Podcast appearances and mentions of lisa lahey

(NOTAS Y ENLACES DEL CAPÍTULO AQUÍ: https://www.jaimerodriguezdesantiago.com/kaizen/226-inmunidad-al-cambio-y-ii-habitos-y-acuerdos-con-nosotros-mismos/)Hay grandes frases en la historia de la filosofía, pero seguramente pocas tan certeras como la del sabio que dijo lo siguiente:«Si ya saben como me pongo pa' que me invitan». Bromas aparte, uno de mis principales aprendizajes en la vida es que no hay mejor predictor de nuestro comportamiento futuro que nuestro comportamiento pasado.Y eso es, claro, porque nos cuesta cambiar. Incluso cuando realmente queremos hacerlo. No es que cambiar nos sea imposible, pero lo logramos muchas menos veces de las que nos proponemos. En ocasiones es porque nuestros hábitos nos dominan. Sin embargo, otras muchas veces es por algo más profundo y difícil de identificar: porque tenemos acuerdos con nosotros mismos de los que no somos del todo conscientes.Pero precisamente para eso estamos hoy aquí. Para hablar primero de nuestros hábitos y después de cómo hacernos conscientes de esos acuerdos que nos impiden cambiar y de cómo tratar de renegociarlos. Olé. ✉️ Suscríbete a la newsletter de kaizen aquí: https://www.jaimerodriguezdesantiago.com/newsletter❤️ ¿Te gusta kaizen? Apoya el podcast uniéndote a la Comunidad y accede a contenidos y ventajas exclusivas: https://www.jaimerodriguezdesantiago.com/comunidad-kaizen/

Send us a textWhy is change so hard, even when we know it could improve our lives? In this episode of The Practice Gap, I sit down with leadership and executive coach Inge-Beate Botheim to explore a fascinating framework called "immunity to change." Developed by Harvard psychologists Robert Kegan and Lisa Lahey, this method helps uncover the hidden commitments and fears that keep us stuck, even when we're motivated to make a change.We discuss why willpower alone isn't enough to create lasting transformation and how anxiety often holds us back more than the change itself. Inge-Beate shares a personal story about using the "immunity map" in her own life to overcome hidden fears and find a healthier work-life balance.If you've ever struggled with perfectionism, procrastination, or fear of failure, this episode will resonate deeply. Together, we walk through practical steps to identify the internal roadblocks that stop us from achieving what we truly want—whether it's personal growth, professional goals, or simply finishing long-overdue projects. By the end of the episode, you'll learn how to use the "immunity map" to shift your mindset and start moving forward.Tune in to learn how to stop spinning your wheels and start making real progress—whether it's in your personal life or your practice.Resources:Download the "Immunity to Change" map from the episode notes.Check out additional reading on Robert Kegan and Lisa Lahey's work.Reach out to Inge-Beate or me if you'd like to dive deeper into this process.If you want more information about the onboarding program for new practitioners you can sign up here.Thank you for listening! If you like what you hear, please share it with someone that you think might find value in this episode. If you enjoy this podcast, please take a moment to rate us on Apple Podcasts or where you listen to us. Your feedback helps us improve and reach more listeners. Thank you! Kind regards, Elisabeth Aas-Jakobsen, DC, MScfollow on instagramor visit homepage

Thank you for tuning in this season on the Learning Through Experience podcast! In this season 3 reflection episode, I take a step back to reflect on the key themes, conversations, and experiences that shaped the show. This season featured several insightful and impactful conversations. I highlight discussions with guests like Lisa Lahey on overcoming change, Mark Brackett on emotional intelligence and attunement, Liliana Milkova and Jenny Frederick on the definition of education, Avi Kluger on feedback, Kim Weston on personal transformation through art, and Amy Bloom on writing to be read. As the podcast looks ahead to the new season, I am grateful to the students, team members, and listeners who have supported the podcast. I am so glad you're here! Learning Through Experience is produced through the Yale School of Management. For more insights about each episode, subscribe to the LinkedIn newsletter. Watch this episode on YouTube.

In this episode, the Jim and Trisha host guests Chris and Kurt from Brimstone coaching to engage in a deep conversation about leadership, self-awareness, and the mental models that shape our approach to work and relationships. They explore the importance of slowing down, reflecting, and questioning existing assumptions about what it means to be an effective leader. This episode wraps up with a powerful reminder: “You don't have to be as tired as you are.” Chris Godfredson and Kurt Bash have both come out of leadership and supervisory roles in a variety of business kind of contexts and then transitioned into church ministry where they have each led in a variety of contexts. They are the co-founders of Brimstone Coaching Group. Kurt Bush began his working career in the manufacturing world. He spent time working for a large manufacturing company in various roles over 10 years, with the majority of that time being spent in Human Resources and Production Supervision. He was then called out of that into seminary, and subsequently, full-time vocational ministry. Over the last 6 years, he has served and led churches in and through both minor and major changes, along with helping leaders establish a clear sense of “who we are together.” It's his work in his own life that fuels the passion that he feels in helping others do their own work. Chris Godfredsen made the transition a number of years ago from printing the news to telling the Good News. He has a growing understanding of Family Systems theory and Internal Family Systems, and he uses tools and resources that help people stop doing things that have hampered their growth for so long so they can live whole lives. These tools have also been helpful in conflict resolution work with co-workers and leadership teams. Conversation Overview Seeing to Change Mental Models of Leadership The Courage to Let Go Redefining Strong Leadership Testing Assumptions Invitation to Reflect Resources Brimstone Coaching Group An Everyone Culture: Becoming a Deliberately Developmental Organization by Robert Kegan and Lisa Lahey (the idea of doing two jobs is in the introduction and first chapter) Wholeheartedness: Busyness, Exhaustion and Healing the Divided Self by Chuck DeGroat Western Theological Seminary Brimstone Coaching podcast

How can we overcome change and learn to create a better experience at work—for ourselves and our teams? To launch us into Season Three of Learning Through Experience, my first guest explores with me the pedagogy of hope and transformation, focusing on interpersonal and group dynamics. As Dr. Lisa Lahey aptly put it during our conversation, “When we invest in our relationships and our own development, we pave the way for a more hopeful and transformative future.” A renowned author on adult education and development, Lisa specializes in identifying personal and organizational impediments to change, and helping them unpack and understand these insights to ultimately break free of unproductive habits in order to achieve their goals. Watch this episode on YouTube. Key Topics 05:34 Formative experiences – Lisa shares two personal experiences that shaped her commitment to (and emphasized the importance of) listening and understanding group dynamics 08:06 Adult development theory – Introduction to adult development theory and its impact on personal growth 09:11 Navigating personal relationships – The challenges of balancing personal relationships and self-identity 12:13 The role of development – Emphasis on the necessity of personal development to navigate workplace challenges 16:09 Distinguishing learning and development – The difference between learning and deeper personal development 19:09 The role of others in development – How interpersonal relationships can support or hinder personal growth 30:50 Immunity to Change approach – How the immunity to change approach can help individuals and groups overcome barriers to personal and professional growth; applying the framework in the workplace 35:00 Future of work – How the evolving nature of work requires a shift in mindset toward collaboration and shared leadership Additional Resources from Lisa Vox—I've spent my career studying bad habits. Here's what I've learned about breaking them. Brené Brown podcast episodes—Immunity to Change, part 1 and part 2 Putting the “Development” in Professional Development: Understanding and Overturning Educational Leaders' Immunities to Change—a substantive piece linking adult development with ITC

Unlocking Your Potential: Understanding and Overcoming Self-Sabotage Welcome back to another solo episode! Last week, I discussed four unhealthy goal habits many of us encounter. Today, I want to dive deeper into the underlying behaviors and feelings driving these habits, and more importantly, how we can address them. My journey into understanding these behaviors started while I was training people to invest in real estate. I noticed most people couldn't achieve long-term success. That's when I realized that people were getting in their own way. It became clear that something deeper was at play. Then, I stumbled upon an article about why we struggle to change. It highlighted how we often engage in behaviors that work against our goals and explained that self-sabotaging behavior was driven by underlying fears and feelings. This led me to the methodology I now use at The Conscious Edge and in my program, The Exponential Entrepreneur. The highly-researched and psychology-based process is called Immunity to ChangeTM, developed by 2 Havard professors, Robert Keegan and Lisa Lahey. Their research shows that our psychological immune system, designed to protect us, can actually hinder our progress by holding onto limiting beliefs formed from past experiences. For example, you might avoid making offers in your business because you fear being seen as a sleazy salesperson. These fears are rooted in what Keegan and Lahey call “big assumptions.” These are deep-seated beliefs about the world and our place in it, often formed in childhood and carried into adulthood. The Immunity to ChangeTM methodology helps us uncover these big assumptions and question their validity. We can then start to rewire our brains, challenging these beliefs and adopting new ones that align with our goals. This isn't about using sheer willpower or forcing ourselves to “do it scared.” This approach allows us to pursue our goals from a place of curiosity and growth, rather than constant stress and fear. One of my favorite parts of this process is the testing phase, where we explore the validity of our big assumptions through small, safe behavior changes. This not only helps us achieve our goals but also transforms our overall approach to challenges, making us more resilient and adaptive. If you're interested in exploring your own assumptions that may be stopping your progress, the first step is the free Immunity to ChangeTM mapping workshop. This will help you map out your goals, identify counterproductive behaviors, and uncover the fears driving them. It's a process that can change how you approach your goals and your life. If you'd like my help and support as you do this work, consider applying for The Exponential Entrepreneur program. We're a supportive community dedicated to helping each other rewire our brains and achieve our goals in a holistic, sustainable way. Immunity to Change Mapping Resource (Free)  Sending you love and be well!   Connect with Us: If you have ideas for topics you'd like us to cover, please email them to hello@consciousedge.com. Follow Alecia on Instagram for Bits of Joyful Inspiration Connect with Alecia on LinkedIn Connect with Jonathan on LinkedIn Check out Jonathan Wellness Advocacy  Disclaimer You can learn more about The Exponential Entrepreneur: my personal development group coaching program for established women entrepreneurs who deeply desire to confidently lead their businesses to increased impact and financial growth without burnout.       

Käesolev episood on üle tüki aja jälle minu sooloepisood ning jätk minu mõtiskluste seeriast coachingu teemadel. Teemaks on sel korral vastupanu muutustele. Tänases episoodis sukeldun sügavale käitumisharjumuste muutuste keerukusse. Toetudes Harvardi ülikooli professorite Robert Kegan'i ja Lisa Lahey'i poolt loodud “Immunity to Change” raamistikule, püüan selgitada, miks inimesed sageli oma käitumisharjumusi muuta ei suuda, seda isegi hoolimata siirast soovist ja päris tahtest. Episoodis käsitlen, kuidas meie alateadlikud uskumused ja senine identiteet võivad osutuda isikliku ja professionaalse arengu takistusteks ning kuidas nendest uskumustest teadlikuks saada ja nad muutusi toetavaks jõuks pöörata. “Paradoksaalsel moel oleme inimestema ülikehvad soovitud muutuste elluviimisel. Kui tõesti soovime kestlikke muutusi oma ellu kutsuda, siis peame kõigepealt mõistma ja teadvustama alateadlikke uskumusi, mis meid vanades mustrites kinni hoiavad. Nii näiteks võivad nö vana kooli juhid isegi ratsionaalsel tasandil aru saada, et kogu tiimile oleks elutervem ja kasulikum, kui nad rakendaksid kaasavamat, hoolivamat ja arengule suunatud coachivat stiili, kuid neid takistab alateadlik uskumus, et nn tugevad juhid nii ei tee – see on pigem nõrga juhi tunnus. Sageli ei luba sedalaadi alateadlikud uskumused neil päriselt väljuda oma senisest jõulisest käitumismustrist. Sellised uskumused mõjutavad nende arusaama heast juhtimisest kuskil sügaval identiteedi tasandil, hoides neid tagasi kaasavama juhtimisstiili poole liikumast. Nad isegi ei suuda endale lõpuni teadvustada, et see ongi põhjus, miks nad vanades mustrites jätkuvalt kinni on. Eduka muutuse võti aga peitub just sedalaadi uskumuste pinnale kergitamises ja teadvustamises ning selle kaudu uute, teadlike valikute tegemises, mis suunavad meid soovitud tulevikunägemuse poole.” – Veiko Valkiainen Kuulake ikka ...

Embracing diversity, equity, and inclusion (DEI) isn't about isolated targets; it needs to be intertwined into every action we take as an organization. The broccoli gets bakes into the casserole to make the whole better and healthier. Maria Morukian works with with people who, whether it's their formal or informal role, lead the systemic change for diversity, equity and inclusion. She also works with organisations to really embed the concepts of equity, justice and inclusion into the organizational fabric. She shares the personal background that shaped her worldview and brought her to this work. Drawing from her multicultural background and experience in systemic change work, Maria gives her perspective on how to embed DEI into the fabric of an organization. and – sorry if you haven't had dinner yet – we bring in some good cooking metaphors to elucidate the process. She brings up the interesting concept of 'Immunity to Change,' (developed by Lisa Lahey and Robert Kegan) highlighting that DEI isn't merely a technical problem solvable by one-off decisions. DEI isn't about quick fixes but complex, adaptive challenges: hard to identify, which makes them easy to deny. It's more like untangling a knot, requiring us to uncover conflicting commitments in organizational structures and cultures. Pulling back the curtain and asking: what is it that is causing these actions or inactions that are impeding progress toward what we say we want? Elements of organizational structure and culture are reinforced and perpetuated not only because they're easier and better known, but also because they tend to serve a certain segment of the population. Uncovering hidden competing commitments in how organizations are set up and run means recognizing our subconscious actions and beliefs that may inadvertently create an immunity to much-needed change. A workaround that Maria proposes is micro-change: nudges to challenge existing assumptions and initiate change, inch by inch, bite by bite, adding up to big impact. We also delve with Maria into treating DEI as a fundamental part of making big decisions. This means, rather than to treat DEI actions like separate goals, or an ‘add on' if we happen to have any space (or budget) left, to integrate DEI values into the core of business strategy. Which is where they belong, and have their true impact and benefit. How are you embedding DEI principles into your organization? What would it mean to uncover potentially competing commitments – and integrate them instead? More about Maria Morukian: LinkedIn https://www.linkedin.com/in/maria-morukian/ Website MSM Consulting https://msmglobalconsulting.com/about-maria-morukian/ Podcast: Culture Stew https://open.spotify.com/show/3typAAapfJZ14VL6N811Ob And more about Immunity to Change https://mindsatwork.com/who-we-are/ More about us: Lisa Dempsey – https://www.linkedin.com/in/lisakdempsey - https://www.leadershiplabs.eu Marjolijn Vlug – https://www.linkedin.com/in/marjolijnvlug - https://www.marjolijnvlug.nl/ Reach us both at PeopleImpactPodcast@gmail.com

In episode 11 we are introducing our new every other week format. Leadership from the Balcony was started to raise awareness of leadership concepts in an effort to help leaders continue to grow and develop on their leadership journey. Every other week we'll be highlighting a resource that has impacted us, and we feel will be beneficial to you. These episodes will be shorter and aren't seeking to inform you of all the details and findings in the resource but to raise your awareness and pique your interest in what's out there. This week we are reviewing Immunity to Change by Robert Kegan and Lisa Lahey, one of the most impacting books we have read on our leadership journey. Resources in this episode Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) – Robert Kegan and Lisa Laskow Lahey The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World – Ronald Heifetz, Alexander Grashow, and Marty Linsky (As an Amazon Associate, we earn commissions from qualifying purchases made through the Amazon links above.) To stay informed and sign up for our newsletter click HERE Contact us HERE to: Send us your comments Tell us how your Leadership Challenge experience went Or to let us know about specific topics you would like us to discuss on future podcasts

In episode 10 we are taking a deep dive into personal transformation as we explore the groundbreaking Immunity to Change process by Robert Kegan and Lisa Lahey. This is a powerful yet accessible tool for any leader to utilize in their journey towards unlocking their potential and embracing change with open arms. Resources in this episode Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) – Robert Kegan and Lisa Laskow Lahey An Everyone Culture: Becoming a Deliberately Developmental Organization – Robert Kegan and Lisa Laskow Lahey Good to Great: Why Some Companies Make the Leap and Others Don't – Jim Collins Multipliers: How the Best Leaders Make Everyone Smarter – Liz Wiseman (As an Amazon Associate, we earn commissions from qualifying purchases made through the Amazon links above.) To stay informed and sign up for our newsletter click HERE Contact us HERE to: Send us your comments Tell us how your Leadership Challenge experience went Or to let us know about specific topics you would like us to discuss on future podcasts

Why is making long-lasting, meaningful change so difficult even if you have both the desire and motivation to do so?  Did you know that you have a natural immunity to change? In this episode, I talk with Dr. Lisa Lahey to find out more about why making desired changes is so difficult. Dr. Lahey explains what she calls “Immunity to Change™” and we talk about how we can bypass this built-in immunity and become more successful in making the lasting changes we desire.Dr. Lahey is the co-founder of Minds at Work and co-author of the book Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good). Dr. Lahey is a renowned scholar in the field of human development and faculty member at the Harvard Graduate School of Education.In this episode:Who is the authentic “you” and how to stay true to that part of yourselfThe concept of Immunity to Change™The power of being vulnerableSelf-protective goals that are not necessarily serving usHow to uncover and challenge your own faulty assumptionsReal-life examples of immunity to changeAnd more!Power Presence Academy: Practical Wisdom for Leaders is the go-to podcast for anyone who leads. Your host is Janet Ioli, leadership and human development expert, sought-after coach and advisor to global executives, and former executive with experience in four Fortune 100 companies. She helps leaders ground themselves with confidence, connection, and purpose and learn to lead with Less Ego, More Soul.Resource Links:Lisa Lahey and Robert Kegan's book Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good)Find all about Lisa's other books hereTo learn more about the Immunity to Change™ methodology visit Minds at WorkIf you want to become more grounded, confident, and aligned with your deeper values in just 21 days. Check out my book Less Ego, More Soul: A Modern Reinvention Guide for Women.If you enjoyed this episode, please leave a review on Apple Podcasts.  Select “Listen in Apple Podcasts,” then choose the “Ratings & Reviews” tab to share what you think.  Connect with today's guest on LinkedIn: Lisa LaheyConnect with Janet Ioli:Website: janetioli.comLinkedin: Janet IoliInstagram: @janetioliJanet is the founder of Power Presence Academy. She helps leaders ground themselves with confidence, connection, and purpose and lead with Less Ego, More Soul.

In today's episode, we talk to Andy Fleming. Andy is the CEO and Co-Founder of the Developmental Edge. He and his team of experts, including Harvard Faculty Dr. Bob Keegan and Dr. Lisa Lahey, as well as Andy's wife, Claire Lee, work with companies all over the world as they seek to accelerate personal and professional growth within the corporate setting. He and his team have also worked with Brookstone faculty and students extensively over the past four years through our Blanchard Leadership Institute. We are proud to be the first and only school in the world to introduce the very same principals of developmental intelligence that they use with corporations across the globe to our students. For information about the work Andy Fleming is doing through The Developmental Edge, you can visit their website at www.developmentaledge.com. If you would like more information on the Blanchard Leadership Institute, reach out to Meghan Blackmon, the Director of Servant Leadership and the Blanchard Leadership Institute to learn more. Her email is mblackmon@brookstoneschool.org. And f you are interested in finding out more about how your child can become a part of the Brookstone family, please reach out to Anne Parker, our Director of Enrollment for more information. Her email is aparker@brookstoneschool.org.

A 17-year-old from St. John's is a bona fide Tik Tok sensation! Ty O'Dea's comedy videos have been watched more than 97 million times. He uses his quick wit, puns, and one-liners to entertain his million and a half followers. Ty and his mother, Lisa Lahey spoke with us about Ty's social media celebrity.

Why is it so hard for us to break patterns that are keeping us from our goals? In this episode, Susan and Laura discuss and discover the ways in which we as humans and artists can navigate lasting positive change. They dive into the powerful process and book “Immunity to Change,” by Robert Kegan and Lisa Laskow Lahey, which unravels the concept of change and specifically how to close the gap between aspiration/good intention and actual behavior shifts. Susan and Laura discover that when experimenting with our own paths to change, remaining open and curious, not jumping to problem solving, and trusting the process can help. And so can a game of canasta every now and then.

Does it feel like you're spinning your wheels trying to achieve your vision, find clarity, and maximize your impact? Andrea Butcher, CEO of HRD and podcast host of Being [at Work], says the solution is to go big picture. In this episode, she shares her four-step visioning process and discusses the importance of knowing exactly what you're working toward. Listen in to hear how to go from reacting to challenges and responding to them instead within the context of your goals. Additional Resources: Get your copy of The Power in the Pivot Check out Andrea's Podcast, Being [at Work] Learn more about HRD on Linkedin, Facebook, or Instagram Take a listen to Brené Brown's podcast episode with Lisa Lahey

This episode will make more sense if you listen to this podcast episode first: Brene Brown and Lisa Lahey. We talk with Jk McLeod about Deion Sanders, how to keep workout expectations in check after living in a Crossfit world, and review the podcast episode with Brene Brown and Lisa Lahey about the book “Immunity […] The post 157: Immunity to Change appeared first on This is Joy & Claire.

Letting go and outsourcing is a self-improvement goal my guest on this co-share podcast Tiffanee Cook has been contemplating for some time with limited success. In this episode I use the Immunity to Change framework created by Lisa Lahey and Robert Kegan to help her to become aware of the hold her cognitive immune system has over her, and how to start overcoming this. Identity, agency, mattering, belonging, trust and a whole lot of other human needs pop up when least expected as Tiff is encouraged and provoked at times to dig deep into her fears about letting go

Welcome to Dear Momma – This is the podcast for moms seeking community, connection and compassion while on their health journey. Join for laughs, hacks and health information. “Cherish your family, for they are your treasure, a storehouse of riches and wealth beyond measure.” KEY TALKING POINTS: The passion of Airway professionals to continue their path of learning. The benefits of infant floating and water therapy. What is the experience at Oh Baby Spa? The ideal steps for before and after an infant frenectomy. Mom to Mom wisdom and Take 3 for Me. ___________________________________________ ABOUT OUR GUEST: Lisa Lahey, FNP-C, IBCLC, CIMI, CSOM, Lisa is a holistic family nurse practitioner with more than 25 years of experience and baby expertise. Lisa worked in the hospital for 17 years in labor and delivery, postpartum, NICU, and perinatal services before starting her own private practice. Lisa is trained in feeding therapy, infant massage, craniosacral therapy, myofascial release, and myofunctional therapy working with babies to adults. She has an established private practice Advanced Breastfeeding Care and Wellness that provides breastfeeding medicine and pediatric well visits and recently has expanded her office space with an added studio that offers infant massage/float spa and yoga. Lisa is a contributing author of the book Tongue Tied and lectures on oral function/therapy and lactation issues. She has continued to hone her skills through education and training that align with her passion and pursuit of healthy children and families. Lisa is a proud mom to 5 children, a native of Indianapolis who loves to sing, travel, bike, and hike in her free time. Check out the Oh Baby Spa on their website: https://ohbabyspa.com/ and Instagram: @ohbabyspaindy Tongue-Tied Book: Tongue-Tied on Amazon ___________________________________________ ABOUT OUR HOST: Dr Catherine Murphy is an orthodontist transforming her career while serving as a holistic health advocate. She's a presenter and the author of “Dear Momma…”, a picture book and hug for moms enduring unexpected hurdles with breastfeeding. Follow Dr. Murphy on Instagram: @drcatherinemurphy and TikTok: @drcatherinemurphy To learn more about the host, check out www.DrCatherineMurphy.com. Please reach out to Dr. Murphy via email at contactus@inharmonyorthodontics.com for questions, comments or to set up a presentation. Dear Momma book: https://amzn.to/3vrv8y6 __________________________________________ At Airway Circle we offer a safe and supportive space for like-minded professionals to connect, collaborate and share information regarding airway-related issues and whole-body health. Our website: https://airwaycircle.com/

“When we unmute our relationships, our jobs, our bodies, and our joy, we have fuller, more vibrant lives. We feel more fully ourselves so we can show up and do our best.” Rachel Druckenmiller, CEO and Founder of Unmuted, is on a mission to help people move past the fear that blocks them so they can become “joyfully alive” and courageously expressed individuals. In this episode, Rachel discusses the pain of hiding parts of yourself and the work it takes to overcome that. As you listen, you'll learn steps you can take to help those you lead speak up and gain insight on continuing your own personal development of self-expression. Book Recommendation: The Power of Regret by Daniel H. Pink  Immunity to Change by Lisa Lahey and Robert Kegan Additional Resources: Access Rachel's LinkedIn Newsletter: https://www.linkedin.com/newsletters/unmute-yourself-6862381507273605120/ Explore Rachel's website: https://unmutedlife.com/ Follow Rachel on Instagram: https://www.instagram.com/unmutedlife/ Attend Rachel's online class: https://simonsinek.com/classes/ Look into the concept of Ikigai Schedule your Motivosity Demo ($25 on us!): motivosity.com/pfn  Learn more about the PeopleForward Network: www.peopleforwardnetwork.com

Why do we fail to achieve the most important high-stakes changes that our lives demand and that we desire? According to the Immunity to Change approach to human development, it is because we have a sub-conscious "immune system" of competing commitments and assumptions that make those changes nearly impossible; until we uncover and overturn them. In this episode, Deborah Helsing, the Director of Mind at Work, explores the psychological "Immunity to Change" and its roots in proven theories of adult human development. Science has proven that the human mind develops throughout our lives. This development is not just about learning new skills, it's also, and more critically, about developing the capacities to thrive amidst ever-greater complexity. Deb shares with us her personal journey of development, from educator to coach, to a trainer of coaches around the world using Minds at Work's innovative and proven coaching methodology. Deborah Helsing, Ed.D. has coached individuals from many walks of life and consulted with organizations across several sectors to use the Immunity-to-Change approach to reach their most-cherished improvement goals. More recently, her role as Director of Coach Learning Programs at Minds at Work has focused on developing coaches' and consultants' abilities to integrate the ITC method into their own practices. Minds at Work helps people to close the gap between their good intentions and their actual behaviors. Their work is based on Robert Kegan and Lisa Lahey's breakthrough discovery of the hidden behavioral dynamic called the “Immunity to Change.” This highly lauded technique is now being used by executives, senior teams, and individuals in business, governmental, and educational organizations in the United States, Europe, and Asia. Learn more at Minds at Work Go deeper with the Minds at Work library. Schedule a discovery call to learn how We are Open Circle uses the Immunity to Change work in our team development and individual coaching approach.

 “Imagine if we could all show up in more, if not all, places in life fully ourselves - that we could fully open ourselves to learning, making mistakes, taking feedback, taking risks, and be being fully seen for our humanity and our potential without the fear of embarrassment or retribution.” Move from socially defined to self-authored Have you ever felt that internal tug-of-war where you yearn to bring your whole self to a situation - but you hold yourself back? Perhaps you self-impose guidelines for how you “should” speak and act in your organization? Endeavoring to live with authenticity often causes internal conflict. We suffer when we constantly try to become what (we assume) others expect of us. As a result, we have less energy to innovate, improve and positively impact stakeholders. We end up with a decreased sense of well-being and satisfaction with work and life. Ultimately, we want to live and lead in a way that exemplifies what's most important to us. To help you ground and elevate your authenticity, I share: -What it means to live and lead with authenticity and be “self-authored” -The cost incurred when we don't fully show up as ourselves -5 practices to help create more authenticity Image management hogs organizational resources [03:05] "In an ordinary organization, most people are doing a second job no one is paying them for ... spending time and energy covering up their weaknesses, managing other people's impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations.  We regard this as the single biggest loss of resources that organizations suffer every day.”   – From An Everyone Culture: Becoming a Deliberately Developmental Organization by Harvard Professors Bog Kegan and Lisa Lahey When we're inauthentic, we suffer [04:55] “Jesus said, ‘If you bring forth what is within you, what you bring forth will save you. If you do not bring forth what is within you, what you do not bring forth will destroy you.'” – From the Gospel of Thomas The result of authenticity? Vitality [16:13] “Don't ask yourself what the world needs. Ask yourself what makes you come alive and go do that, because what the world needs is people who have come alive.” - Howard Thurman, author, philosopher and theologian". “An Everyone Culture:  Becoming a Deliberately Developmental Organization”  by Harvard Professors Bob Kegan and Lisa Lahey:  https://bookshop.org/a/16835/9781625278623 Self-Authoring mind: https://www.forbes.com/sites/forbescoachescouncil/2017/01/27/what-having-a-self-authoring-mind-means/?sh=51a3a1953b77 The Gospel of Thomas:  https://www.pbs.org/wgbh/pages/frontline/shows/religion/story/thomas.html Howard Thurman: https://www.bu.edu/thurman/about-us/who-is-howard-thurman/ StrengthsFinder; CliftonStrengths: https://www.forbes.com/sites/forbescoachescouncil/2017/01/27/what-having-a-self-authoring-mind-means/?sh=51a3a1953b77 Owning Your Value | Key Elements for Authenticity & Personal Power:  www.rise-leaders.com/podcast Episode 21 A Guide for Owning Your Value: https://mailchi.mp/d37649fa5f04/own-your-value Article:  Authentic Leadership:  https://www.wgu.edu/blog/what-is-authentic-leadership2004.html#close Rise Leaders YouTube channel:  https://www.youtube.com/channel/UCKZAhRU1iLsXYwpvCECVreg Insight Meditation App (search for body scans that work for you) https://insighttimer.com/   To discuss executive coaching, leadership development program design, and workshop facilitation, please visit: https://rise-leaders.com/contact-info/

I first met Jessica Nowaski when I started researching the role of coaching in law enforcement.   In my arrogance, I had assumed the idea of coaching in policing was a new one. Jess shattered my illusion. She talked, as a deputy police chief, about the need for a shift in the culture of law enforcement and how she was using coaching as a tool of leadership development to do just that.   I was bowled over by what she was saying and by the realization that there were already lots of people within the industry showing up to the hard work. Change in an established industry is slow but there are people like Jess sowing seeds.   Jessica and I spoke of how our perspectives were different – how we were coming to the conversation from different starting points, but how our desire to be part of change, and our love of coaching, unified us and our goal of better policing.     Connect with Anne Roche:   >>> Visit Anne's Website - https://annerochecoaching.com/   >>> Follow Anne on Instagram -  https://www.instagram.com/annerochecoaching/   >>> Connect with Anne on LinkedIn - https://www.linkedin.com/in/annerochecoaching/   Connect with Jessica Nowaski:   >>> Connect with Jessica on LinkedIn - https://www.linkedin.com/in/jessicanowaski/   >>> Follow Jessica on Twitter -  https://twitter.com/Chief_Nowaski   Resources:   ICF – International Coaching Federation https://coachingfederation.org/   Adaptive Leadership             - https://youtu.be/ioocNc-HvTs             - https://youtu.be/af-cSvnEExM   Adult Development Robert Keegan and Lisa Lahey

In Episode 29 of Season 2, Drew and Mick begin a discussion generally assessing power dynamics and common misuses of power in relational and organizational settings. Connect with us at ideologypc@gmail.com // Like what you found here? Feel free to share, subscribe, rate, and/or comment. Episode notes: - The work of Robert Kegan and Lisa Lahey on "deliberately developmental organizations" in An Everyone Culture - Failure of Nerve by Edwin Friedman

Lisa Laheyhttps://www.linkedin.com/in/lisa-lahey-3597627/Minds at Workhttps://mindsatwork.com/Book: Immunity to changehttps://bit.ly/3wIwggb  

In this episode, we explore the work of Robert Kegan and Lisa Lahey and what they call the Immunity to Change. What is your tolerance to change? I'm sure each of us would say we would make the necessary changes if our life was on the line, but what about those changes and decisions we make each day? “The problem is the inability to close the gap between what we genuinely, even passionately, want and what we are actually able to do.” Let's explore this gap and how you can use this change model to impact where your Leadership Meets Life. A few resources to go along with this episode: Immunity to Change Model Sample (Figure 2-8, from Kegan and Lahey, Immunity to Change: How to Overcome It and Unlock Potential in Yourself and Your Organization) Books by Robert Kegan and Lisa Laskow Lahey: Immunity to Change: How to Overcome It and Unlock Potential in Yourself and Your Organization (Leadership for the Common Good) How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation An Everyone Culture: Becoming a Deliberately Developmental Organization An Evening with Robert Kegan and Immunity to Change, Robert Kegan [VIDEO] Seeing & Overcoming the Immunity to Change, Lisa Laskow Lahey [VIDEO] Leadership Meets Life Podcast is for leaders who want to grow both professionally and personally. It's practical and focused on helping leaders make meaning of their work, lives, and relationships while exploring the head, heart, and soul of leadership. Each podcast features a leadership tool or approach to apply immediately to your work and life, drawing from my experiences as an executive, process consultant, executive coach, business owner, and professor. Some theory, a little humor, and tons of results-oriented wisdom served up in about 20 mindful minutes. Access all of the Episodes and more resources: http://leadershipmeetslifepodcast.com/ Meet Your Host, Philip C. Bergey - An executive leadership coach who builds on 30 years of diverse leadership experience in business and non-profit roles to form trusted relationships and deliver results with humor, flexibility, and depth. He grew up and was a partner in what is now a three-generation-led family business and has led both start-ups and 300-year-old organizations. Phil has served hundreds of leaders, boards, businesses, and organizations as an executive leadership coach, process consultant, facilitator, and educator. Phil is married to Evon, and in addition to enjoying their eight grandchildren, he loves walking, kayaking, paddleboarding, birding, and fishing. His formal education includes an MA in human development and a Ph.D. in human and organizational systems. His coaching is focused on helping executives and other senior leaders live with greater effectiveness, more meaning, and increased health as they grow personally and professionally. He has held a Professional Coach Certification from the International Coaching Federation since 2009 and is certified to use multiple psychometric assessments.

Sibyl Chavis is the Chief Business Officer of Sounds True, one of the largest spiritual media companies in the world. Sibyl has been part of the team that created The Inner MBA  - a partnership between Sounds True, LinkedIn and Wisdom 2.0. The nine-month, interactive program, features esteemed CEOs and conscious business leaders such as Eileen Fisher, Harvard's Lisa Lahey, Twitch's Justin Kan and Tara Brach. The program is certified through New York University's Mindful NYU.  The first class of 1200 students graduated in May 2021.  The next round begins in September 2021. In this conversation we talk about the shift to conscious business and how the course helps weave the inner and outer work of making one's own transformation. 

Robert Kegan and Lisa Lahey explain in their book “Immunity to Change” that we feel overwhelmed when the complexity of modern life surpasses our complexity of mind (i.e. our ability to handle that level of complexity). It has nothing to do with your capabilities. When you are overwhelmed, mindfulness can help you to accept your thoughts and feelings of too much while helping you to let go of trying to change or fix things. This podcast provides tips to help you, your kids and leaders to manage overwhelm.

In episode 3 of the Talent Equals series, it is my privilege to welcome Lisa Lahey co-author of a book which has been pivotal in my own professional and personal development - "Immunity to Change". Lisa is also the Co-Director of Minds at Work, a change leadership coaching service that employs the world-renowned Immunity to Change method from Robert Kegan and Lisa Lahey. Lisa is an extraordinary person to spend time with and this podcast is one of my top favourites as a result.Don't forget to subscribe to be notified of our next podcast!William LaitinenYouTube: https://www.youtube.com/channel/UC4znfBsKevmb8u7v4WrCg0Q/featuredLinkedIn: https://www.linkedin.com/showcase/talent-equals/LinkedIn: https://www.linkedin.com/in/william-laitinen-93282/Exige Website: https://www.exigeinternational.com/Lisa LaheyLinkedIn: https://www.linkedin.com/in/lisa-lahey-3597627/Minds at Work Website: https://mindsatwork.com/Developmental Edge Website: https://developmentaledge.com/Harvard Website: https://www.gse.harvard.edu/faculty/lisa-laheyLisa's Recommended ReadsMy Grandmother's Hands by Resmaa MenakemMindful of Race by Ruth KingPermission to Feel by Marc BrackettLisa also mentionedSimple Habits for Complex Times by Jennifer Garvey BergerHow to be an Antiracist by Ibram X. KendiThe work of Rev. Dr. Cynthia Bourgeault See acast.com/privacy for privacy and opt-out information.

Welcome to the very first episode of the Love In Basketball podcast! In this solo episode, I seek to provide a foundation for what servant-leadership is, what it entails, and why it's important.I cover some of the myths of servant-leadership, Robert Greenleaf's foundational definition for the servant-leader and his Best Test, in addition to the human development models and larger shifts in consciousness and awareness of servant-leadership. I also cover a variety of examples and research for why it's important to concern ourselves with servant-leadership. Service to others first truly makes great work, creating the results we truly desire, and fulfilling our highest potentials possible. And of course, I touch on the importance of love for the servant-leader.Further Reading:Servant Leadership by Robert GreenleafServant-Leaders in Training by John HorsmanThe Power of Servant Leadership by Robert Greenleaf, edited by Larry SpearsImmunity to Change by Lisa Lahey and Robert KeganThe Outward Mindset by The Arbinger InstituteLeadership That Gets Results by Daniel GolemanEmotional Intelligence by Daniel GolemanThe EQ Edge by Steven Stein and Howard BookGallup poll on workplace engagementadamgcoaching.comLinkedin: https://www.linkedin.com/in/adam-gierlach/Twitter: https://twitter.com/adamgierlachInstagram: https://www.instagram.com/adam.gierlach/

In Episode 7, Mick and Drew discuss Harvard researchers Robert Kegan & Lisa Lahey's work on adult cognitive development and the implications their insights have for navigating the ideological warfare so prevalent in our society today. In addition, Mick offers some suggestions for how to have healthy dialogue - and especially in these days leading up to the election. We'd love to hear from you! If you have thoughts for us on topics we should cover, resources we should check out, etc., please email us at ideologypc@gmail.com

Timothy speaks to MIT Professor, Dr Deborah Ancona, about the Immunity to Change - a theory pioneered by Harvard professors Robert Kegan and Lisa Lahey. This short episode gives you the insight you need to understand your hidden, competing commitments that are more important than motivation and desire in your quest to change. It's hard, but you can change when you understand it. cliffcentral.com

Timothy speaks to MIT Professor, Dr Deborah Ancona, about the Immunity to Change - a theory pioneered by Harvard professors Robert Kegan and Lisa Lahey. This short episode gives you the insight you need to understand your hidden, competing commitments that are more important than motivation and desire in your quest to change. It's hard, but you can change when you understand it. cliffcentral.com

Lisa Lahey, Ed.D. (HGSE), was most recently the associate director of the Change Leadership Group at the Harvard Graduate School of Education, a national project funded by the Bill and Melinda Gates Foundation to develop greater internal capacity for leading organisational improvement in our nations public school districts.   She is also founder and co-founder and co-director of Minds At Work, a consulting group that works with senior leaders and teams in corporations, government and non-profits. She has worked across the educational spectrum, from K-12 to colleges and universities and their boards, as well as with numerous corporations and non-profit organisations. Lahey is the author of Immunity to Change: How to Overcome it and Unlock the Potential in Yourself and Your Organization with Robert Kegan (2009), and How The Way We Talk Can Change the Way We Work with Robert Kegan (2001). She is also co-author of Change Leadership: A Practical Guide to Transforming Our Schools (2006). And an Everyone Culture - becoming a deliberately developmental organisation (2016). Lisa Lahey is Co-director of Minds At Work, a consulting firm serving businesses and institutions around the world, and faculty at the Harvard University Graduate School of Education.  She teaches in executive development programs at Harvard University and Notre Dame and is a passionate pianist and hiker. She lives in Cambridge, Massachusetts, with her husband and two sons. Lisa shares: Why change is hard for some people and not for others Why willpower is useless when it comes to making change The exact process to change your self-sabotage when it comes to losing weight, stopping smoking, or any other stubborn bad habit How this process can be applied to organisations who want to make significant behaviour changes How we can get to naming the elephant in the room

Timothy speaks to MIT Professor, Dr Deborah Ancona, about the Immunity to Change - a theory pioneered by Harvard professors Robert Kegan and Lisa Lahey. This short episode gives you the insight you need to understand your hidden, competing commitments that are more important than motivation and desire in your quest to change. It's hard, but you can change when you understand it.

  If you're in business, these are questions you need to ask: How do I stay relevant in the next five years? How do I stand out from my competitors? (How are you doing with this one?!) How do I suffuse meaning in my work? These lead to three critical focus areas for strategic planning: Connection, Cogitation, Contribution. Score yourself!

Lisa Lahey, EdD, is an author, the codirector of the Minds at Work consulting firm, and a faculty member at Harvard University. She is a featured presenter for the Inner MBA program, a new Sounds True multimedia learning experience that explores how to bring principles of presence and conscious leadership to the business world. In this episode of Insights at the Edge, Tami Simon speaks with Lisa about the inherent difficulty of making large personal changes—especially when they are essential to the advancement of your career. They talk about the inherent human resistance to change and the need to be fully aware of our "inner landscapes." Lisa explains how much of our resistance to change is rooted in self-protective patterns that need to be reckoned with before we can move forward. Tami and Lisa also discuss how to cultivate skills such as time management and communication, as well as what we can do to regulate work-based anxiety. Finally, Lisa details the three evolutionary steps for creating meaning and shares her hopes for the Inner MBA program.(67 minutes)

About the Authors Dr. Robert Kegan is the Meehan Professor of Adult Learning and Professional Development at the Harvard University Graduate School of Education. The recipient of numerous honorary degrees and awards, his thirty years of research and writing on adult development have contributed to the recognition that ongoing psychological development after adolescence is at once possible and necessary to meet the demands of modern life. His seminal books, The Evolving Self and In Over Our Heads, have been published in several languages throughout the world.  Dr. Lisa Lahey leads the Personal Mastery component of a path-breaking new doctoral program at the Harvard University Graduate School of Education, designed to produce the public-sector equivalent of the “turnaround specialist.” A developmental psychologist and educator, and coauthor of Change Leadership, she led the research team that created the developmental diagnostic, now used around the world, for assessing adult meaning-systems. Source: https://www.amazon.com/Everyone-Culture-Deliberately-Developmental-Organization/dp/1625278624 Click here to buy on The Book Depository https://www.bookdepository.com/An-Everyone-Culture/9781625278623/?a_aid=stephsbookshelf About the book In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone. Source: https://www.amazon.com/Everyone-Culture-Deliberately-Developmental-Organization/dp/1625278624 Links Find out more about Kegan and Lahey’s work here: https://mindsatwork.com/   BIG IDEA 1 (7:59) – Be deliberately developmental. In most organisations, people are working two jobs – one is covering their backs / looking good and the one is doing their job. This is why there is a huge opportunity cost in most organizations because people are too busy covering their backs instead of doing their jobs to their full potential. The book is based on the theory that adults can change with the right focus and environment. One of the underlying principles of a deliberately developmental organisation is everyone builds a culture and it is everyone’s role is to embody and strengthen that culture.   The culture then becomes your strategy because if you design your culture around what your business is there to do, the best work is done. Culture comes first and everyone is constantly learning; not just the ‘special’ high potential people who are put on the annual programs. The book talks about three DDOs and how they bring this to life; Bridgewater, Next Jump and Decurion. BIG IDEA 2 (10:56) – Deliberate design. There is an intense focus on shared design of work processes in all of these organisations. There was a comment on the book that these companies spent a ‘lavish’ amount of time on designing their processes in order to make sure that they supported the objective of a learning organisation and an ecosystem that worked. When you look at your own organisations, many of them will not support a deliberately developmental framework. It will not support learning for everyone because the ecosystem will not allow it and most of the problems in organisations are systemic – how people are rewarded, hired or trained and developed their career.  If you look at the deliberately developmental organisations they are completely designed to support ongoing development, daily interaction, reflection and growth. A great quote in the book says – ‘If people are to develop, they require the right process both for doing excellent work and their own growth’. The three DDOs in the book embody this – they have designed their daily practices and rituals around growth and development.  From Bridgewater and their baseball card system where everyone is rated by everyone else against certain characteristics to Next Jump who have daily reflection catch ups between talking partners to debrief their performance to the competency board at Decurion which displays everyone’s development areas for everyone to see and give feedback on. Due to the ‘extreme’ exposure of everyone’s development areas in the open for all to see and provide feedback on, community is vital and leadership is crucial. A DDO approach is hard to apply in just one team because at some point you will have to interact with other teams that do not support that. However, as a leader, there are things that you can instigate, even into a broken system.  BIG IDEA 3 (17:39) – It’s not fluffy. “It’s hard, there’s scratches and bruises”.  These are just a couple of the quotes from people who have worked in the DDOs in the book.  It’s fairly confronting. Many people might think it’s ‘soft’ to focus on people’s growth but it’s hard to find CEOs and leaders who would be brave enough to take on a deliberately developmental organisation approach. Because it’s not fluffy, not soft but true growth, true learning and a relentless focus on continuous improvement.  Music By:  Strangers in Disguise – Instrumental Version Song by Anthony Lazaro   Let’s Connect LinkedIn: www.linkedin.com/in/steph-clarke Instagram: @stephsbizbookshelf Join in the book club conversation all week by joining the Facebook group: https://www.facebook.com/groups/stephsbusinessbookclub Enjoying the show? Please hit subscribe so you don’t miss an episode and leave a review on iTunes to help others find us.

Dave Thomas and Andy Hunt on The Changelog, Stacey Barr on Coaching For Leaders, Nic Sementa on Drunken PM, Christopher Avery on Agile Uprising, and Steve Poling on Maintainable. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting August 5, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. DAVE THOMAS AND ANDY HUNT ON THE CHANGELOG The Changelog podcast featured Dave Thomas and Andy Hunt with host Adam Stacoviak. Dave and Andy were on the show to talk about the 20th anniversary of the book The Pragmatic Programmer and its new edition. Adam asked how the book remains relevant given the short half-lives of most technology books. Dave clarified that the book is not really a technology book but a book about people and people haven’t changed that much. The biggest updates to the book were not due to changes in technology but due to changes in the authors’ experience and their discovery of better ways of explaining things. One example was the DRY principle that has come to mean, “Don’t cut and paste,” while its original meaning was not about code at all but had to do with knowledge. Andy was surprised upon revising the book to realize how much the world has changed in twenty years. Twenty years ago, he says, AOL was carpet-bombing people with CDs, very few of us had to worry about security as it was a struggle enough to get your code to work at all, and unit testing wasn’t commonly practiced. Andy said that they originally had intended to write a little whitepaper describing what they observed going from client to client and seeing the same classes of mistakes over and over. They came up with a set of stories, anecdotes, and metaphors to explain the concepts like “tracer bullet”. They intended to hand out this little whitepaper at clients but it just kept growing until it was a book. Adam asked what has changed in the last twenty years. Andy noticed on reviewing that he found the book more object-oriented than he thought it was. Dave says that people haven’t changed, but people’s sensibilities have: with the pervasive impact of computer technology on our lives, the responsibility being put on developers to behave ethically has increased dramatically. In his experience, twenty years ago, you wrote boring code that did some business function. Today, we’re writing code that can change people’s lives. We need to think a lot harder about the impact of the code we write. Adam asked how we can institutionalize the passing on of knowledge by those who came before. Andy wishes that academia had a greater interest in teaching the history of computing. Dave says this doesn’t need to be a separate class. If you want to become an author, you do a lot of reading. Instead of reading books, he says, developers should be reading code and reading a great variety of code. Teaching, he says, should involve learning how people did things in the past, reading their code, and then discussing why they made the choices they did. He gave the example of the C increment and decrement operators. In Bell Labs, the machines had seven addressing modes and two of them were pre- and post- increment address dereference. So the C operators mapped directly to the hardware. Another example is the famous paper, “GOTO Considered Harmful.” Entire languages have been written without GOTO based on the title of that paper. The original letter that the paper came from did not even have this title. The letter was about program-proving and the editors gave a “sexier” title. We carry around these things we have received based on headlines like “GOTO Considered Harmful” and we don’t even know why we do it. Adam asked how the next generation is going to gain a reverence for computing history. Andy suggested that mentors could instill this. Dave pointed out that we now live in an age when you can experience the history first hand. Today, you can emulate a PDP-11/70 in a browser. If you want to look at what Turing did at Bletchley Park, it’s there and you can play with it, but people don’t. Dave continued on to compare software development to jazz and talked about the importance of knowing the theory Apple Podcasts link: https://podcasts.apple.com/ca/podcast/the-pragmatic-programmers/id341623264?i=1000444208385 Website link: https://changelog.com/podcast/352 STACEY BARR ON COACHING FOR LEADERS The Coaching For Leaders podcast featured Stacey Barr with host Dave Stachowiak. Stacey spoke about performance measurement in business and I wish more people understood the things she had to say. Stacey says that humans are not particularly good at judging how things change through time, but performance metrics can do that for us. Performance metric numbers also help us make comparisons a lot more reliably than we can without them. Measurement is about filling the gap in human perception so that we can know with a lot more certainty what’s really happening with the results we’re trying to achieve in our business. Dave asked what kinds of mistakes people make around performance measurement. Stacey says that there are a few and the first place you’ll see them is in the KPI column of a corporate plan. A common one is initiatives. An initiative usually describes an action or a project that has been chosen to improve performance. For example, if your goal is to improve customer loyalty, you may have an initiative to implement a customer relationship management system. That’s not a measure. An initiative is not evidence that you’ve changed anything for the better. Next, she talked about milestones. She says that a milestone is about getting something done by a particular point in time. A milestone might be, “We want to meet the medical council requirements for re-accreditation by June of next year.” These are commonly mistaken for performance measures but she asks, “Would the achievement of this milestone really change anything?” A whole lot of things may have gotten in the way that made that date no longer an appropriate date or that action no longer an appropriate action. A milestone as performance measure focuses us too much on ticking boxes and expending effort, and that takes us away from what we really need to focus on, which is to influence something to make it better. When a milestone is the performance measure, we’re not checking whether the activities are the right activities or the best activities.  She then spoke about customer surveys. A common problem she says is that many will create a customer survey without thinking about the performance measures they need that survey to supply the data for.  She also talked about “management speak” or “business jargon” and mentioned Don Watson’s book Death Sentences (https://www.amazon.com/Death-Sentences-Management-Speak-Strangling-Language/dp/1592401406) where he calls these words “weasel words.” She says these words sound important, sophisticated, and meaningful, but they are empty of meaning. She went on to give examples: holistic, effective, efficient, accountable, reliable, quality, impact, and sustainability. When you see these weasel words in the names of measures, you’ve identified a mistake because people won’t know what the weasel word truly means, they won’t know how to quantify it, and they won’t know what data to go after. She also made a great point about the value of ensuring that we are measuring certain metrics frequently enough. Measuring frequently enough is important because it allows us to distinguish between a pattern of natural variability and changes to that pattern. Finally, she told a story about presenting some research she was proud of to a committee and not getting the result she expected. I found this story extremely relatable. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/419-performance-measurement-that-gets-results-stacey/id458827716?i=1000444467235 Website link: https://coachingforleaders.com/podcast/performance-measurement-results-stacey-barr/ NIC SEMENTA ON DRUNKEN PM The Drunken PM podcast featured Nic Sementa with host Dave Prior. Nic is an Agilist whose expertise is in dynamic funnel development (understanding the pieces that make up marketing and sales funnels) and the psychology of the sale. He and his business partner speak about Agile marketing, the conscious communication code, and personal agility. Dave asked Nic how he learned about the language of persuasion. Nic says he’s a firm believer in building on your strengths and considers talking one of his strengths and says his talking skills have gotten him out of fist fights. He talked about subtly taking control of conversation using “pace, pace, lead.” He says we’re hardwired to either run away or attack back when conflict starts, but what you should do instead is run with your opponent. He says it is like a conversational rope-a-dope. You agree with them, you gain control of the conversation by matching the other person’s speed, and then you lead. If they come in fast and fired up, you agree with them while also being fast and fired up, then once they start agreeing with you, you slow down and lead the pace of the conversation. Dave asked how you avoid getting swept up in your own flight-or-fight reflex. Nic says you have to not take anything personally, not even a personal attack. As soon as you take something personally, you lose your ability to act. Instead, he says, you want to suck all the emotions out of the conversation and deal only with objectivity. He says that once you take away the emotions most people become quite rational. You’re not trying to take control of the other person, just their emotions. Dave asked Nic how he developed these skills and Nic explained that it was part of his upbringing to need to develop these skills. Nic described his childhood family life as a place where “Easter egg hunts can turn into knife fights,” so dealing with conflict came naturally to him. Dave asked what he can teach the rest of us who don’t have as much experience with conflict. He says you have to remind yourself that you are not a moral authority and therefore your opinion isn’t what matters; the objective situation is what matters. We’re trained that when something happens, we assume that that something is happening to us. For example, when a TV is louder than we like, we assume that the TV is too loud. He says we should remind ourselves we are not a moral authority with the simple phrase, “than I would like.” For example, when you’re perceiving a conflict and you are thinking, “Man, this guy is angry and he is loud and the situation is horrible,” instead think, “This guy is angrier than I would like, and louder than I would like, and the situation is worse than I would like, but what actually is going on?” Dave asked about non-violent communication. Nic described it as coming from the writings of Dr. Marshall Rosenberg about people’s natural tendency to speak in a way that implies a high level of moral authority, disconnects them from what is actually going on, and puts them in a position where they are judging others on a consistent basis and taking everything personally. Dr. Rosenberg wrote a curriculum to give people tools to combat this tendency. Nic used these tools to deal with the complicated situations in his personal and professional life without changing his own personality. He says you don’t have to be an nth-degree yogi who doesn’t eat dairy, meat, or sugar and meditates fourteen hours a day to use non-violent communication. You can be a hard-nosed sales dog and use the same tools without dropping your tone to a position of weakness. Nic says his own epiphany moment for non-violent communication was realizing that it was designed to give you power with people instead of power over people. This connects strongly with the notion of deconstructive criticism in How The Way We Talk Can Change The Way We Work (https://www.amazon.com/How-Talk-Change-Work-Transformation/dp/078796378X) by Kegan and Lahey. Dave asked Nic how he avoids thinking that he knows what people need. Nic says being objective helps and so does thinking, “Just because you can doesn’t mean you should.” Nic related a story of a business partner that used to ask Nic everyday, “What is one less thing we could do and still make the same money?” Most people are focused instead on doing more, Nic says, because most people forget the Pareto Principle or 80/20 rule. They also forget the Peter Principle and put themselves above their level of competency. They ended the conversation with Dave asking Nic for some final tips on communication. Nic says that being able to truly communicate well with your team comes from you understanding that, in addition to the conversations that you have with everybody else, you have another that happens with yourself. One of the most important benefits of telling the people around you why you care about them, why you appreciate them, and what their strengths are, is that, by doing so, you remind yourself. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/the-language-of-persuasion-w-nic-sementa/id1121124593?i=1000443404883 SoundCloud link: https://soundcloud.com/drunkenpmradio/the-language-of-persuasion-w-nic-sementa CHRISTOPHER AVERY ON AGILE UPRISING The Agile Uprising podcast featured Christopher Avery with host Brad Stokes. Christopher says that he has been fascinated with the psychology of cause and effect for the past thirty years. That interest produced a pattern called the Responsibility Process that is about processing thoughts about taking and avoiding ownership. We tend to like owning the stuff that we think we caused intentionally and is good and we tend to not like owning the stuff that we don’t like and we tend to think such things were caused, not by us, but by something external. Christopher says that the Responsibility Process is valuable for anyone who wants to live a happier life, be more emotionally free, experience the power of real choices in every situation, and be more effective and valuable. Christopher asks us to imagine a stack of words and phrases starting at the bottom with the phrase “lay blame,” then “justify,” “shame,” “obligation,” and finally, “responsibility.” Every time something goes wrong, even if you are just tripping over a crack in the sidewalk, it produces a little bit of angst or anxiety and our mind tries to help us cope by starting at the bottom of the stack and asking, “Who did this to me? Who caused this? Who put the crack in the sidewalk?” The lay blame state has its own cause-effect logic. It makes us think that we are experiencing the effect and the cause is coming from outside of us. For the anxiety to go away, somebody else has to change. By coincidence, this is practically the same topic that Nic Sementa delved into in the Drunken PM podcast I referenced earlier. If we recognize that we are in the lay blame state, we may graduate to the justify state. If we transcend that state, we graduate to the shame state where we don’t blame somebody else but blame ourselves. This state is full of self-punishment and self-loathing. If we realize that it is a choice we are making to stay in the shame state, we can graduate to the state of obligation. This is the state of feeling burdened in a process, a flow, or a promise. It is only when we refuse to feel trapped that we can enter the state of responsibility, where you are owning your ability and power to create, choose, and attract. Christopher says the state of responsibility is always accessible to us. If we practice the responsibility process, we can get to the responsibility state more quickly. Brad pointed out that the obligation state could easily be confused with the responsibility state. Christopher says this is exactly right and before we had the notion of these various states, the word responsibility was used to represent all of them. Christopher says that, for much of our lives, authorities have been reinforcing the idea that we should beat ourselves up when we make a mistake (shame) and do what we’re “supposed” to do even if we despise it (obligation). In obligation, we build up resentment against who or what has us trapped. We resent the mortgage, the kids, the needy elderly parents, and the boss. If you have been making decisions in your life for more than a few years, he says, then you are the architect of your own life and it is a product of your choices. From there Christopher goes on to say that your life is a product of your filters which may be caused by your environment, parents, church, schools, and neighborhoods. He then asks, “Do you want to defend those filters or examine them?” I see another connection here to the work of Robert Kegan and Lisa Lahey, this time in their book Immunity To Change (https://www.amazon.com/Immunity-Change-Potential-Organization-Leadership/dp/1422117367), which talks about examining the hidden assumptions that prevent us from changing things within ourselves even when we desperately want to change them. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/the-responsibility-process-with-christopher-avery/id1163230424?i=1000443858617 Website link: http://agileuprising.libsyn.com/the-responsibility-process-with-christopher-avery STEVE POLING ON MAINTAINABLE The Maintainable podcast featuring Steve Poling with host Robby Russel. Steve and Robby talked about technical debt. Steve says he’s been on projects where the tech debt got so bad that they engaged in rewrites, which he calls declaring bankruptcy. Steve suggests that the enduring popularity of technical debt as a metaphor is because it works to explain the tax on engineering velocity in terms that business people understand. It accumulates, it gets worse, and we want to pay it down. Robby asked about what processes Steve has used to keep on top of tech debt. Steve started by describing the anti-pattern from the quote above, which reminds me of the Joel Spolsky essay, Things You Should Never Do, Part 1, in which Spolsky spoke about the downsides of rewriting from scratch. Steve says he drank the test-driven development Kool-aid and he now believes that if you do the red-green-refactor of TDD, you can prevent the accumulation of tech debt. Without the refactor step, however, technical debt will continue to accumulate. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/steve-poling-the-real-enemy-is-murphy/id1459893010?i=1000444476559 Website link: https://maintainable.fm/episodes/steve-poling-the-real-enemy-is-murphy-vSKLVY5H LINKS Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

A curious thing happened on Facebook today. Amy Welin invited her friends to join her in complaining less. Amy is the Dean of the Episcopal Cathedral of Saint Stephen's in Harrisburg. She seemingly has somethings unsettling her. Jim has been kinda frazzled recently and consequently been complaining about many things rather than contemplating and acting upon potential improvements. Jim decided to take Amy up on the 21 Day Complaint Free Challenge. Amy referenced Rabbi Brian's Not to Complain blog post as a resource. Jim decided to blow the dust off of an old continuous improvement friend - The Plan-Do-Check-Act (PDCA) model. Jim revises the PDCA model a bit to frame it in a more spiritual fashion. You can learn more about Jim's adaptation here.   Today's podcast uses Lisa Lahey and Robert Kegan's Immunity to Change model as a basis for initiating today's conversation. Learning to complain less means making an adaptive change - a gut-felt yearning for choosing a different way of living. The PDCA Model offers a template for undertaking such an transformational learning process. (Jim offers a somewhat detailed description of the PDCA model from 5:27 - 11:28 in the episode).  Jim lays out his proposed plan and do stages of  his complaint-free journey.  Thankfully, there are lots and lots of models to work happily with for the next three weeks.  Jari Roomer recommends achieving success one step at a time.  SMART goals (Specific, Measurable, Attainable, Relevant, and Timely) are handy for keeping track of progress.  WOOP is a quick and imaginative way for visioning a healthier future. And of course, taking a challenge with friends is more fun than doing it alone (except for truly introverted people) Ultimately, this 21 Day Challenge like any transformative growth is about letting go of established habits of thinking believing, most likely because a person's love for a greater goal is more powerful than the status quo. Have a listen and follow along with Jim and others as they strive for less complaining and more compassion.  

Cal Newport on Coaching For Leaders, Becoming Mr. Why on Troubleshooting Agile, Gary Pedretti and Jeff Gothelf on Agile For Humans, Thai Wood on Greater Than Code, and Jeff Campbell on Scrum Master Toolbox. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting April 15, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. CAL NEWPORT ON COACHING FOR LEADERS The Coaching For Leaders podcast featured Cal Newport with host Dave Stachowiak. Cal talked about the inspiration for his new book Digital Minimalism having come from readers of his previous book Deep Work who liked what that book had done for their work lives and asked, “What about my personal life?” Dave and Cal talked about competitive Rock, Paper, Scissors, and how the top competitors in that sport are so good at understanding and taking advantage of the way our brains work. This took them to the main point of the book, which is that technologies like social media are not understood by our brains in the same way as true social interaction, so we can be interacting on social media all day long and still feel lonely. Dave asked about the impact the modern tendency to replace face-to-face conversation with virtual connection such as email, text, and social media likes, can have for leaders. Cal described the scenario in which a person in a leadership position with a remote component to it reads, say, an email and can’t put a finger on the emotional affect — she can’t tell whether the author of the email is really angry with her or really happy. He says we need the complex, social-processing part of the brain that relies on analog cues such as the back-and-forth of hearing a voice or seeing body language. It is how we understand people, connect with people, and coordinate with people towards common goals. Taking this kind of conversation out of the picture makes it difficult to be a leader. Dave asked what Cal learned from his readers and blog followers. Cal said he was surprised to learn from his readers and followers the degree to which digital distraction was filling a void for them. He had assumed that simply reducing or taming the digital distractions would allow us to immediately get back to the things we know are more important. He learned instead that, for a lot of people, it is unclear what they are going to do next once they have taken the lightweight distraction out of their lives. He says he is much more sympathetic now about the difficulty of figuring out what you want to do instead of just mindless swiping in every down moment. In the book, he asks people to take a 30-day period to limit social media use and he said, “People are often surprised by how little they miss things like Facebook during this process and also surprised by how much they’re at a loss to figure out what they should be doing instead.” iTune link: https://itunes.apple.com/ca/podcast/400-how-to-reclaim-conversation-with-cal-newport/id458827716?i=1000432139932&mt=2 Website link: https://coachingforleaders.com/podcast/400/ BECOMING MR. WHY ON TROUBLESHOOTING AGILE The Troubleshooting Agile podcast with hosts Douglas Squirrel and Jeffrey Fredrick spent an episode talking about someone they call “Mr. Why.” Squirrel told a story about a client who would get orders from on high that said, “Thou shalt do it this way.” He would also get orders with explanations that do not make any sense such as investors making technical decisions. Squirrel calls this client “Mr. Why” because most people in these types of environments eventually stop asking the why. The challenge for this client is not that he doesn’t ask why but that he only asks himself. Squirrel said that he tells Mr. Why that we want to be opposite of lawyers, who are carefully trained never to ask the question, “Why?” Jeffrey said that he thinks the legalistic type of question is the model that people often think is the proper way to analyze a situation: legalistically building a case rather than collaboratively trying to get to answers and this could be why people fall into communication patterns in which their goal is to win rather than to jointly discover. To me, this sounds exactly like the difference between constructive and deconstructive criticism described in the book, How The Way We Talk Can Change The Way We Work by Robert Kegan and Lisa Lahey. The constructive criticizer is making an airtight case about the behavior he or she is criticizing even when doing so constructively, while the deconstructive criticizer is seeking to jointly discover the truth with the help of the recipient of the criticism. iTune link: https://itunes.apple.com/ca/podcast/becoming-mr-why/id1327456890?i=1000432455338&mt=2 SoundCloud link: https://soundcloud.com/troubleshootingagile/becoming-mr-why GARY PEDRETTI AND JEFF GOTHELF ON AGILE FOR HUMANS The Agile For Humans podcast featured Gary Pedretti and Jeff Gothelf with host Ryan Ripley. Ryan asked a question that he hears a lot: how do we do UX activities and product discovery within a sprint? Gary says that from the developer community, he hears that design work takes too long. From the designer community, he hears that they think their work is strategic and sprints feel tactical or that they think developers don’t really care about design. Jeff pointed out that the fundamental values and principles of Scrum and UX are the same, but melding the processes in a way that respects both Scrum and UX has proved elusive for a lot of organizations. They talked about a 2007 paper by Desirée Sy and Lynn Miller on staggered sprints that was misunderstood as a series of mini-waterfalls. I believe Jeff was referring to the article named Adapting Usability Investigations for Agile User-centered Design. Jeff explained that they were actually describing two kinds of work being done by the same team, not by separate groups of designers and developers communicating by handoff.  Jeff described experimenting with his team’s processes back in 2008-09 and settling on a process in which designers were part of the Scrum team with engineers and product managers and work was prioritized not just on what needed to be delivered but also on what the team was trying to learn. Gary talked about how the separation of designers from the rest of the team is similar to the separation of database people and application architects from the rest of the team because of a belief that the work of the database designer or application architect needed to be completed before the work of the rest of the team could begin. In each case, people discovered patterns that overcame this limitation, like the patterns of Ambler and Sadalage’s Refactoring Databases book and the patterns of evolutionary or emergent architecture. iTune link: https://itunes.apple.com/ca/podcast/afh-106-exploring-user-experience-and-scrum/id991671232?i=1000433513601&mt=2 Website link: https://ryanripley.com/afh-106-exploring-user-experience-and-scrum/ THAI WOOD ON GREATER THAN CODE The Greater Than Code podcast featured Thai Wood with hosts Jessica Kerr, Sam Livingston-Gray, John K Sawers, and Avdi Grimm. They started with a discussion of resilience engineering and how it spun off of human factors and brought in cognitive systems. Jessica said that old-style human factors got mired in Taylorism whereas cognitive systems is about making systems that work with people in the way that people naturally work. Thai had gotten into tech coming from emergency medicine as an EMT. Jessica asked what he brought to software development from his EMT days. Thai responded that, in medicine, you are trained about burnout, how to identify it, and what resources are available to help with it. In software, despite similar stressors and similar problems, burnout is not talked about that much. Jessica asked Thai how to distinguish between reliability and resilience. Thai said that resilience encompasses the ability to continually adapt to change, whereas reliability might be consistently performing within the same state. He also said that he thinks of robustness as being able to survive certain inputs but not necessarily being able to adapt to them. iTune link: https://itunes.apple.com/ca/podcast/121-emergency-communication-with-thai-wood/id1163023878?i=1000431679618&mt=2 Website link: https://www.greaterthancode.com/emergency-communication JEFF CAMPBELL ON SCRUM MASTER TOOLBOX The Scrum Master Toolbox podcast featured Jeff Campbell with host Vasco Duarte. This episode was the first to be done in a Q & A format. The question for this episode was: Have you been able to break through the proverbial IT gate and start talking about wider Agile adoption together with management? Jeff answered that being able to communicate with management is probably one of the most important factors to success. He told the story of working at a company that went out of business. Reflecting on this period of his career, he arrived at the idea that, if he was unable to convince management that a particular behavior or practice was important, then that was his failing and not theirs. His recommendation for a person looking to influence management is that they should start doing public speaking and teaching. Exposure to teaching, he says, teaches you to be able to express yourself multiple different ways which is critical because not everybody comes to understand a topic the same way. iTune link: https://itunes.apple.com/ca/podcast/selling-agile-how-to-get-buy-in-from-management-q-jeff/id963592988?i=1000431928436&mt=2 Website link: https://scrum-master-toolbox.org/2019/03/podcast/selling-agile-how-to-get-buy-in-from-management-qa-with-jeff-campbell/ FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/channel/UCysPayr8nXwJJ8-hqnzMFjw Website:

Nonprofits want to change the world in ways large and small. And yet, when it comes to bringing change into our own orgs, it's really hard!

Nonprofits want to change the world in ways large and small. And yet, when it comes to bringing change into our own orgs, it's really hard!

Nonprofits want to change the world in ways large and small. And yet, when it comes to bringing change into our own orgs, it’s really hard! The post Ep 80: Why is Change So Hard? (with Lisa Lahey) appeared first on Joan Garry Nonprofit Leadership.

(https://meetmypotential.com/wp-content/uploads/2019/02/mmp-pres.jpg) A case of applying the Immunity to Change for a team Have you ever planned to do something the next day and then you wake up feeling exhausted with no energy to follow your planned work? The point it we so often tend to dismiss how we are feeling mentally, how we are feeling physically, and we push ourselves constantly to move forward. While it’s good to get moving, we often tend to push ourselves way too much to stick to our commitments. Last week I had the opportunity to support a team that wanted to be proactive for the sake of health! That was the objective of the team. My colleague Xavier Weibel and I used the Immunity to change process to accompany this team. What is immunity to change? Lisa Lahey says on episode #12 (https://meetmypotential.com/immunity-to-change/) if we don’t see our immunity, we will continue to be stuck. An immunity is when there’s a part of us that wants to move in one direction, towards an important goal and at the exact same time, there is a part of us that is unconsciously driven to actually accomplish a goal that is in tension with the very important goal we want to accomplish. What was happening to this team that was working in a reactive way?  This was an IT services teams, that had to respond to critical events and that was their primary objective apart from taking care of the future technology. They were like a hamster on a wheel, continuously chasing backlog of items, rushing because critical incidents were falling on their plate, they were constantly trying to solve problems and their agendas were running full. In short, they were playing a catch-up game.  And they were recognized as a capable team because they were extremely committed to high levels of quality all the time. They were committed to not letting emotions get in the way of making clear, rational decisions. The team was extremely committed to being professional and to be responsible. One might say well the team is performing well. Being action focused and solving problems is great, and yet too much of it takes away our mental health.  What is Mental Health? In episode #14 (https://meetmypotential.com/mentalhealth/) , James Routledge defines mental health as your state; not just well-being, your state of emotions, feeling, thoughts, identity and that’s kind of all wrapped up in mental health. When we work in a very reactive way, we: 1.    Get exhausted 2.    Get Cynical And that’s a sign of burnout. Monique Valcour on episode #19 (https://meetmypotential.com/preventing-burnout-and-reengaging/) says: Exhaustion: feeling that you just don’t have any more to give and drained. AND Cynicism: a loss of meaning that shows up as a negative attitude towards work, the workplace and the people you are working with. So, burnout is not an on off state. There is a lot of grey zone before you actually hit burnout. In the grey zone lies cynicism and exhaustion. We keep moving in and out of that grey zone, which is close to burnout. This team was not clearly in burnout. Their resilience was consuming their zest and the force for life. And that was taking away all their creativity. What was their goal? Their goal was to be proactive and bring Health to the forefront of business! 3 Raisons to bring Health to the forefront of business. 1.    Physical and mentally health Many people on the team were affected by stress physically. They wanted to not have ulcers. 2.    Better working relationships You are simply less irritated, less cynical, less negative and one has time to engage in a meaningful dialogue. 3.    More creativity You set the right foundation to focus on continuous improvement rather than make short term fixes and patches What hindered this team from focusing on health? One of the main hindering factors for high achievers is

Do you have a personal improvement goal or a change you want to make at work that has proven resistant to your sincerest intentions, smartest plans, and best efforts? Discover a path to personal breakthrough from this Interview with Harvard faculty and 3-time author, Lisa Lahey, revealing deceptively simple insights from Immunity to Change: How to Overcome it and Unlock the Potential in Yourself and Your Organization.  When Oprah Winfrey listed the Top Ten Things You Should Do to Start the New Year Right, number ONE on the list was, “Try the Immunity-to-Change approach." This ground-breaking, award-winning approach has helped tens of thousands of people make lasting changes at work and in their private lives.

  (https://meetmypotential.com/wp-content/uploads/2018/12/WhyChangeIsHard.jpg) Host Deepa Natarajan is solo in this episode to talk about why change is hard. In this first part of a three-part series, Deepa presents the three biggest reasons why change is hard, provides examples that she has witnessed, and shares how to overcome these obstacles.   The 1st reason why change is hard: We have an Immunity towards change. Robert Kegan and Lisa Lahey from Harvard University have done a large amount of research on this. An immunity is when there is a part of us that moves towards a certain goal, and at the very same time, we are unconsciously driven to go in the opposite direction. The first example from their study is with heart patients. They found that when heart patients were told that their lives were at risk if they didn’t change their lifestyle, only one in seven made the changes they needed. The other six patients had an immunity towards change. Some felt that if they took medication then it means that they are old; they wanted to deny that fact. A coaching client, lets call him Pascal, had the goal to ask open questions and be more receptive with his team members. What came in the way was a very deep assumption that because he came from a modest family and didn’t go to a great school, he needed to prove himself. His mental model was that in order to show that he was a strong, capable leader, he needed to have answers, opinions, and speak about those in meetings. These things got in the way of him asking open questions and being more receptive with his team members. You might say that if he understood and discovered his immunity, that knowledge alone may be sufficient. Sometimes just knowing is sufficient, but a lot of times we’re so committed to our old beliefs that it requires time, compassion, and patience to test out those assumptions. Pascal was so focused on his own opinions and was holding on strongly to them. Immunity is something we can reason out with our rationale, but at the very same time, we are unconsciously so committed to that goal that it comes in the way. The 2nd reason why change is hard: Motivation and determination are not sufficient to make change happen. Looking back at the heart patient example, we can see that of course they were motivated and determined to live longer. Yet, they weren’t able to make the changes needed. The very same thing happens in organizations. When people aren’t able to make change happen, they start blaming each other for not being motivated and determined. People start pointing fingers, because when one fails to make the change happen in their organization, it is a cumulative effect on other people who are waiting on this person’s success to actually do their job. This collective finger pointing makes the one who is trying to make the change happen feel so low that they start having mental conversations like: “Am I capable? Am I not capable? What’s right with me?” They then start resisting the people who are doing the finger pointing. This causes a snowball effect of people who are blaming this person.   “Blame does not help the person to grow, and it also makes the person resist the change even more because they have anger towards people who are blaming them.”   The 3rd reason why change is so hard: We treat adaptive challenges as technical challenges. A technical challenge, for example, is that your car is broken, you need to fix it, so you call an expert and ask them to fix it. You need to find the expert, you need time to take the car to the garage, and you need money to fix the car. A technical challenge is when the challenge can be solved by technical means: Expertise Money Time On the other hand, an adaptive challenge is something that requires mindset shift and can’t be changed with just technical expertise. Deepa was once observing a team meeting...

(https://meetmypotential.com/wp-content/uploads/2018/11/Slide1-1.jpeg)   Lisa Lahey (https://www.linkedin.com/in/lisa-lahey-3597627/) , faculty of Harvard Graduate School and associate director of Change Leadership Group at Harvard talks about her book Immunity to change. What is Immunity to Change? Immunity is when there’s a part of us that wants to move in one direction e.g. towards an important goal and at the exact same time there is a part of us that is unconsciously driven to actually accomplish a goal that is in tension with the very important goal we want to accomplish. If you don’t see your IMMUNITY you will continue to be stuck. So what you have is a version of a foot on the gas pedal and a foot on the brake at the exact same time. Lots of energy going on in that system. Basically maintaining the status quo. That’s an immunity to change. The good news is Immunities can be overcome. Example: A person who wants to delegate better will have one foot on the gas and at the exact same time the person may have a commitment to, for example, not losing status or no longer being the “go to” person or not being the person to accomplish the goal. So it’s a perfect example of somebody who wants to definitely make headway by being a better delegator and at the exact same time not wanting to give up the self protection mechanisms that basically allows the person to feel good in their work setting. How do teams develop immunity to change? Teams have immunity just like individuals. You can have a highly motivated team wanting to shift how they are acting and despite their best intension it’s basically not shifting in any consistent and reliable way. Example: One of the most common ones that teams face is to be able to be more collaborative and the energy on the brake is the team wanting to preserve all the goodies that come from operating in silos. On one hand, it’s the organisation’s best interest if the team can collaborate more and on the other hand, people are protecting what they already have, i.e. the goodies that come from them getting a high profile from their individual performances. So those are in tension with each other and if people don’t see what’s going on, they will continue to put a lot of energy into trying to make the changes with technical adaptations that won’t really be able to stick. The change we’re asking one another to make is actually not so straightforward. Will power and motivation are not enough. The biggest lesson to me in all of the work that I’ve done over these years, is people often underestimate how much energy is unconsciously put into keeping things at status quo. Change is actually very challenging, especially when it involves losses of some sort, losses of the ways we’d like to see ourselves in our work setting. Making an Immunity map of your team is important for teams to discover their immunity and bring them out in the open and discuss the un-discussable so they can see there is a way to move forward. What happens when teams are challenged to change AND they don’t see there is an underlying IMMUNITY? We get into very difficult self talk with ourselves like, Oh, I’m a loser. I can’t do this. We make attributions about others like – We can’t really count on them OR They didn’t mean it when they said they were going to do X…. Harsh judgements come from our misunderstanding about the dynamics of change. Change takes time because we’re disassembling the ways we protect ourselves. That’s a really hard thing to do. So that’s why they are so precious to us and, and we need to take care. What challenges do organizations face when they are going through transformations? Change has many different dimensions to it and all too often we tend to go to the easiest...

Understanding that which holds us back, and how to break free. This is at the core of personal change, no matter what you want to change. We often face situations where we are unable to make the major change in our lives or at work we so desperately want. This episode is based on the concept of Subject-Object relations stemming from the work of Dr. Robert Kegan. This is about what it means to help people see a bigger world, to better understand themselves, to change their behavior, and to make better decisions. Do away with self-defeating behaviors, and getting rid of limiting beliefs. It's time to succeed.   This Episode features: Alice Nichols – Alice has had an amazing journey in supporting leaders through their own development and the development of the organizations they lead. She is an authentic leader, environmentalist, and passionate supporter of people's' growth.   Austin Hulbert – Austin is currently a Harvard Business School Candidate. He flew as a Strike Fighter Pilot flying for the US Navy and spent time as a fighter pilot instructor for the Navy, training a new generation of American fighter pilots.  Jason Connell – Jason began his career as a child magician, and worked hard to become a leadership development professional and coach, he has worked with fortune 500 Executives and senior members of the Obama administration.  Michael Nagle is a transformational leadership consultant and coach. He has tremendous experience as an executive leadership coaching within pharmaceutical companies. His insights into personal change in the workplace lends itself directly to our broader conversation of development in the workplace. Dr. Mark Biddle – Mark is a professional leadership trainer, coach, educator, and founder of Dalton Corner Coaching. Mark's experience ranges from serving as a minister in Chicago, to leading experiential leadership in the MBA program at Babson College. He also completed the Immunity to Change Coaching Program from Minds at Work.    Respond rather than reflecting. You will need to engage in work to understand yourself in truly deep ways to be able to step outside your everyday thought process to be able to engage in your thought process to understand what is holding you back.    Chris Argis formerly of Harvard Business School and Don Schon formerly of MIT looked at learning from first questioning the goal.  Single Loop learning refers to repeated attempts to solve the same problem with the same method without ever questioning the goal, while double loop learning begins with a shift in how we understand the goal, creating a more dynamic understanding of the problem we are working with, it encourages us to take in account of how our environment modifies our own mental model of the situation we face.     Being a true leader to help others be able to engage in personal change, begins with a leader's ability to do the deep and sometimes painful work of understanding oneself. The idea of subject object transition which is a focus of Dr. Robert Kegan a psychologist and professor at Harvard University. He stresses that not only can we not hold onto certain understandings of ourselves and the world, but in a way certain things hold us. We are almost literally subjected to these distortions of reality.     Jason talked with us about the fear of failure, he also mentioned that failure is a judgement call, what some people might associate as a failure, to others might be simply an opportunity to learn. Easier said than done. In Jason's case he realized that his fears, or his illusion of failure stopped him from taking action. His mind created a self-protective strategy that prevented him from feeling the pain of being turned down by stopping him from picking up the phone.   Jason faced a disparity of wanting to grow his business but not wanting to take the action needed to grow it. Dr. Kegan and Dr. Lahey have entitled this “immunity to change”.  That even though you want to change you have a self-protective commitment that keeps you from engaging in the behavior you know will help you achieve your goal because if you do step forward your big fears or worries might become real.    Michael Nagle, who is a long time executive leadership coach and organizational change consultant who is a student of the psychology of personal change. He is referenced the work of Rick Carson, author of Taming Your Gremlin: A surprisingly simple method of getting out of your own way. The question is where might these gremlins come from?   The idea of standing up and ushering your gremlin out of the room is a way in which you take what you were subject to, this voice that has some effect over you that you might not fully comprehend and to begin to make it object, simply naming the feeling, naming the emotion that seems to have control over you can make a difference, or as suggested by Rick Carson, draw your gremlin and even name it. This is an act that can work to transition the unknown thing from having you to you being able to take it as object, to seemingly hold it in your hand and be able to examine it, and to better understand how it has been holding you back so you can finally begin to move past it. and continue the journey of becoming the person you want to be.   In a survey of 75 members of the Stanford Graduate School of Business advisory council rated Self-awareness as the most important capability for leaders to develop. As a leader it is critical to develop an awareness of what you are subject to what are your hidden commitments, what gremlins do you have lurking and impacting you. Start by naming them, simply identifying those internal obstacles is the first step.    Most of us don't have an Alice, Michael, or Jason to support us in understanding and inquiring in those things that unknowingly compel us  to unproductive behaviors or even inaction. So the question is, if we see ourselves engage in behavior that is contradictory to our goals and values how can we investigate those assumptions and hidden commitments that are getting us stuck.   Taking action can be as simple as realizing the power of our desired future or identifying our fears and realizing that they are more than likely an illusion… but so often just as we are pushing down on gas to get moving towards our goal we are also pushing down on the brake keeping ourselves from moving forward. We may see the fear and it may prevent us from taking those simple actions. Now Back to my conversation with Michael Nagle. As we talk about these ideas of transformation, we may run into an idea of pushing our limits too much. Identifying our hidden commitments and working to test our big internal assumptions is a process that can take more deliberate focus and energy.  Making these shifts can feel dangerous and often scary.    Test your boundaries with a deliberate intention, doing things in manageable and safe ways over time can broaden your understanding of what is possible. And when you do, be reflective about it and notice to how your understanding of what is possible gets bigger. This isn't necessarily an either or choice, for some internal obstacles you might be teed up, ready to go right into asking or interrogating that fear and for others you might need to take time to deliberately process to more gradually increase your awareness and to transition from being subject to it to being able to hold it as object.   Other research and sources to look into. Dr. Robert Kegan – A developmental psychologist, Harvard Professor, and author. He is a professor at Harvard's Graduate School of Education, and has researched and written on adult psychological development, professional development, and deliberately developmental cultures.   Articles Making Business Personal Co-authored with Lisa Lahey, Andy Fleming, and Matthew Miller Does Your Company Make You a Better Person Co-authored with Lisa Lahey, and Andy Flemming   Books An Everyone Culture: Becoming a Deliberately Developmental Organization Co-Authored with Lisa Lahey, Andy Flemming, Deborah Helsing, and Matthew Miller (2016) Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization Co-Authored with Lisa Lahey (2009) How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation Co-Authored with Lisa Lahey (2002) In Over Our Heads: The Mental Demands of Modern Life (1995) The Evolving Self: Problem and Process in Human Development (1983)   Other Books and Resources Taming Your Gremlin, Rick Carson   www.growingatwork.com

Dr. Mark Biddle is a professional leadership trainer, coach, educator, and founder of Dalton Corner Coaching. Mark's experience ranges from serving as a minister in Chicago, to leading experiential leadership in the MBA program at Babson College. He also completed the Immunity to Change Coaching Program from Minds at Work. Past Experiences Mark has been a leader in various ways. In college he organized nonviolent actions against army the vietnam war. In his early years, there was no set notion of what it meant to be a leader, but rather it was something imposed on the individual. The Center for Creative Leadership (CCL) Articles Mentioned: Petrie, Nick. Vertical Leadership Development-Part1 – Developing Leaders for a Complex World Petrie, Nick. The How-To of Vertical Leadership Development – Part 2 – 30 Experts, 3 Conditions, and 15 Approaches Vertical Development – Suggests a progression of ego development to broaden and deepen your understanding of yourself, your values, and your relational existence in the world you inhabit. Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization Co-Authored with Lisa Lahey (2009) Personal change identified in the realm of MTBI assessments having been  an individual who tended to move along Thinking and Judging (TJ) side than realized he needed to shift to an Extroversion, Intuition, Feeling, Perceiving (ENFP) role for his position. Meyers-Briggs Personality Types – Seeks to “make the insights of type theory accessible to individuals and groups.” Pulling from Jung's Theory and working to identify “16 distinctive personality types that result from the interactions among the preferences.” Take the Myers-Briggs Test Kegan and Orders of Mind There is a distinct difference between improving skills and meaning making. Learning to make sense with greater complexity deals with deepening your meaning making. Kegan's work Orders of Mind can help you understand how people understand the world. Mark described that there is an evolutionary process of further developing your ability to make meaning in the world. Kegan's Orders of Mind can be more deeply understood via this Stanford Article and The Developmental Observer Blog. Orders of Mind in a Religious Notion Mark worked with congregation members who were head of law firms, hospitals, and small businesses. The main issue congregation members faced was where they stood as individuals in their faith. It was not uncommon for ministers coming out of seminaries who studied the bible to whole heartedly believe the dogma that was prescribed. These young ministers easily got into arguments regarding interpretations, as it sometimes differed from how they were told to interpret the texts. Understanding where someone is in their meaning making system (in the example of the ministers, in a socialized mind) can help you understand how they see the world. Essential to Supporting Leaders' Development The most important thing to keep in mind in supporting another's development, comes from understanding the context they are coming from. This paired with an understanding of their emotional and cognitive processes they are going through at their level of development. You want to give them opportunity to cultivate opportunities to develop in their life real. Mark described one of his clients who imagined an imaginary scorecard. This scorecard identified what it meant to be a good minister. Some of Mark's work with this client supported his ability to help him look deeply at his assumptions, and begin to test them. How do assumptions hold people back from being more successful? In terms of the pastor, the scorecard was unrealistic. It sustained a level of judging himself that made his work seem like a “hopeless task”. After a good amount of coaching, the pastor realized that , he couldn't do everything that the parish wanted, but he could be helpful in his own way. The pastor developed an increasing level of self-compassionate, in the pastor's words it allowed him to “see a bigger world”. Does it get easier in facing up to deep seated assumptions/fears? In some moments it does and in others not so much. Jim Fowler was an American theologian who was Professor of Theology and Human Development at Emory University. He is credited with developing Communities of Developmental Expectations and Stages of Faith. You can find Mark at http://www.daltoncornercoaching.com/

Lisa Lahey, Ed.D. (HGSE), was most recently the associate director of the Change Leadership Group at the Harvard Graduate School of Education, a national project funded by the Bill and Melinda Gates Foundation to develop greater internal capacity for leading organizational improvement in our nations public school districts. She is also founder and co-founder and co-director of Minds At Work, a consulting group that works with senior leaders and teams in corporations, government and non-profits. She has worked across the educational spectrum, from K-12 to colleges and universities and their boards, as well as with numerous corporations and nonprofit organizations. Lahey is the author of Immunity to Change: How to Overcome it and Unlock the Potential in Yourself and Your Organization with Robert Kegan (2009), and How The Way We Talk Can Change the Way We Work with Robert Kegan (2001). She is also co-author of Change Leadership: A Practical Guide to Transforming Our Schools (2006). And an Everyone Culture - becoming a deliberately developmental organization (2016) Lisa Lahey is Co-director of Minds At Work, a consulting firm serving businesses and institutions around the world, and faculty at the Harvard University Graduate School of Education. She teaches in executive development programs at Harvard University and Notre Dame and is a passionate pianist and hiker. She lives in Cambridge, Massachusetts, with her husband and two sons. Lisa shares: • Why change is hard for some people and not for others • Why willpower is useless when it comes to making change • The exact process to change your self-sabotage when it comes to losing weight, stopping smoking, or any other stubborn bad habit • How this process can be applied to organisations who want to make significant behaviour changes • How we can get to naming the elephant in the room

This week on the podcast, I welcome back Deborah Helsing to discuss Immunity to Change: what it is, why it matters for leaders and organizations, and how to overcome it. Deb teaches at Harvard and heads up Coach Learning Programs for Minds at Work, the company created by Bob Kegan and Lisa Lahey, who coauthored […] The post Episode 64: Overcoming Immunity To Change With Deborah Helsing [The Amiel Show] appeared first on .

This week Sharon discusses the importance of embracing failure. (Fail forward!) Gain distinctions about how to own your own story, what it means to be (and be a part of) a deliberately developmental organization, and our default reactions to failure. Sharon shares tips for how to get comfortable stepping into the Fail Forward! mindset and offers questions to prompt your own reflection on this topic. Plus she brings in perspectives from both the "Harvard Business Review" and the "Gilmore Girls." Enjoy! Ideas Shared: We are all writing the stories of our lives all the time, whether or not we are conscious of it. When we own our authorship, we step into our power not just to own what happens next, but to go back and revise how we tell the story of our past as well. As the authors of our own lives, we tend to either write from the perspective of a Hero In Victory or a Hero in Retreat. I like to think of this in plain terms as operating from a place of strength (read: victory) vs. operating from a place of reactivity (read: retreat). What do we tend to do when we hit failure: Sweep it under the rug and keep moving (e.g. Who? What failure? I didn’t see any failure!) 2. Give it extreme importance and let it stop us in our tracks (e.g. Excuse me while I go climb back into bed.) While it may be human nature to run away from failure, there is so much research out there that suggests that running towards failure can be a tremendously positive catalyst for individuals and organizations. Tips for embracing a Fail Forward mindset: Honor whatever emotions show up when the potential for – or actual failure – is present – this is a practice of building emotional resilience Be in the practice of celebrating your failures – that can be in a journal or other private form, in a shared way with a friend, trusted colleague Model that it’s okay to fail – and learn from your failure with others (this is the kind of behavior  that moves cultures) Create a process for learning from your failures Reflection prompts to support you on your Fail Forward path: Name 3 times you have failed in your life. Notice for each one: What did it feel like to fail? What was at stake in not succeeding? Notice, without judgement, if you have any default tendencies when it comes to failure? (Rush ahead? Climb in bed?) What did you learn from these failures at the time? What new learning might today – with all the new experiences you have had – offer you about these past failures? What are you afraid of that’s keeping you in place? What might happen if you gave yourself permission not just to fail, but to celebrate your failures? What are simple ways that you could begin failing forward today – this week – the month? Finally, who doesn’t want to learn about failure through the lens of the Gilmore Girls? Here is some sage wisdom dished out by Lorelei Gilmore to her daughter’s best friend Lane: “Everybody does stupid things [in high school]; it’s like a requirement…everybody screws up …that’s what happens. It’s what you do with the screw ups and how you handle the experience, that’s what you should judge yourself by.” So true, Lorelei, so true. Resources and Links: Learn more about Middlebury College’s leadership and innovation program MiddCore here. Or check out the program’s Director Jessica Holmes talking about the power of Fail Forward! in her interview on Visionary Leader, Extraordinary Life (episode 65 released 2/25/2013). Robert Kegan and Lisa Lahey’s book An Everyone Culture: Becoming a Deliberately Developmental Organization brings in a great data to make the case for embracing failure to drive growth and results inside of organizations. You can also hear their interview on HBR Ideacast #523, Let Employees Be People.

Bob Kegan is a psychologist who teaches, researches, writes, and consults about adult development, adult learning, and professional development. He is co-founder of Minds at Work, a consulting group that works with senior leaders and teams in corporations, government and non-profits.  He is also the William and Miriam Meehan Professor of Adult Learning and Professional Development at Harvard University where he codirects the Change Leadership Group and the Harvard-Macy Institute for the Reform of Medical Education. He has contributed to many articles and books on psychological development and he has published seven books, including the critically acclaimed: An Everyone Culture - becoming a deliberately developmental organization (co written with Lisa Lahey) 2016 Immunity to Change - 2009 Change Leadership - A Practical Guide to Transforming our Schools (2005) How the Way we talk can change the world - 2002 The Evolving Self: Problem and Process in Human Development (1982) How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation (with Lisa Lahey, 2001) In Over Our Heads: The Mental Demands of Modern Life (1994)   Topics Discussed: How to build an everyone culture The problem with brainstorming Why individual beliefs and collective mindsets hold back change How to become a deliberately developmental organisation (DDO) How to create a culture of experimentation that celebrates smart failures How to overcome ego in the workplace to foster stronger communication and innovation What some of the world’s most progressive companies are doing to transform their culture How self deatist beliefs siubsconsciously hold us back in our personal and professional lives   Show Notes: MindsAtWork.com Get their books: Immunity to Change: https://amzn.to/2xJJGKD An Everyone Culture: https://amzn.to/2xLJ5Z8 How the Way We Talk Can Change the Way We Work: https://amzn.to/2OJLtqx The Evolving Self: https://amzn.to/2QQsLPj Change Leadership: https://amzn.to/2xw0J3o --- I hope you enjoyed this episode. If you’d like to receive a weekly email from me, complete with reflections, books I’ve been reading, words of wisdom and access to blogs, ebooks and more that I’m publishing on a regular basis, just leave your details at www.futuresquared.xyz/subscribe and you’ll receive the very next one. Listen on Apple Podcasts @ goo.gl/sMnEa0 Also available on: Spotify, Google Play, Stitcher and Soundcloud Twitter: www.twitter.com/steveglaveski Instagram: www.instagram.com/@thesteveglaveski Future Squared: www.futuresquared.xyz Steve Glaveski: www.steveglaveski.com Medium: www.medium.com/@steveglaveski  

Robert Kegan and Lisa Lahey, both of Harvard, discuss what they've learned from studying radically transparent organizations where people at all levels of the hierarchy get candid feedback, show vulnerability, and grow on the job. Their book is "An Everyone Culture."

Lisa Lahey, HGSE faculty and author of the book "An Everyone Culture" discusses a radical new model for unleashing your company’s (or schools’s) potential.