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Mastering the Invisible-Release Tacit Knowledge, Creativity and Innovation
 Neuroscience and cellular biology tells us that 90-99% of what drives results is stored in the subconscious. Similarly, most of what drives performance is hidden in the unseen; in the imbedded beliefs, habits and assumptions that underpin corporate culture.
Corporations have been rocked to the core with high turnover, ethical breaches, talent shortages, increased absenteeism and health care costs, employee disengagement, gaps in performance, gender and age, and retention issues at all levels. Yet most of the focus is on addressing what sits on the surface which is at most 10% of the whole picture. Meanwhile, there is a deeper dynamic that continues to operate unhindered.
"More than ever before, leadership depends on self-motivation and personal choice... the ability of many different people to lead becomes critical to the organization ... it is important for all leaders to smoke the monsters out of their closets, all their fears and inadequacies, early in the monsters out of their closets, all their fears and inadequeacies, early on the trek." - Navigating the Badlands, Mary O'Hara Devereaux p. 90-91.
The Role of Executive Leadership and Managers is Changing - Transforming & Expanding Collective Leadership Competencies is Imperative
Questions Corporations and Organizations are asking:
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How do we close the gap between emerging leaders and outgoing leaders? How can we transfer the knowledge when they won't talk to one another?
Judgment, conscious and subconscious beliefs are the lense creating perception. When you explore, discover and see the world through different eyes you reveal the value of the different perspectives.
2. We hire and lose Gen Y at phenomenal rates. How do we engage and keep them?
Most company cultures are based on the need to motivate employees; that extrinsic incentives are enough. Gen Y have it all. They want to be inspired to contribute to something that has real impact on the world. That takes a different kind of thinking and conscious awareness within leaders.
3. How do we lower our overall turnover rate? We can't keep employees we want.
Astute Gen Y and X have a built in radar detector for incongruence. If your company culture says one thing and your managers, hiring practices are saying another you are unknowingly creating the issue. Is that what you want? Thinking must be agile enough to change perspective in order to see how imbedded cultural practices and habits are creating the dynamic. Unlike the Boomers, sucking it up is not an option for the younger workers. Changing the level of consciousness that created the situation it is the only road to changing the result.
4. How can we protect ourselves from ethical breaches?
Research shows that 6/10 ethical breaches take place at the executive level. Most are supported by the culture that shapes behaviour. Clarity and self-awareness are the best offense. Expanding clarity requires a commitment to expanding the self. Mastering the Invisible provides access to deeper part of the individuals and the collective intelligence.
When a person has a strong sense of personal identity (defined by self-value/worth rather than material possessions), self-security (defined by inner security rather than status, need for approval) then ethical breaches cannot take place. A self-actualized individual operates from passion driven purpose. Put that into a economic engine that supports innovation and stand back! See this article for more information. 13 Doorways to Empower-Engaged Innovation.
5. How can our managers support performance?
Traditionally managers have been trained to manage, which has been another word for control. Now it is about enabling. The line between the two can be grey. To see the invisible lines requires a commitment to evolving ones trust with themselves to ultimately recognize that it is not what they know but what they don't know - curiousity and their presence - that support performance.
Employees are searching for:
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Workplaces to contribute their creative talent in a meaningful way.
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Capacity to use the social networks to generate natural innovation and goal-oriented performance.
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Opportunities to create a future with hope.
IS Your Company's Culture built to Inspire or Motivate?
The difference is what engagement is made of.
Mastering the Invisible:  Deep Learning that Gets to the Source of Creative Talent
Mastering the Invisible is a deep learning program designed to surface the invisible forces in individuals and in companies that help or hinder personal or collective achievement. It puts the power of choice back into the hands of the individual and the power of natural collaboration and performance back into the workplace.
The invisible forces show up as patterns, habits, beliefs, mental models. They are revealed in language, and felt in the quality of trust and communication between co-workers, management and executive.
Targetting corporate leadership, the program is a process crafted to amplify strong leadership skills to even higher levels of effectiveness by tapping into a much deeper source of innate knowledge.
Leadership is a responsibility at all levels. It is tested in group endeavors. This work is custom designed to focus on self-development within a group context to accelerate the cohesion needed for optimal collective performance. Self-awareness and knowledge is essential for leaders at all levels. When you gain clarity you are able to intentionally substitute support for control, and apply learning to day to day shifts toward enabling innovation and performance.
Unless the cultural container changes cultural breakthrough can not take place. Awareness and clarity create the capacity to see the invisible forces driving results.
Leadership wisdom emerges as experience is converted to knowledge: self and organizational.
Dawna H. Jones specializes in surfacing the unseen forces that support or block performance and team cohesion. She works with Nick Zeniuk or Fred Simon, both former Ford executives, to customize the learning lab to fit you and the executive team.
What is to be gained by Mastering the Invisible?
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Cultures that support performance intentionally. Executive teams and CEO's are aligned.
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Social networks collaborate to Utilize Diversity-Create Natural Innovation
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Performance/Leadership Gaps are Closed; Engagement is Inherent.
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Out of the Box Learning Approaches-Change your Cultural DNA
Two things are required to really ramp up high performance leadership that functions effectively as collective intelligence.
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Personal skills consistently deepen to access intuitive knowing 24/7 >Creating a balance between the intuitive and logical.
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Individual genius is supported in collective endeavors.
>Controlling gives way to support. Knowing the difference is key. Self-awareness & self-control are absolutely necessary.
Out of the box learning is essential. Otherwise the left brain finds ways to rationalize, catelogue, dismiss information. Nothing gets integrated.
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Winter-Sensing and balancing on skis.
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Summer: Sensing and balancing on the surfboard.
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All Season: Equine-facilitated learning. No you don't have to like horses! Just want to learn.
All programs are customized to your situation. The work is guaranteed.
Short Form Programs
The Power of Belief as a Driver for Results: Applies to communication issues between genders, changing the cultural context for communication and performance, accelerating team effectiveness, empowering senior workers to fulfill their goals.
Expanding Mindsets to Embrace Change - Program in development. Applies to capacity to embrace diversity in the workforce, employee retention. |
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"Increasingly, performance in these knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers' greed, as we are now trying to do, it will have to be done by satisfying their values, and by giving them social recognition and social power. It will have to be done by turning them from subordinates into fellow executives, and from employees, however well paid, into partners." [Peter Drucker - 1999. Beyond the Information Revolution. The Atlantic Monthly] | 
