianne Williamson, John Gray, John Assaraf and T Harv Eker. Named one of 2012's Top Women in E-commerce by WE Magazine, Morgana has guided thousands of entrepreneurs, artists, healers and humanitarians to thrive in their purpose, attract more than they chase, and make things happen with ease, flow and synchronicity.

In her book, Financial Alchemy, Morgana walks you through her time-tested program to turn your personal Money Monster of scarcity into a Money Honey of abundance. The book is a self-guided system to help you uncover your limiting blocks to abundance, and transform your relationship with money using a SUCCESS FORMULA that keeps you on track and positively "magnetic".

Yesterday, Morgana visited Krystalya Marie’ at http://www.empoweredspiritinsights.com/spirituality/morgana-rae-financial-alchemy-virtual-interview/2013/%monthnum/14/, where they talked about why smart/skilled people get stuck around money, why living a charmed life is not egocentric and how money can get in the way of love. 

Today, I'd like to share with you a recent interview I had with Morgana when I got to ask her some questions on the subject of big businesses and incorporating financial alchemy.  I hope you enjoy it.

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Can organizations also attain Financial Alchemy® in the same way that individuals can? 

Morgana Rae: Yes, we can change the relationship within an organization because any organization has its own sort of flavor and its own personality.

But organizations don’t attain Alchemy in the same way an individual can, because the individual journey is so personal.

The way to change an organization’s relationship with money is through the individual relationship transformations within the organization.  It’s the only way. 

I would start at the top with the CEO, with the decision makers.  When they have a healthy relationship with money – and now I’m going to sound economic – it trickles down.  They set the tone.

If they feel confident and they feel generous and they are making good decisions based on value and integrity, it will set the tone for the whole company.  And the employees will feel more safe and follow that model. 

The way to change the organization is through the individual, by addressing individual issues of values and personal worthiness, safety, and truly bottom line, love and love-ability.   And that’s how you teach a company to make money by putting love first: work with the individuals to change their relationship with money. 

Inner change has this magical ripple effect that who you are and your own personal breakthrough will touch the lives of everybody around you.

Can companies create Money Honeys and dispel their Money Monsters?

Morgana Rae: Yes.  And again, I would do that through the individual.  Money Honeys are contagious and so are Money Monsters. 

Even after you’ve changed your own relationship with money, there are going to be things going on in the world, in the news, with family members, with other companies.  They have their own Money Monsters which can be very, very seductive.

To you need to commit to your own Money Honey--your new relationship with money that champions your value and your values. This is a personified money that brings out your best as a human being, your joy in living, your confidence, and your ability to respect others and add value to other lives.

I would not design a group Money Honey.  This is way, way, way too personal for that.  But it would be interesting to see what evolves in a culture of Alchemists--the community aspect of everybody talking the language of Money Honeys and Money Monsters.  There’s so much potential to support each other. 

When somebody comes to work, and they’ve had some personal setback, or life happens and they’re feeling off-center; it’s so wonderful to be surrounded by people who are on a healthy conscious path. Imagine being surrounded by people with a good, healthy relationship with money to reinforce a good, healthy relationship with money for yourself. 

If everybody is coming from that place, can you imagine what is possible financially for that company?  I have individual clients who are making tens of thousands of dollars within a day or two? Imagine a whole company of people with that power. Wow!

How can public sector organizations benefit from the principles behind Financial Alchemy®? 

Morgana Rae: Oh my lord!  The thing about public sector and not-for-profit organizations is they are always created from such a good, altruistic service base, very often with spiritual principles in the background.  

And the problem is that the very people who are drawn to service--because they want to give back and save the world--are also often the people with the most antagonistic relationships with money! I call this “reverse snobbery” around money. And I'm only sharing this because I’m part of the club. We’re “too spiritual” to charge. We’re “too spiritual” to talk about money.  We show contempt, fear, and disgust about money; because we’re spiritually “enlightened.” 

This anti-money prejudice is so unhealthy. It kills your ability to really serve your people if you cannot be grown up and healthy in relationship with money.  It’s really dysfunctional. So this group of people, who I will call the do-gooders of the world, have a naturally monumental Money Monster. 

We were told that loving money is the root of all evil. We don’t want to be the Bernie Madoffs and the bad guys. We took this other path.  Nobody goes into the public sector to become rich.  So what we’ve done instead is we’ve rejected money.

Financial Alchemy® creates a new relationship with money that puts love first.  There’s a way, a new way of putting money and love and service on the same team, where when you make money you’re being your best self. 

And the conflict of the greed and the scarcity, it’s out of the picture.  When I talk about loving money, I’m talking about real love, unconditional love, love as if money were a person worthy of your deepest admiration-- that has nothing to do with cash. 

Love is not greed, or theft, or stealing, or hurting people.  It’s not scarcity.  It’s not a sin.  Love is generous.  Love is healthy.  Love brings out our best. 

And if we could get every non-profit person, every public sector employee in that kind of relationship with money, based on self-respect, self-worth, and respect for others, as well as love and service and joy… can you imagine what we could do in the world if money wasn’t the bad guy anymore?

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 I hope you enjoyed this interview with Morgana Rae and that you’ll check out her book Financial Alchemy: Twelve Months of Magic and Manifestation at http://morganarae.com/book-launch/pages/pre-launch.php

 

Here's why:

 

Money, Love & Magic Telesummit!

 

11 Money, Love & Magic Mentors Share Their Wisdom on this

FR*EE 3-Day Online Event

January 15th, 16th & 17th, 2013

12pm Pacific/3pm Eastern/8pm UK

 

Book your place FREE at
http://morganarae.com/book-launch/pages/telesummit.php  

 

Over the course of 3 days, Morgana and her guests will be exploring how unlock your magical powers of manifestation to attract money effortlessly by putting LOVE first.

 

Here's Morgana's wonderful guest line-up:

 

• Morgana Rae – Coach, speaker, author of Financial Alchemy: Twelve Months of Magic and Manifestation 
• Lynn Serafinn - Coach; marketer; author of The 7 Graces of Marketing
• Bob Doyle – Author; CEO of Boundless Living, Inc.; Teacher in The Secret 
• Chris Howard – Author; philanthropist; founder/CEO Academy of Wealth & Achievement; CEO of Million Dollar Mastermind
• Noah St. John -  Author; trainer; creator Inner Game of Success; media personality
• Mali Apple & Joe Dunn – Relationship coaches; authors; founders of Soulmate Experience
• Cynthia Kersey – Author; speaker; founder non-profit UNSTOPPABLE Foundation
• Jeffrey Van Dyk –Conscious business movement leader; found Expansion Lab
• Debra Poneman – Law of Attraction leader; Founder Yes to Success Seminars
• Debbie Bermont – Author; business growth strategist; transformation agent

 

This special 3-Day telesummit is Morgana’s FR*EE gift to you

to celebrate the launch of her book, Financial Alchemy

coming out on Wednesday January 23, 2013.

The Five Personalities of Innovators: Which One Are You? - Forbes

We have just completed a two-parter on personality types  (Myers Briggs and the Four Temperaments, and as if to complement that, Forbes have just published this article on the five personalities of innovators.

The Forbes Insights study surveyed more than 1,200 executives in Europe across a range of topics and themes. Using a series of questions about their attitudes, beliefs, priorities and behaviors, coupled with a look at the external forces that can either foster – or desiccate – an innovative environment, a picture emerged of five key personality types the play a role in the innovation cycle.

Are you a:

Movers & Shakers;
Controllers;
Star Pupil;
Experimenter;
Or a
Hanger on?

 

 

 

Read More here:  via www.forbes.com

 

 

About us

Agents2change works with some of the world's largest companies on change and implementation issues. We regularly use personality frameworks for leadership, team and organisational development.  If you’d like to know more contact us at:  [email protected]

Myers Briggs – which type are you?

In our previous blog we explored the four temperaments, perhaps one of the oldest personality type models on the planet.  But to this, we now add a good all-rounder that has proved a helpful framework in which to consider why you work the way you do. 

No psychometric model predicts behaviour, but they can go a long way to explaining the motives behind our actions.  The Myers Briggs model is particularly robust, since it has been developed through over 60 years of research and has shown a high degree of reliability.

Where does the model come from?

The Myers Briggs Type Indicator (MBTI) was developed by Katherine Briggs and her daughter Isabel Myers Briggs, building on the work of Carl Jung.  It was Jung that first coined the Psychological Types in 1921, and his work was taken up by Katherine Brigg and her daughter post World War II to develop into a model of psychological preferences. 

Jung based his original theory on observations of many hundreds of patients and colleagues, whom he found displayed distinct differences in how they responded to the demands of everyday life and arrived at decisions.

 

What are the Types?

The MBTI is based on four opposing pairs, or dichotomies, that are related to how we interact with the world around us and arrive at our own decisions.

A questionnaire helps to define the preferences for each individual, which are always at the heart of our psychological make-up, but may not be immediately obvious to us, as we have learnt to adapt and change our responses based on work and life experiences. 

 

The MBTI model helps to explain why some people :

• may need to talk through their decisions in detail; whilst others need time to reflect and then present their decision.
• are very good at organising and planning their work and others appear to work in chaos.
• are good at remembering fine detail from a situation and others refer to general themes and patterns.
• make decisions based on facts; whilst other will refer to the emotional impact on others.

 

How can you use MBTI?

The framework like all self-assessment tools helps to raise your awareness of how you work and think and how this may impact on your work with others.  The Type indicators can also be informative when thinking of your career and life choices, by helping you to better understand the work roles and organisational settings that will suit you. 

For teams and organisations, it provides a common framework and language from which to explore the many differences in how team members, managers and leaders operate and can lead to a better understanding of the benefits of a diverse workforce.

 

About us

Agents2change works with some of the world's largest companies on change and implementation issues.  We regularly use MBTI as a developmental framework for leadership, team and organisational development.  If you’d like to know more contact us at:  [email protected]

 

The Four Temperaments – What’s your type?

These days there are a plethora of tools, models and frameworks designed to explain the human psyche and how we work, but many of them do not stand the test of time.  However one model, which is perhaps the archetype of all modern psychometric models is that of the four temperaments. 

Over 2,500 years ago in the time of Hippocrates the idea of different types to define the human condition was introduced; this was called the Four Temperaments.  The early thinking was that the differences in mood, emotions and behaviours could be defined by ‘type’ has been a recurring theme in human history.  In the middle ages, right the way up to the eighteenth century, the four temperaments had an enduring appeal, although at that time it was linked to the rather dubious idea of physiognomy; the idea that one’s outer appearance could define one’s inner attributes.  

Of course such thinking could easily lead to stereotypes and discrimination and gradually the concept of the four temperaments fell out of favour.  However it does provide a remarkably fresh and topical way of thinking about the differences in human nature, and deserves to be reviewed in a more judicial light.  Essentially the four temperaments are linked to elements that help to explain and describe the behavioural characteristics within them.

 

 

Sanguine – Air

Typically this temperament is associated with creative and artistic types.  They would have a reputation for being energetic, changeable and perhaps hard to pin down to long-term commitments.  They are outwardly focused and concerned about the world and the environment they live in.  People gravitate towards their energy and often find them inspiring. 

Choleric – Fire

As the element suggests, this is often seen as a strong personality.  Focused on goals, actions and outward success; Cholerics are good at getting things done and getting those around them to follow.  At their most positive they are charismatic and charming, however if less well developed they can come across as dogmatic and bullying.  They often excel in entrepreneurial and leadership roles.

Phlegmatic – Water

One of the top qualities often associated with this temperament is reliability and calmness.  They are seen as hard workers, who will get on with their work with minimum of fuss.  Whilst they can make good leaders, it is not something that they would naturally pursue, preferring instead to have their own space and time to do what they wish.  Rules and routines are important to them and they do not like to have these interrupted or changed unneccesarily.

Melancholic – Earth

This temperament like its element, has its feet firmly rooted in the ground.  They are concerned about the here and now, and do not like needless flights of fancy.  Action and roles must have clear purpose, and they are often the first to find fault in poorly put together plans.  They tend to be quiet and thoughtful, but are in danger of becoming obsessive, if they are left to worry too much about details. 

 

Using the Four Temperaments in your organisation

The temperaments framework, like any other gives us a common language to consider the similarities and differences that are evident between us and our colleagues.  As one of the oldest personality theories, it provides a useful, easy to way in which to reflect on how and why we work the way we do.  To help you to do this, consider the following:

• Which one is your type and how might this differ from your boss and your colleagues?
• Does that impact on how you influence others?
• Can it help  you to understand conflicts that emerge in the workplace?

In our next blog we will look at how the model has been updated and is evident in the Myers Briggs type indicator which is widely used today.

About us

Agents2change works with some of the world's largest companies on change and implementation issues.  We'd love to hear your thoughts on this blog, innovation or change in general.  Share your comments here or email us on [email protected]