Lessons to Learn: A Different Slant on Training & Development

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Caliber Leadership Systems

We now know so much about how the brain learns. Most people who are developing programs, training and teaching have fallen behind neuroscience in terms of the approaches being used to help people develop. Recent advances in the neuroscience of emotions are highlighting connections between cognitive and emotional functions that have the potential to revolutionize the way we learn. In particular, the relationship between learning and emotion and what needs to happen in the brain for learning and behavioral change to take place.

Compliments of the Striving Styles®
Personality System www.StrivingStyles.com

Compliments of the Striving Styles®
Personality System www.StrivingStyles.com

Compliments of the Striving Styles®
Personality System www.StrivingStyles.com

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Patrocínio Solon Freire

Heidegger, martin. a sentença nietzschiana deus está morto

Heidegger, martin. a sentença nietzschiana deus está morto

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Patrocínio Solon Freire

Looking for the right leaders for your organization? Here is an example of the type of psychological, behavioral and competency report we develop for our clients. This report informs you of the candidate's suitability to your organizations culture and a specific management or leadership role. The report offers detailed information regarding the candidate’s strengths and weaknesses relevant to the role as well as general information regarding the candidate’s leadership and behavioral style and abilities. The report includes recommended interview questions, which can be used to further probe issues identified in the report. The report is tailored to measure experience against the role expectations in the job description.

Leadership Selection Candidate Report

Leadership Selection Candidate Report

Leadership Selection Candidate Report

Caliber Leadership Systems

There is a lot of confusion about the differences between people who are narcissistic versus those who have a narcissistic personality disorder. According to the Mayo Clinic “Narcissistic personality disorder is a mental disorder in which people have an inflated sense of their own importance and a deep need for admiration. Those with narcissistic personality disorder believe that they’re superior to others and have little regard for other people’s feelings. But behind this mask of ultra-confidence lies a fragile self-esteem, vulnerable to the slightest criticism.” The narcissist is not mentally ill, does not have a personality disorder and is most interested in gaining power, money and prestige. They may act the same and seem indistinguishable to those with a personality disorder for most people, however, their self-esteem is not as fragile and they are able to develop new behaviors. They seem the same because they use the same dysfunctional behaviors to achieve their agenda. These people are arrogant and obnoxious and act as though they are superior to others. They have little or no empathy and feel entitled to special treatment. They exploit others to get what they want and have no qualms about doing this. With little capacity for reflection, their self-awareness is low. They rarely apologize as they have no insight into what they do and feel little shame or remorse.

4 Dysfunctional Leadership Styles - Part I: The Narcissistic Leader

4 Dysfunctional Leadership Styles - Part I: The Narcissistic Leader

4 Dysfunctional Leadership Styles - Part I: The Narcissistic Leader

Caliber Leadership Systems

Personality & the Brain: A New Paradigm for Leadership Development

Personality & the Brain: A New Paradigm for Leadership Development

Personality & the Brain: A New Paradigm for Leadership Development

Caliber Leadership Systems

5 Stages of Growth in Authentic Organizations - HRPA Conference 2015

5 Stages of Growth in Authentic Organizations - HRPA Conference 2015

5 Stages of Growth in Authentic Organizations - HRPA Conference 2015

Caliber Leadership Systems

In this presentation at the 2014 Canadian Society for Training & Development, Behavioral Change Expert Heather Hilliard explains why training and development programs need to take into account how the brain learns and provide opportunities for individuals with different brain styles to get the experiences they need. Organizations waste billions of dollars yearly on poorly designed and executed programs that fail to improve overall leadership and employee performance.

Brain-Based Training & Development

Brain-Based Training & Development

Brain-Based Training & Development

Caliber Leadership Systems

A Brain-based Approach to Understanding Conflict Styles: and why we react the...

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Caliber Leadership Systems

Sept 2009: this is an updated presentation of the Near Field Communication (NFC) technology. I tried to explain how NFC works on a SIM card, what are the standardization bodies, roles and actors in the ecosystem. This presentation is for developers and describes technical architecture to implement a NFC application on a SIM card using Java and APDU commands (JSR-177, 257 and 268). These slides will be presented during the Smart University 2009 in Nice, Sophia-Antipolis.

Architecture and Development of NFC Applications

Architecture and Development of NFC Applications

Architecture and Development of NFC Applications

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Choosing a job or career is one of the most important things that we do, and yet many of us are ill prepared to do so. There are two main reasons for this: First, we lack awareness of ourselves, our needs and ambitions, and; second, we seek advice from others who are more concerned with our security needs (money, stability, familiarity) than in the fulfilment of our potential. We all want to be good at choosing paths for ourselves. With so many jobs and careers to choose from, it can be overwhelming to narrow it down to a handful. In fact, Economist Neil Howe says that only 5% of people pick the right job or career on the first try. That’s because we tend to limit ourselves and don’t even let ourselves know what we really aspire to. We know that even though it will be much more rewarding, it would be more of a risk and we don’t go for it. Whether you’re deciding to look for your first job or a possible career change, understanding your personality type, brain organization and psychological/emotional needs takes away much of the risk that comes when we think a career sounds good until we are actually immersed in the experience of it. Maximizing Your Career Potential Maximizing Your Career Potential - Brain Style of Each of the 16 Types For Use with the Myers-Briggs Type Indicator & Striving Styles Personality System Now Available on Amazon

5 Things You MUST Do When Selecting a Career

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Caliber Leadership Systems

Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.

4 Dysfunctional Leadership Styles - Part 3: The Patriarchal Leadership Style

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4 Dysfunctional Leadership Styles - Part 3: The Patriarchal Leadership Style

Caliber Leadership Systems

Not a day goes by that I don’t notice my Self-Protective System (emotional/instinctual brains) being triggered and that I am on the verge of reacting in a defensive fashion. It might be triggered by something as simple as being asked whether I have finished something that I haven’t even started yet because I am so far behind on my workload; or something more mundane such as getting stuck in traffic when I am already late for a meeting. Most of the time, I notice my automatic reactions and can shift gears in my brain so that I respond to situations in a way that doesn’t trigger defensiveness in others. Other times the Self-Protective System of my brain takes over, causing automatic reactions from my emotional brain to dominate. Certainly not a day goes by that I don’t have to deal with the defensiveness of others. I am sure this is the same for most people. We don’t always “name” what is happening, e.g. “Oh, I just realized I was being defensive. Can we start again?” or “I’m not sure what just happened, but you seem to have taken a position, rather than discussing options. Is this the case?” When people experience the self-protective behaviors of others, they go into their own defensive strategies — avoid, withdraw, challenge, deny, etc. Everyone tiptoes around the “elephants in the room”, for fear that we trigger someone’s defenses and we won’t know how to deal with them. In the workplace, this is demonstrated in various behaviors — the leader who frequently chastises employees publicly for insignificant errors putting everyone else on the defensive; an employee that fails to get their work done on time causing problems for the entire team, without comment from their leader; or employees who spend half their day in personal activities on their computer without comment from anyone.

Understanding Defensive Behaviour

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Caliber Leadership Systems

Over 20 years ago, when we first began talking to leaders about designing or revitalizing their Performance Management Process (PMP) to help drive business results, they told us about their pain points and frustrations. Today, we are still hearing the same pain points from business and HR leaders despite the advances in best practices for the design, implementation and training for performance management. There is nothing new about why PMPs fail to achieve their potential but knowing why they fail and investing resources in revising it are very different things. Studies consistently show performance manage to be a painful and demotivating activity in organizations, especially those who use a more traditional approach. One study it was reported that 65% of respondents rated their PMP with a C-. Pain points or barriers to the successful functioning of the PMP occur in any one of the 4 phases of the Performance Management Process. Pain points are well known, yet still exist because leaders still try to take short cuts; believe they don’t need to participate; think it’s a paper driven yearly event; or don’t invest the appropriate amount of money at any phase of the Process. This article describes the main pain points of the five 4 phases of the Performance Management Process and the reasons why they exist.

Performance Management Pain Points

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Caliber Leadership Systems

In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function. There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees. There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor. The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.

From Administration to C-Suite: The Five Stages of Human Resources Development

From Administration to C-Suite: The Five Stages of Human Resources Development

From Administration to C-Suite: The Five Stages of Human Resources Development

Caliber Leadership Systems

We are excited to introduce the Brain-based Career Reports - Using the Myers-Briggs Type Indicator® and Striving Styles® Personality System http://conta.cc/1GpQF77 Available at StrivingStyles.com or Amazon.com The Brain-based Career Report helps you understand the need satisfiers and dissatisfiers of your MBTI Personality Type or Striving Style to ensure the career, job and the organization will meet your needs.

Brain-based Career Reports - Using the Myers-Briggs Type Indicator®

Brain-based Career Reports - Using the Myers-Briggs Type Indicator®

Brain-based Career Reports - Using the Myers-Briggs Type Indicator®

Caliber Leadership Systems

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Caliber Leadership Systems

Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.

Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...

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Caliber Leadership Systems

Research in the neurobiology of development and attachment shows us that codependency is a failure in childhood to establish a secure base in relationship to a primary caretaker. As a result, we adopt self-protective to help us survive our childhood and continue to use them in our adult relationships whether we need to or not. This article looks at the two sides of codependency and what to do about it.

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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