4SIGHT Session 2 - Being First, Inc....2016/02/04 · 4SIGHT Session 2 Developing Advanced Transformational Change Skills Agenda Day One • Welcome / Check-In • Between Work Status

4SIGHT Session 2 Developing Advanced Transformational Change Skills

Agenda Day One

• Welcome / Check-In • Between Work Status Personal Practices CLR and Project Status

• 4 Sights Reflection • Body Awareness Exercise • Dynamics of Self-Limiting Patterns • Self-Disclosure/Active Listening • Stages of Adult Development

Agenda Day Two

• Check-In • Co-Creative Way of Being • Co-Creative Principles #1 - 4 • I.E.2 ̶ Values and Guiding Principles • Conscious Process Thinking • Conscious Process Design • Launch Strategy: Education

Agenda Day Three

• Check-In • Phase II: Launch Strategy Application • AFTERNOON ̶ Outdoor Adventure • Relational Space • Levels and Quality of Communication

Agenda Day Four

• Check-In • Self-Limiting Patterns • Acceptance/Denial • Optimizing: Personal Change • I.F.2 - Conditions for Success • I.F.5 - Course Correction Strategy • Phase III -Assessment and Design Requirements • Group Dinner in Town

Agenda Day Five

• Check-In • Flow State Anchor • Circle Dialogue • Between Session Assignments • Action Planning • Appreciations

Session 2 Theme: Relationships

• Relationships: How people relate to themselves and one another To yourself: self awareness of ego patterns

and mental, emotional and physical reactions To others: inter-personal communications,

how to manage “relational space,” one’s impact on others To the organization in how to engage the

org’n to maximize commitment and outcomes

Relationship

• What occurs—both internally and externally—between you and something else

• Everything that occurs between you as subject and all else as object

• Present in our personal work and in our CLR work

Introductions

• Welcome to our 4Sight Team!

• Accept each other • Have fun → Keep perspective! • Value each other's input and

perspective • Speak openly • Be accountable for judgment: don't act

it out • Be in community ̶ Be respectful of

each other • Be both our unique selves and in

respectful relationship to each other • Openness → Listening to understand ̶

be curious • Be present ̶ not texting, emailing, etc.

"No bleed-offs“

• Being flexible • Develop meaningful relationships • Trust each other • Take care of ourselves and each other • Level up → stretch to new

possibilities ̶ constantly redefining success

• Be courageous ̶ step into new spaces • Be selfless • Coach each other up • Celebrate and recognize each other • Confidentiality • Respectfully "pull the cord" on ground

rule infractions

Our Team’s Ground Rules

CHECK-IN: BETWEEN WORK ASSIGNMENTS

Between Work Review

• Share accomplishments, challenges and questions

• Help yourself and us to focus on connections to this week’s focus and your current issues

• Personal work • CLR and project work

Between Session Assignment

Personal Practices • Breathing Daily: Take 5 conscious breaths, 3 times a day.

Record in Practice Record. Daily: Ten minutes of circle breathing. Record

in Practice Record. Center when you notice contraction in your

body.


Personal Practices • State Recognition Monitor and record inner state every two

hours for one week. Record. Patterns you discovered?


Personal Practices • Journaling Daily: Reflect on what is showing up for you

• Peer Coaching: Record insights and next actions after coaching conversations


Personal Practices • Self Awareness Record Complete after a “contracted” response—at

least 3 times per week Look for self-limiting patterns that are

barriers to your Breakthrough


Personal Practices • Practice Record Record your personal practices daily so you

can monitor your activities and make conscious choices about increasing your game


CLR • Share Accomplishments and challenges with

applying CLR to your projects – What you tried (tasks, strategies) – What outcomes you produced--both positive and

negative

• Who brought an engagement and/or change communications strategy?

• Who brought a roster of design requirements and/or boundary conditions?

• Practice CLR flow 3 times

Deepening the 4 Sights

What is your current relationship, use and practice regarding each of the 4 Sights?

Body Awareness

Purpose: • Increase awareness, especially how your ego’s

contractions manifest in your body • Increase your relationship to your body • Increase conscious awareness and Presence • Enables you to feel what is in your mindset to

build your skills to adjust it in real time • Improve your ability to transform self-limiting

personal patterns that may be affecting your ability to consult or lead change in real time

Over Lunch

Meet with your Peer Coach over lunch and do

MOLOSA on your coaching process.

SELF-LIMITING PATTERNS

Exploration of Self-Limiting Patterns

Purpose • Increase insight about personal self-limiting

patterns • See Universal Dynamics of self-limiting

patterns • Prepare for self-disclosure/active listening

exercise to follow

Self-Limiting Patterns: Self Awareness Record

• What patterns do you notice in your: Situations Self-Talk/Thoughts/Mindsets Emotions Physical Reactions Behaviors Outcomes Fill in Worksheet: My Self-Limiting Pattern

Record

Dynamics of Self-Limiting Patterns

• Mindset—Not enough • Emotions—”Contracted” • Physical Reaction—Tight, constricted • Behavior—Fight/Flight • Performance—Below potential • Results--Undesired

Success Promoting Patterns

• Mindset - “I am enough” • Emotion - Confident/expanded • Physical Reactions - Relaxed, centered • Behavior - In sync with what’s needed • Performance - Optimal • Results - Successful

Center-to-Center Communication Guidelines

• Speak from your “center” to their “center”

• Ask yourself what is really meaningful\true for you; share it fully

• Use “I” statements - avoid speaking generic language of “you,” “they,” “them,” or “one”

• Surface/share your assumptions, beliefs, feelings, needs, and desires

• Check out with the other any assumptions you think they might hold

Center-to-Center Communication Guidelines

• Remove judgment or overtly name it when it is present

• Use body language & tone of voice to further connection; make eye contact, turn & face them, keep posture open

• Listen so completely that the other cannot help but feel heard

• Stay with conflicts, digging deeper & disclosing what is true for each of you until common ground emerges.

• Stay centered: if internal negative reactions occur, breathe and relax into the tension they cause in your body rather than resist/deny them.

• Be present • Use “I” statements • Speak authentically • Reveal your interior • Be responsible for your inner state

Self Disclosure

• Be present • Withhold judgments • Reflect back “What I hear you saying is…” “So you were…”

• Confirm understanding • Ask deepening questions

Active Listening

STAGES OF ADULT DEVELOPMENT

Leader Development

Horizontal and Vertical Development

Stages of Adult Development: Context

• People and organizations develop vertically and horizontally

• Organizations also reside at a level of development • Personal and organizational transformation entail a shift

UP a level of development • Conscious change leaders establish conversations and

possibilities inherent in the next level up • CLR catalyzes the shift with Values and Guiding Principles,

Vision, Desired Outcomes, Engagement, Communications, Case for Change, and Launch Strategy

• Design the change process to model desired culture: the values of the next stage of organization’s development!

Stages of Adult Development

• They increase their breadth of awareness in external reality See across space (systems thinking) See across time (process thinking)

• They increase their depth of awareness internally Greater understanding of own and others

behaviors, emotions and mindsets

As People / Leaders Develop:

A Comparison of Stages of Development

• Consistent levels, different names • Approximately 80% of leaders are at

“conventional” stages • Leading Transformation requires minimally

early stage “post-conventional” development

Understanding Stages of Development

Opportunist • Power / control; I win • Short time horizon; immediate needs • Blames; I am not wrong – you are • Hostile world • Little awareness of feelings • Black/white thinking


Diplomat • Identity defined by group; desire to belong • Conformist; don’t rock boat; accepts norms

of others • Us against them • Need for certainty; stability; status • Nice; pleasant to get along • Shoulds; rules; one right way • Co-dependent relationships


Expert • Identity = skills; sense of specialness; stand out • Values craft and skill excellence • Righteous; know-it-all, ultra-rational,

opinionated • High moral standards; dutiful • One-upmanship; yes, but…; not team oriented • Problem solver; multiple solutions • Initiator; mover and shaker; being in charge


Achiever • Passion for results; common goals; idealism • Independent, but values team to achieve • First stage with substantial self awareness /

reflection • Scientific method delivers truth; Intellectually

skeptical • Relationships important; can agree to differ;

responsibility to others • Starting to see systems, longer time horizon to

complete team projects


Individualist • See self as unique individual; growing self awareness

of mindsets • Relativism: different people see things differently • Expanding beyond rational thought and conditioning;

distrust “convention” • Beginning to feel at ease with change / uncertainty • Visionary: beginning to see new possibilities beyond

tradition • Empathy; step in another’s shoes; social justice • Interested in other’s frames of reference; starting to

question underlying assumptions


Strategist • Become the most I can be; walk my talk • Self awareness in action; Embraces

“shadow” side of personality • Acceptance of multiple perspectives; while

committed to creating one’s own meaning • Global view; Life purpose beyond own

needs • Continual development of self /others • Flexibility for change


Alchemist • Fully aware of ego as meaning maker;

Witness; Presence • Holds polarities/paradoxes easily, without

stress, to resolve them • Fluid; able to flex with whatever is happening • Committed to service of others; global causes • Aware of limits of language • Sees all life as constant change • Fine-tuned relationship skills

Self Assessment: Pursuing Your Own Self Development

• Rate your needed self-development in each area (H, M, L)

• Note your top three. • Discuss with partner; get ideas/coaching

from them.

Organizations and Levels of Development

• Organizations have mindsets = Culture • Most at Diplomat, Expert, and Achiever • Breakthrough is between Achiever and

Individualist • This breakthrough is a pre-requisite for

continued success!

Stages of Development Exercise

• Individuals: Do Worksheet--Self Assessment: Pursuing

Your Own Vertical Development (10) • Debrief with a partner (15)

END OF DAY ONE

DAY TWO

CO-CREATIVE WAY OF BEING

Way of Being

Definition: The interaction of mindset, emotions, and

behavior How you show up in what you do Has impact on outcomes and people

Impact of Way of Being

Intent Way of Being Actions Impact on People/Outcomes

Co-Creating: Definition

Working in partnership with people and circumstances

to do whatever is necessary to achieve optimal WIN-Win-Win results,

while maintaining and strengthening one’s integrity,

each other’s self-esteem, and the quality of your relationships.

WIN-Win-Win

I WIN YOU WIN

BIG WIN

Principles of the Co-Creative Way of Being

1. WIN-Win-Win 2. Being First 3. Consciously Aware 4. Authentic 5. Doing What is Right 6. Personally Responsible

Principles of the Co-Creative Way of Being

7. Self Generating and Referencing 8. Learning and Development-Oriented 9. Self Organizing 10. Inclusive 11. Flexible Flow 12. Holistic and Integrative

Co-Creative Principles #1 - 4

• Tables: Review PM and get ready to teach us your Principle Describe the Principle How can this Principle be applied to our work

as Conscious Change Leaders?

Co-Creative Principals #1-4

• Tables: Review PM and get ready to teach us

your Principle. What the Principle action is How it shows up in action Relevance to Conscious Change Leadership

and organization transformation

Co-Creative Way of Being

1. WIN-Win-Win Serves the Big Win, what is best for larger

systems Sees one’s self and interests linked with

those of others and larger system; seeks what serves all parties best

Seeks to understand other’s needs and helps fill those needs

Asks directly for support to get own needs met


2. Being First Nurtures one’s being and ability to be,

engages in daily practices to support being Turns to and relies on the “invisible” as a

real force to tap into and be guided by When in chaos and challenge, turns inward

for Presence and insight Trusts, cultivates, utilizes intuition


3. Consciously Aware Sees one’s mindset in action; how worldview

influences interpretation of events and one’s emotional/behavioral reactions to them

Can adjust one’s mindset, emotions, and behaviors in real time

Senses difference between autopilot and conscious awareness

Always becoming more aware and mindful Spends time daily operating with mindfulness


4. Authentic Is one’s self without inflating or deflating

one’s personality Responds with natural and truthful

expression Doesn’t need acceptance by others Possesses integrity and walks own talk

Peer Coaching

A: Self-Disclose your top 3 post-conventional behaviors to develop and their link to the Co-Creative Principles #1-4

B: Actively listen; ask deepening questions

VALUES AND GUIDING PRINCIPLES (I.E.2)

CLR Task I.E.2: Values and Guiding Principles

Purpose • To ensure the transformation models the

desired culture by using an overt set of values and guiding principles as its fundamental design requirements

• To make the link between values and the transformational requirements of attending to mindset, culture, leadership style, behavior, and modeling

• To use values and guiding principles as a vehicle to establish the next stage of vertical development--the design requirement for the transformational process and outcomes

Values and Guiding Principles: Definitions

Values • The inherent qualities that lie at the essence

of a behavior or action Guiding Principles • High-level rules of conduct that guide

behavior and action; values in action

Values and Guiding Principles Group Discussion (15)

• How do values and guiding principles drive the transformation?

• What Bold Actions around values and guiding principles can be used to catalyze culture change?

Small Group Discussion

• Who has values and guiding principles at play on their project now?

• Small Groups around these cases: Discuss the Strategic Questions as they

pertain to the project.

Strategic Questions

1. How are you going to establish and use an overt set of V and GP that reflect your desired culture to drive the design and implementation of your change process?

• Does the organization have existing V and GP that can be used to help drive your change effort?

2. How will you get the leaders to overtly model the values in how they lead? Do they understand the importance of this to success of the transformation?

3. How can you link the V and GP to the aim of transforming mindset, culture and behavior?

4. How can you use your V and GP for purposeful engagement and communications?

Large Group Discussion

• Report out • Individuals: Note IS and Tool and on your

own, identify the top 3 values on your project that model the desired culture, and how you would apply or use them to drive the transformation.

CONSCIOUS PROCESS THINKING AND DESIGN

Why Are Process Dynamics Important?

• They enable you to see things before they occur, to cut to the cause of issues, to better resolve issues.

• Because process naturally unfolds, it always makes clear what is needed; Being enables you to see what is unfolding clearly.

• Repeating problems are often process dynamics unseen or under-attended.

Why Are Process Dynamics Important?

• Helps you see leverage points for change.

Conscious Process Thinking

• Definition: Seeing reality as a multi-dimensional process

(all quadrants, all levels), part/wholes connected across space, continuously unfolding through time, affecting both internal and external dimensions, at all levels of organization. Seeing the flow of the whole across time

Conscious Process Design

• Definition: Consciously applying the 4 sights to design

the steps in a process to optimally produce desired results • Accounting for all four quadrants • All levels of organization; all stages of development • Attending to past, present, future • Context is critical

Conscious Process Design: Case Application

Each table has a stage of development Diplomat, expert, achiever, individual

• Determine first 5 steps you would take from this stage to address challenge of the case.

Conscious Process Design Requirements

Models your desired mindset, values, and culture in action Awakens people to greater awareness and

understanding Unleashes human potential and

performance Honors agreed on boundary conditions Builds people’s capability Delivers desired outcomes

Getting Started Consciously Designing a Process

Outcomes Mindset, values, culture to model Boundary conditions Stakeholders / stages of development Resources Current state reality Political dynamics ???

LAUNCH STRATEGY

Launch Strategy Purpose

• Launch Strategy is usually the first major high engagement action in any transformation. It: Mobilizes and gathers the best thinking of

stakeholders Gets people emotionally bought in and positively

contributing Engages key stakeholders in key change tasks to

produce breakthrough Ensures commitment to and sustainment of the

future state

Launch Strategy Objectives

• Develop common understanding • Build “fertile environment” for transformation Vent: get resistors / skeptics minimally to

neutral Create sense of possibility / hope

• Create initial governance structures • Engage the organization in the vision/action • Start developing key leaders

Launch Strategy: CLR Resources

Phase One (Inputs) • Project Briefing • Project Community Map • Case for Change • Desired Outcomes / Vision • Change Strategy • Kick-Off Communication Plan • Process for Shared Visioning

Launch Strategy: CLR Resources

Phase II • Communicate Case for Change / Change

Strategy • Roll Out Process: Shared Vision and

Commitment • Demonstrate Old Way is Gone • Build Change Knowledge and Skills • Promote Required Mindset and Behavior

Change

Launch Strategy: Off-Site

1. Clarify Inputs 2. Change Process Plan 3. Launch Strategy: Education 4. Launch Strategy: Process Plan 5. Action Planning

LAUNCH STRATEGY EDUCATION

Human Motivation: RAS

RETICULARACTIVATING

SYSTEM

CONSCIOUSMIND

SUB-CONSCIOUS

MIND

ValueThreat

UnimportantInconsequential

SIGHT SOUND TASTE SMELL TOUCH

• Security • Inclusion/Connection • Power • Control/Order • Competence • Justice/Fairness

Six Core Human Needs

Levels of Commitment

Agreement

Compliance

Buy-In

Engaged Action

Commitment

Resistance

By Fear By C

hoic

e

Bold Actions

• The strategies to get stakeholder’s attention that this launch and project are for real…and different.

Who to Engage?

Key Stakeholders • Leaders • Workforce • Customers • Suppliers

Engage in What?

Change Tasks with: • High impact on stakeholders/customers • High contribution stakeholders can make • High resistance to change • High cost of not engaging • Time and resources are available

How to Engage: Types of Engagement

Follow Instructions

Without Question

Offer Reactions

Identify Impacts

Self-generate

Input

Provide Advice;

Advocacy

Have Vote in Decision-Making

Own Decision Process

Own Result and/or

Implementation Process

Rote Action Thinking Deciding Creating

Increasing Influence and Commitment

Five Levels of Communication

1. Information-Sharing 2. Building Understanding 3. Identifying Implications 4. Gaining Commitment 5. Altering Behavior

Vehicles of Stakeholder Engagement

• Target Groups: Individuals, Small Groups, Large Groups

• Approaches: Face-to-face or Technological

The Levels of Design Model

VISION

STRATEGIC

MANAGERIAL

OPERATIONAL

LAUNCH STRATEGY APPLICATION

END OF DAY TWO

DAY THREE

Morning Check-In

• Discussion: What are my most important insights from

yesterday’s work on Conscious Process Design and Launch? How might this make a difference in my

ability to consult to change?

LAUNCH STRATEGY APPLICATION

OUTDOOR ACTIVITY

RELATIONAL SPACE

Characteristics of Work Effective Relationships

• Caring • Openness • Authenticity • Quality of Equality

Relational Space

Levels of Conversation

Qualities of Conversation

EXTERNAL (Results, Actions, Behaviors)

INTERNAL (Behaviors, Feelings, Beliefs)

Safe Risky Protected Vulnerable

About Them About Me Past Present

A “Story” Real and Authentic Unconscious Conscious

END OF DAY THREE

DAY FOUR

Agenda Day Four

• Check-In • Acceptance and Denial/Self-Limiting Patterns • Optimizing: Personal Change • I.F.2 - Conditions for Success • I.F.5 - Course Correction Strategy • CLR Phase III -Assessment and Design

Requirements • EVENING: Group Dinner in Town

Morning Check-In

Debrief of Drumming • What did yesterday’s work on

communications and the drumming experience reveal about your strengths and weaknesses as a speaker and listener?

• How might these impact your ability to lead or consult to change?

PERSONAL PRACTICE: BODY AWARENESS AND

ACCEPTANCE

Body Awareness and Acceptance

Complete the Worksheet. Discuss with your partner.

Acceptance

• Allowing yourself to receive, through feeling, the sensations in your body (emotions) without trying to change them

• Change then can naturally occur. The emotion then can move through you!

Acceptance/Denial

Discussion: Ego and Denial

• Why does the Ego deny? • Why does the ego not want to feel

“contraction?”

Acceptance

• Acceptance engages your Being: You bring Conscious Awareness and Presence

to what is, and simply be with it—without attempting to change it.

OPTIMIZING: THE PERSONAL CHANGE PROCESS

Personal Change Process

Action

Acceptance

Awareness

Optimizing (your inner state)

1. Become consciously aware 2. Accept (feel sensations in body) 3. Release (passive / active) 4. Create (trigger a positive state) 5. Embody (“inspire” the positive feeling into

your body; smile inwardly) 6. Integrate and Program 7. Act (engage, observe, optimize)

Self Mastery Model

Environment: The World We Live In

Internal State Thoughts

Sensations Emotions

Energy

Behavior Actions/ Performance

Results

Facts

Interpretation Perception

Environment: The World We Live In

Conscious Awareness and Choice

CREATE CONDITIONS FOR SUCCESS (I.F.2)

Conditions for Success: Context

• Our Objective: To understand the leverage of using conditions for success to engage leaders in consciously establishing the factors they need to actually achieve their outcomes

• Task Purpose: To ensure that the leaders of the change effort have identified, committed to, and realized conditions for success for their initiative

What Are Conditions for Success?

• Factors and conditions that leaders recognize are essential to achieve desired outcomes

• Must be established and sustained throughout the change effort

• Can be identified by: “What has to be in place for this change effort to meet or surpass expectations?”

• May address content, people, or process, and include both external and internal conditions

Process

• Individuals: Read the IS and pick out 5 – 7 options for your project.

• Small Group Project Application: How to: Obtain real leadership commitment? Identify and establish Conditions of Success

with clients? Use, monitor and sustain your Conditions of

Success over time? • Report Outs/Discussion

Strategic Questions

1. How do you ensure that the leaders of the change—and the leaders of the organization who can influence obtaining the conditions—fully support sustaining conditions until the outcomes of the change effort have been realized?

2. How can you build in tangible accountability for fulfilling conditions for success?

3. What would you do when the leaders forego one or more key conditions for success?

4. How can you use conditions for success to evaluate a change effort, and evaluate the leadership of it?

COURSE CORRECTION STRATEGY (I.F.5)

Task I.F.5: Design and Initiate Course Correction Strategy

Purpose To ensure that the change effort is on the smartest and best track for design and execution from start to finish

Learning and Course Correction Model

CURRENT REALITY

Vision

Course Correction

Learning

Wake-Up Calls: Feedback telling you to learn and course correct

3 Discussions

• Question 1: What elements must be consciously designed and put in place to establish a fully functioning CC system that sustains over time?

• Question 2: How to support leaders to get the organization’s attention that learning and CC is an essential expectation /requirement for change when/if history looked down on making mistakes?

• Question 3: How to ensure that the CC system is used in ways that enable stakeholders and leaders stay on the best change path/outcome) over time?

Task I.F.5: Design and Initiate Course Correction Strategy

Strategic Questions 1. How to get leaders to publicly model course

correction when they are accustomed to being right all of the time?

2. How to engage all stakeholders to be willing to surface indicators for possible course correction of either the change process or the change outcome?

Task I.F.5: Design and Initiate Your Course Correction Strategy

Strategic Questions 3. How to keep the organization aligned and

up to speed with the change when course corrections are frequent and necessary? How to reinforce their faith in leadership? In the new direction?

PH III: ASSESSMENT AND DESIGN REQUIREMENTS

Phase III: Assess the Situation to Determine Design Requirements

Purpose • To understand how to gather the data

necessary to design your project’s desired future state, and to ensure the leaders have clarified their requirements and parameters

• To help drive the process to focus attention on the optimal future state, including using assessments to determine design requirements

Three Phase III Assessments

• Organizational Assessment • Benchmarking Best Practices from other

organizations • Customer Requirements (or end-users)

Design Requirements Definition

• Essential criteria and parameters that the future state design must satisfy or accommodate to succeed

• Types: Boundary Conditions Vision or Strategy Requirements Organization/Technology People/Culture

Boundary Conditions Definition

• Parameters of what Is “In Game” or “Out of Bounds” • “Givens” or non-negotiables shaped by current

realities, business imperatives or politics, risks, etc. • Sample Types: Decisions Made Magnitude of Resources Role Authority Timing of Change Design of any Key Change Tasks Outcomes/Metrics


Project Application – Use Info Sheets! • Divide into teams on live projects that: Have existing roster of design requirements

• Scan different types of DRs and BCs: Are they complete? Most important?

Are planning on generating design requirements • How will you engage the change leaders in determining

their BC’s and DR’s? • Which other stakeholders might you ask for DR’s? How? • How can you use the 3 assessments? • How to make decisions about DR’s?


Strategic Questions 1. What are the various methods and groups

you can use to identify the full range of design requirements?

2. How will you introduce and ensure the use of design requirements and boundary conditions to the people performing the design phase?


Strategic Questions 3. How will you use design requirements and

boundary conditions to evaluate various design scenarios?

4. How will you use design requirements and boundary conditions to evaluate the effectiveness of your future state design once implemented?

END OF DAY FOUR

DAY FIVE

SELF MASTERY TECHNIQUES

Body-Mind Release Techniques

• Emote: cry / laugh • Vocalize: yell / scream • Breath deeply • Fire muscles: shake, exercise

Flow State

• What is it? • Tell at partner your personal stories about

experiencing the flow state.

Flow State Experiences

• Fill in worksheet in as much detail as possible

Flow State Anchors

• Word / sound (e.g., “Yes!”) • Physical sensation (e.g., smile, clinched fist) • Image • Smell • Taste

GO FORWARD PLANNING

Between Sessions 2 and 3 Assignment

CLR Preparation • Review CLR methodology for Phases IV-VII • Bring Impact Analysis plans for Phases V and

VI (if working in these phases). If not, sketch out a brief plan for how you think this should go. Include who you will engage and how you will do this work.

Between Session 2 and 3 Assignment

Personal Practices • Read Eckhardt Tolle’s A New Earth, or

download audio. Come with three key insights

• Watch Dean’s video with Bill Torbert • Practice self-disclosure: 2 situations per week

on worksheet • Practice active listening: 2 situations per

week on worksheet

Between Session 2 and 3 Assignment

Personal Practices • Practice body awareness/acceptance

technique at least 15 mins, 3 days/wk. Charge flow state anchors Program positive behaviors

• Keep your Practice Record • Keep a Personal Practice Record • Pause at least 3 time a day to take 5

conscious breaths • Continue peer-to-peer coaching/journaling

Personal Planning Time

• Clarify how and when you’ll do assignments • Schedule time for this What is put in your calendar has a high

probability of getting done • Share this with your Coaching Partner

Coaching Partner Meetings

• Schedule your coaching calls

MOLOSA

• What would you like to see more of? • What would you like to see less of? • What would you like to see the same as?

Insights and Appreciations

Go Round • What touched you most this week and what

are you primarily taking away? • Who especially touched you and what

appreciation would you like to give them?

TRAVEL SAFE AND BE WELL!

PERSONAL PRACTICE: CENTER-TO-CENTER

COMMUNICATION

Center-to-Center Communications

Objectives: • To have more impactful change

communications • To reach mutual understanding and deepen

your relationship by speaking your truth and really hearing each other

• A “Being-based” approach to communication

Center-to-Center Communications Exercise

• Diad Exercise: A and B talk using Self-Disclosure and Active Listening: What is my current edge as a change

leader/consultant? What is personally challenging me? What were my learnings from drumming, this

morning’s conversation? • Each fill in Relationship Assessment

Worksheet for the other. Share feedback.

Relationship Assessment

High

Low High Acceptance of Other

Self-

Disc

losu

re

Center-to-Center Debrief

• What was your overall experience in staying present? Being drawn in?

• Self-Disclosure: Was it easy or difficult for you? What impact did the other’s self-disclosure have

on you? • Active Listening: Easy or difficult for you? What impact did the other’s active listening have

on you?

Discussion: Who Are You?

• What is the EGO? • What is BEING?

Who Are You?

Ego Being • False Self; personal self • True or Higher Self; Presence;

Conscious Awareness; Universal Self • Form: Identification and attachment • Formless: the Awareness behind

your thinking/feeling • Judge of what is: right/wrong;

superior/inferior • Neutral Observer; Witness of what is

• Manufactured pain/pleasure based on circumstances

• Natural state of peace and joy regardless of circumstances

• Conditional: I am to the extent that I identify with some thing

• Unconditional; I am

Intention and Attention

PERSONAL PRACTICE: VISUALIZATION AND

AFFIRMATION

Breakthrough Pattern Record

• Use the Worksheet to create your desired way of being in a certain type of situation

• Be specific • For each behavior, ensure that you have the

most specific physical and emotional reactions possible

• Diad conversation: Share and get feedback

PERSONAL PRACTICE: PERSONAL BARRIERS

Worksheet

• Review your worksheets to identify any patterns you see in each column.

• Review the list of Self-Limiting Behaviors • Fill out Worksheet: My Self-Limiting Pattern

Record • Review your patterns with your partner for

further input to your patterns.

Personal Barrier Record Worksheet

Visualization / Affirmation Exercise

• Circle breathing to center yourself • Body awareness / relaxation • Visualize and affirm yourself in that situation • See yourself as you choose to be

Debrief Visualization Exercise

• Did your mind stay focused? • What occurred in your body during the body

awareness exercise? • Did you feel the desired emotions? • What did it feel like to be doing your desired

behavior?

Personal Breakthrough Application

Release Breathing

PERSONAL PRACTICE: SELF-DISCLOSURE AND

ACTIVE LISTENING

PERSONAL PRACTICE: CENTERED COMMUNICATION

Centered Communication

• Value: To deepen the positive impact of your speaking on others

Levels of Conversation

Qualities of Conversation

EXTERNAL (Results, Actions, Behaviors)

INTERNAL (Behaviors, Feelings, Beliefs)

Safe Risky Protected Vulnerable

About Them About Me Past Present

A “Story” Real and Authentic Unconscious Conscious

Check-In on Personal Goals

• Recall your initial personal goals. • How are you doing against them? • What might you need to do more of to

further your progress on your goals? • How do your goals relate to your

Breakthrough?

4SIGHT Session 2 - Being First, Inc....2016/02/04 · 4SIGHT Session 2 Developing Advanced Transformational Change Skills Agenda Day One • Welcome / Check-In • Between Work Status

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