AdvantEdge Joy@Work Podcast:
AdvantEdge Joy@Work Podcast:

Episode 123 · 2 months ago

EDGE - A change focused neuroscience approach for genuine results that Empowers

ABOUT THIS EPISODE

A change focused neuroscience approach for genuine results in your leadership, work and life that truly Empowers!

All AdvantEdge Coaching is based on our unique and powerful AdvantEDGE leadership development process based on Neuroscience Research in how people learn, change and develop: EDGE stands for Encourage, Develop, Guide and Empower.

It’s based on my post-grad research into effective management learning and development methods.

EDGE isn’t a silver bullet or a magic pill that gets instant results but based upon the latest neuroscience and social cognitive psychology research, EDGE is like a recipe for a pragmatic change focused approach to help clients realise genuine, sustainable results in leadership, work and life.

EDGE isn't only a model for coaching. You can use EDGE in any communication situation where you want to empower change or influence others.

We will use the EDGE development model in all our GuidePosts, and, as well as explaining the EDGE model we’ll also clarify two other critically important aspects that enable us to help you get those results: That is,

1. to clarify what coaching is (and what it is not!) and

2. how AdvantEDGE coaching truly empowers you to sustain your results.

M Edge is a change focused neuroscience approach for genuine results in your leadership, work, and life. And you were wondering why we can't spell advantage correctly. Hi, I am Dr John Kemworthy and behavior on neuroscientists and expert leadership Advantage coach and thrilled that you've joined me here. My purpose is to encourage, develop, a guide, and empower you in the art and neuroscience of expert leadership so that you build a successful organization and create a collaborative, high performing team with engaged, joyful employees. I've long been fascinated about how people learn, and my post grad masters and doctoral research into the effectiveness of different approaches of developing marmagerial and leadership competences was groundbreaking led to the creation of the Advantage model of learning and development. All Advantage coaching is based on this unique and powerful advanced edge leadership development process based on our neuroscience research in how people learn, change and develop. EDGE stands for encourage, develop, guide, and empower. Edge isn't a silver bullet or a magic pill against instant results, but based upon the latest neuroscience and social cognitive psychology research. Edges like a recipe for a pragmatic, change focused approach to help clients realize genuine, sustainable results in leadership, work, in life. And EDGE isn't only a model for coaching. You can use EDGE in any communication situation where you want to empower, change influence others. We use the EDGE development model in all our guide posts and as well as explaining the EDGE model will also clarify to other critically important aspects and enable us to help you get those results. And those are number one, to clarify what coaching is and what it's not, and secondly, how advant edge coaching truly empowers you to change and sustain your results. Now, if you're short on time and don't need to know the details either, meet t L d R summary prepared for you. If you're ready to dive into the detail and understand how you can use EDGE in your development and work, then we'll get right to E for encouraging. Too long, didn't read? Okay? Is the short version without the detail. Edge is like a recipe. A recipe is a set of instruction that describe how to make something that others can follow. The format that works brilliantly well is pretty standard. We start with a picture for a video these days of the successful end result. There is a list of the ingredients you need. There is a method for preparing and putting the ingredients together. Wise cooks practice in a safe environment with trusted tasters they a doubt and improve and then using that method in a live, more pressured environment, and then wrapped with a review of how your dish turned out this time. Two energies like a recipe, but for change, let's go through the edge recipe. Encourage is the end result, It's your purpose and payoff. This is what success will look like where you have finished, why you are motivated and inspired to change develop Are...

...the ingredients for this dish. This includes what you need to know linked to what you already know. Coaches and leaders need to be especially aware of the curse of knowledge. Guide is the how or the method of using and combining the ingredients. It's okay to mess up here in our kitchen because you can make a mess and redo. Your first attempt may be perfect or may benefit from some changes. Work best or you empower is doing it in your own kitchen. You may still need to refer to your recipe or ask chef or some help work with your body and help each other. And always a review with yourself, your body, your chef, coach and patron or sponsor to wrap up or what went well and what you would do differently next time. Keep these two questions in mind. It helps us to establish a safe environment and a learning mindset light at the beginning of any development process. As this is an asynchronous medium, you are already in charge of your own safe environment. Then it helps to prime your brain to be actively seeking to learn and what you will do with this learning using these two questions. So key questions to be considering as you read, watch, or listen to this or any advantage coaching guide. One, What is the ones sing you will stop doing, start doing, or change how you behave, or act that will have the greatest impact on your leadership performance from your learning here? Number two, what is the single tiniest step you can take immediately that will begin that improvement and by when m H Well, coaching is a journey to change. Encourage is about inspiring and motivating you to embark on a quest of learning and change. And that's what coaching is, the journey to change. The word coach has its origins in the mid sixteenth century, and he won't be surprised to hear it meant a covered horse drawn carriage which took people from their starting point to their desired destination. So the purpose of your advantage coaching is to provide you with a vehicle to assist your journey from where you are to where you want to be. There may be bumps along the road, and your quest may not always be comfortable. Change is never comfortable, and the payoff is that advantage coaching uses a process designed to empower you to change effectively and sustainably to achieve clear objectives and results. The role of purpose and payoff. Coach takes you on a journey to change, not just an adventure. An adventure is a journey without a destination. A coach who does not help you get...

...results not a coach. They may be a counselor a therapist, a mentor even, but they are not coach. Coaching is a vehicle to help carry you on your journey to get results. The role of purpose and payoffs. See you'll have noticed within this metaphor that the purpose of this learning and change for you is clearly spelled out, as is your payoff. Together they answer your brain's first burning question, why why should I change? Why do I need your product or service? Why should I listen to you? The purpose of doing anything is to satisfy your higher personal needs belonging, mattering, self actualization, and self transcendent. This inspire as your brain to act. The payoff of doing anything is to satisfy your more basic personalities, your physiological or safety and security needs. This motivates your brain towards action or away from inaction. The payoff provides motivation in the short term to gather momentum, and purpose provides the inspiration for the longer term. Together, they provide the impetus for us to unstuck our potential to perform, and why you should have the courage to put in the required effort and resilience to unleash performance. The role of story why we often use a story, pitch or theory to encourage. Stories or theories for encouragement can be designed to recognize the villain, the unwanted behavior or the problem, the client who is the other party as the hero, you or your company as the mentor, and your solution coaching product service as the secret weapon that will empower your hero to overcome the villain, achieving the purpose and payoff. At the beginning of our story, we meet our hero, remember that's the client. Things are pretty ordinary, and then we meet the villain of the story. This is the hero's roadblock, their nemesis. At first, our hero thinks that they can handle this here easily, but they have increasing problems. We chance upon our mentor of the story, the hero's yoga, who introduces our hero to a secret weapon. We have some childs about learning to use this new weapon, and it takes some time, and the hero takes on. The villain loses because the villain cheats, so our hero doubles down and learns to fight back. After a hard one battle, our hero wins and they achieve their payoffs. But there's more ahead. The hero's purpose is still somewhat distance off, and we all know that either the villain will return or a new villain will rise. Your brain loves stories. We remember stories, We feel stories. Your brain is wired to detect patterns and the stories. Stories are stored as images and symbols. Stories are recalled more accurately than facts, and they are more effective as vehicles to convey information. Theories are more rational scientific approach which based on testable evidence, whereas...

...stories can be more creative, fictional and emotionally based on ideas, beliefs, and cultures that both can capture our attention. A story or a theory captures our attention because our brain wants a resolution. It needs a resolution. It craves certainty and a story, particularly the pitch of a storyline. Think of every movie trailer ever tantalize your brain with uncertainty. Now that your brain understands why change is necessary, it wants to know more. It wants to know whatever it needs to know in order to change, and that's what we cover next with development. Your brain wants that secret weapon and to learn how to use it. Sounds a look at developing. My masters and doctoral research was focused on understanding one of the most effective learning approaches to developing management and leadership competences. Suffice to say, as a lecture was by far at least effective. What we did discover is that we typically go through four stages of learning, and different tools and techniques of development are most useful at each stage. In the show notes and on the side of the video here you can see these four stages of learning. One of the most useful models was created by Martin M. Broadwell back in known as the four Stages of learning. In this model, development is a process of taking you from being unconsciously incompetent, that is, you don't know what, you don't know how to do something, through at the point where you are consciously competent or you know what you need to know how to do something and you can do it well enough, and ultimately to a place of unconscious competence. The edge model shows us the four tools and techniques most appropriate at each of these stages of development. Instep one, we are the enthusiastic beginner. At this stage, we are not consciously aware of what we need to know or do, nor our lack of proficiency. We are in a comfort zone of not knowing what we don't know and thus don't particularly care. Encouraging someone answers why we need to change something and inspires and motivates us to begin our learning journey as enthusiastic beginners. Encouragement is not really a one off event, but regularly throughout the journey to continually nudge us to be courageous and venture out of our comfort zone. Stage two, we're the frustrated learner. We become aware of what we need to know and painfully aware of our lack of proficiency. This developed the period can be frustrating with little apparent progress and so much more to know and learn, and encouragement is still necessary as enthusiasm motivation wears off. Our focus is on what we need to know about something, about how to do something safely and effecting.

Stage three is gaining mastery. We can use the skill with efforts. Guidance is provided in a safe environment where mistakes are encouraged so that we learn not just how to do something, but also how not to do it and thus gain mastery of the skill. And Stage four peak performer we can use the skill with proficiency and with little effort with mastery. As practice deepens, we achieve that mastery and it looks efforts even a talent. Empowering is provided in support of our continued practice in this less safe environment and real world Why, what and how are answered? Encourage focuses on the why we need to change something. Develop focuses on addressing what we need to know about something and the guide and empower on how to do something. Develop in advantage coaching focuses mostly on what your brain needs to know to facilitate your understanding and provide you with sufficient knowledge of the concept to act on it safely and advantageously. It's also where we link what you do already know what you need to know. This helps your brain file the information while and builds on your existing knowledge, skills, and talents so that we can leverage them. And we'll talk some more on this leveraging later. Now it's time to change, and change is difficult, which is why you need a guide. Let's look a guide in the edge model. Change is difficult. As you'll recall from the encouraged section, coaching is a journey to change. Part of our problem, isn't the problem itself. Going on this journey to change can be challenging and exhausting, whilst being thrilling and exciting, bringing sustainable changes even harder. Most people resist change, even when they see the need and believes that it can occur. The owner of the first hotel I managed was just forty years old when he suffered a heart attack. His lifestyle, the booze, food and a lack of regular exercise were contributory factors, but prior to the heart attack. There were no significant symptoms. Life was good. It was on the floor in agony, he said. His doctor told him presently they had to change his diet, give up alcohol, smoke, take up regular exercise, change or die. Stark choice and want that many people face. Initially, my boss came out of hospital ready and eager to take this advice seriously, changed everything that was harming itself. It wasn't easy for him, but he stuck with it and now enjoyed a slim, healthy life, retired and sailing around the Mediterranean. Yet in the US alone, some nine of heart bypass patients cannot change their lifestyles, even at the risk of dying. But it's not surprising then that changing people's behavior in business is a challenge, and a major challenge at that. And of course you would have thought that I would have taken a salient lesson from my boss's experience. After all, I'm witnessed him having his are today. Any sensible person would quit the cigarettes, cut out of...

...boot, enjoy a healthy diet, and exercise regularly. After all, when you see someone close to you living a similar lifestyle with the same high stress job, you take note and make a change. Of course, I was a tender fifty three when I died of a massive heart attack. Yes you did hear that right, dead for four minutes and thirty three seconds according to the medics, until they shocked me to life. Ask me and I'll happily share my wonderful experience. But for now, I just want to emphasize that change is difficult. We can be motivated to change, we can be inspired to change, but at some point we actually have to do the change, and that is difficult or at least any worthwhile change is difficult, your brain resists change. You have motivation that you also have resistance. Recap of crucial fundamental understanding. Your brains primary job is to keep you not dead. Part of that job I mean sticking to places and routines that are known to be safe. Another part of that job is being very prudent with the use of energy. Does change, even when calls deliberately and consciously by you, challenges your brains sense of safety and stability, which is threatening to the known and the safe status quot So your brain will resist or avoid the change as much as possible. It's fight or flight time to save precious energy. Your brain is wired to choose the easiest, least demanding option, and any change requires extra effort, more thinking, especially discipline and determination, which requires more energy. To change is a battle between your motivation to change and your brain is determination to not change. If there's any doubt about the safety instability of the future. Oh and it's chemical warfare, with dopamine leading the charge for change and courtisol and nor epifer amounting the defenses. Your brain resists any and all change. Try this simple fun exercise. Please just cross your arms normally comfort. Now cross your arms the other way, not comfort. How long will you be a or to stay with your arms crossed the wrong way before you automagically revert to your default. You just demonstrated to yourself why over sev of all change initiatives in organizations fail and vantage coaching makes change for you as easy as we can. There are four distinct steps to making changes easy as we can make it. One co create a safe environment. First, we co create a safe environment for you and your brain to try things out to practice new behaviors. Two small winds. We start small and build mutual trust and confidence, which is over time to reduce your brain change resistance. You get...

...early quick wins to boost openmen and serotonin, which increases your motivation to change more. Three. Then we'll encourage you to fail to Yeah, I sure your brain hates but you don't just want to learn how to do something, You want to learn how not to do something. Remember we're in a safe place where no one gets seriously hurt. This is the stage where your coach is going to push you hardest to try and new things, to be bold and courageous, to step from your comfort zone into something new, all the while keeping you safe. This is one reason why in house coaching and friend coaching cannot work well. It simply cannot or won't push you hard enough. It's also why you choose a coach who knows how two do something awfully, and we'll unlock and leverage your talent in the advantage potential to performance system. I'll tell you a little more about this in the next video. Allow me a quick overview of the advantage potential to performance system. We have a simple chart with potential across the horizontal access. This goes from something he is hard to do, two that's right, easy to do. We struggle to do something which for us is harder to do. We can make it easier to do by developing your knowledge and skills all this particular task and giving you a safe environment to practice it, and by supporting you as you put this task into practice. In the real world, most managers, though farcer, focus far more on driving you to do the task. They seek to motivate you, which is great. That motivation tends to be short term not very sustainable. Better leaders will inspire you to do a task. They'll tap into your high ense and personal drivers, like a sense of belonging, mattering, and your self oxygenization. Better still, they'll tap into your true purpose of serving others. Ship side that one in there, your purpose in life is to serve others. What That's another story Altogether. Being inspired to do something is terrific, but it's still hard to do it, probably won't do it so well, and it will take forever. Raising your performance is best achieved when you are encouraged. That is, you are motivated and inspired at every stage of your skill improvement, and you find the task easier and easier to do, usually because you've learned how and practice a lot. To speed up this process. In advantage coaching, we seek to leverage your talents to effectively short cut you're learning and practice time, so the task has become easier for you to do faster and more effortlessly. You can follow the link in the guidepost or notes to learn more, but for now, it's enough to know that will help you leverage your current real talents and abilities your potential two more easily, more effortlessly adopt and perform new behaviors and abilities. It's like taking a shortcut development from enthusiastic beginner to pick per former. As you gain mastery in...

...a safe environment, time to put this into practice in the real world, albeit in our case with a little support from your com It's time to empower m hm. Let's talk about empowering at first offer. Delegation is not empowerment. We mentioned in the guide that because it is uncomfortable, change is difficult, your brain and your body are quick to revert to the default comfort zone. Once we extend you thinking ways of being and behaviors into the real world, it becomes more difficult to the same change. However much better it may be, change is not free. It comes at a cost of discomfort, struggle, effort, time, judgment, adversity and uncertainty. Do you know how your brain hates uncertainty? Change is a battle of your desire to be better, better and your brain's own thinks. M Now, let's just stay here where we might not be comfortable, happy, or fulfilled, but at least we know there aren't any dangers. Let me just check. So we need a secret weapon to help in this battle within ourselves. We use stewards hip agreements for results and accountability. Before that allow me to clarify and often stake an understanding of empowerment. It is not the same thing as delegation. So delegation is not empowerment. When most managers say that they empower their staff, they are not even delicate eating, but abdicating their own responsibilities because they have failed to do something and so they don't like it or they can't do it themselves. Many of my clients had been making this error in thinking that delegation is the same thing as empowerment. No, it's not. Delegation is the action or process of delegating or being delegated. As a leader, you give delegate the responsibility and accountability to do something, and you give them your authority to do this, and of course you may call this power, hence the confusion. Empowering is the action of giving someone the freedom to do something by equipping them or supplying them with the necessary abilities, knowledge, authority, and right to do something for themselves or on your behalf. That is, you lend or you give them your power. Empowering someone is this full step process that we call edge. To truly empower someone, a leader needs to encourage them because this task is beyond their current comfort zone, to develop them with the knowledge and skills they will need to accomplish the task effectively, guide them in the use of their new skills, knowledge and authority in a safe environment, and then empower them. When you've empowered them, then you delegate with your authority to use that power. How are not quite a secret weapon of empowerment? Advantage stewardship of Now that you are equipped with knowledge, skills,...

...abilities, tools and techniques, your advantage coach supports you as you put things into practice in the real world. As your coach, we don't have the authority to give you in your workplace, but we do hold you to be accountable for yourself and your buddy if you have one and We're one of the only development companies who hold your sponsor accountable too. If you have one to help you be set up for this success. We have these stewardship agreements with you. So what is a stewardship agreement. Stewardship agreement is a tool for mutually extending trust from one to another with clear expectations and mutually agreed upon accountability. Will have a stewardship agreement between you and your coach, and between your coach and your sponsor. You'll have one with your accountability partner to your body. Let's expand a little on these two two main parts. Clearer expectations and agreed accountables. Clear expectations this typically includes your desired results and objectives, both hard numbers and soft results. Specific metrics you are measuring that matter, for example, sales growth or staff turnover. Specific actions or project milestones that are suitable, pertinent boundaries, guidelines, limitations, or rules for example, growth excluding inflation, turnover excluding retirement. What support you can should expect from your coach, your sponsor, or accountability partner. For example, we'll share best practice and neuroscience. Additional learning resources with you master classes, video articles, templates, and tools through the private client platform. Your sponsor might also offer you mentoring time or resources or introductions for example. And the second part agreed accountability. We champion the idea of self government as much as possible with one regular touch points sessions which you arrange with your coach to discuss your progress and to weekly checkings, a worksheet tooled you complete to update your coach on progress, learnings and successes. And three sharing your metrics and actions progress regularly. If applicable, we encourage you to arrange the same three tools with your sponsor and your accountability. All of these through our private online client path advantage Coach Accountable system as well as easy secure access full tracking while you do your appointments schedule. All notes from our coaching sessions will also get suitable reminders nudges. I call it my auto nag system. There's a lot in the edge. More so, let's recap before your review. So quickly encapped the edgement to encourage a picture of what success looks like, the purpose and the payoffs, or your why. Because change is difficult and take you beyond your comfort. These for development the ingredients of the what knowledge and skills you will need linked to what you already know to accomplish the task or behavior effectively. Guy...

...m the method of how you use your new skills, knowledge and abilities in a safe environment and then empower empowering you with a stewardship agreement detailing clear expectations and agreed accountability. You can refer to the recipe ask for help find additional ingredients resources that may be useful in your live environment, for your patrons, your sponsors, yours take off and wrapped with a review of what went well and what you will do differently next time. So let's do that now and review. A part of empowering people effectively is learning in and about actions through reflection. Those who reflect on their learning with these two simple questions improve their performance by twenty three percent. At the end of every guide post is this promised review. If you are not yet an Advantage client, you can complete the online form with the appropriate details and receive an email copy of your reflection and your records. Results and accountability for clients is a little easier. You simply log into our private client area. Everything is logged and your coach and possibly your accountability partner and sponsor can offer feedback. Suggestions or guidance to help you put your learning into action to get your results. Usually, we asked two seemingly simple questions, just as I pointed out at the beginning of this guide post. Question one, what is the one thing you will stop doing, start doing, or change how you behave, or act and will have the greatest impact on your leadership performance from your learning here? Question two, what is the single tiniest step you can take immediately that will begin that improvement and by when? Yes, it's tempting for most people to skip. As I mentioned, we're big fans of truly empowering you, and that really means practicing self governance. To my advice, don't skip this part. If there is one thing that makes the single biggest difference between good leaders and great leaders, it's written self reflection. Think about every single great leader whom you personally admire got someone Yeah, either you know them personally and they impacted your life in a very special way. Two you read about them. A vast majority will answer number Oh, how dispose you've got to read about what they did? Is it at all possible, at all possiles that they wrote it down in some sort of journal. My last question to convince you that self reflection and self governance matters. Is it just that great leaders happen to all, every single one of them? Right? Some sort of reflective journal or does written reflective journally make you a great leader? What is the one thing you will stop doing, start doing, or change how you behave or act that...

...will have the greatest impact on your leadership performance from your learning here? Number two? What is the single tiniest step you can take immediately that will begin that improvement? And by when? What if I need help with this? Well, your first step is talk to someone you trust, a medical doctor, a pastor, a true friend, maybe a coach or mentor. Remember everyone has a greater or lesser issue. It is because we all have a brain life the same way, and we all have the same basic needs. If you want to consider coaching, you can learn more about Advantage coaching so that you can have joy at work and your team becomes united in trust and collaboration. Contact us here through the links and a range of complimentary, confidential, no obligation discovery sections. Thank you for being with me. I'm Dr John Kemworthy and as your Advantage coach, my purpose has been to encourage, developed, guide, and empower you in the art and neuroscience of expert leadership so that you build a successful organization create a collaborative, high performing team with engaged, joyful employees. If you would like to learn how advantage coaching can help you, your team and your organization, then join me for a complimentary discovery session by going to advant edge dot co forward slash help me that advantage dot coach forward slash help me. M Hey, now come on, let's go the multics playing. I've got to move on to go out, no more delay. Impack my things carefree and had your it's weight and I'm having now having not seeing the rest of the world. Yeah yeah, so kick it up, stirring up alive, but make you feel press yourself with no grab picture to keep a reel the possibilities right in front of me or one of the things that I could be got to feeling free. Yeah, so turn it up for shot it out because he'll go from my shot and then the world.

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