Author Archives: Janet Sernack ImagineNation

About Janet Sernack ImagineNation

Janet Sernack is the Founder of ImagineNation™ a global innovation learning and coaching company that helps organisations, leaders, teams, and coaches adapt, innovate, and grow through disruption. She is an ICF PCC executive and innovation coach, an award-winning global blogger on the people side of innovation, and presenter of the ICF CCE Coach for Innovators Certified Program.

Reset and Reconnect in a Chaotic World

Reset and Reconnect in a Chaotic World

GUEST POST from Janet Sernack

Meeting face to face, for a lovely lunch recently, with a coaching colleague, we were both shocked to discover how stressed and anxious we were feeling about being asked to deliver live workshops and face-to-face coaching to clients once again.

We shared how emotionally, mentally, and physically overwhelmed we felt, despite having decades of knowledge, experience, and skills in being able to deliver deep learning programs and face-to-face coaching sessions, about doing live gigs again! We also agreed, that despite the range of largely effective emotionally intelligent coping strategies we developed to help ourselves and our clients self-regulate, self-manage, to better adapt to the pandemic-imposed work-from-home restrictions that the past two and half years of working, alone, and in isolation, online, had taken its toll.

We acknowledged and accepted that we along with many of our clients were all suffering from elevated levels of stress, discomfort, and anxiety. We then agreed that it was time to focus on exploring how to better help ourselves and our clients reconnect and reset by enabling them to create states of well-being, emotional agility, and mental fitness, where they can feel good, can function well, and be effective and innovative in an increasingly chaotic world.

To seek new ways of enabling ourselves and our clients to deal effectively with a range of unresourceful feelings including helplessness, powerlessness, and fearfulness about an uncertain future. 

We noticed that these feelings often caused many of our clients to contract and freeze, and become immobilised as a result of what we describe as a “bubble” of self-induced silo-based behaviours. That often evolved into extreme self-centeredness, and unconscious selfishness, which ultimately increased their feelings of isolation and loneliness, and lack of belonging, resulting in defensive and avoidant behaviours, in what is becoming an increasingly chaotic world.

How are these ways of being and acting impacting organisations?

Partnering in a wide range of online global coaching sessions, we noticed that a number of common trends emerged as to how our client’s teams and organisations, are being impacted at the cultural level:

  • Immobilization – many people are unable to self-manage their work from home workloads and are quietly burning out, through being overly task-focused and busy, whilst others are preferring to work autonomously, and not waste hours commuting.
  • Lacking safety and trust – many organisations are freezing all of their change initiatives, learning programs, and projects, causing people to fear loss and overall job insecurity, where many people are contracting more deeply within their “bubbles” and become even more distrustful of leadership and even more passively defensive and avoidant.
  • Lacking clarity and foresight – many organisations have slipped into being so reactive, focussing only on delivering short-term results, and are not communicating a clear strategy for leading the way forwards.

Resulting in:

  • Increased resistance to change and going back to the office adds to people’s inertia, and to their sense of disconnection and lack of belonging.
  • Increased risk adversity and conventional (cost cutting), tactical and short-term focus, inhibits any investment in Research and Development or the skills development required in developing and executing a future innovation strategy.
  • People have become even more fearful of failure, and are not stretching themselves to adapt, grow, learn and innovate with disruption, and often choosing to merely change jobs, in a competitive job marketplace, driven by scarcity, as a perceived short term solution.

A unique moment in time

This has created an opportunity, in this unique moment in time, to focus on being kinder to ourselves and to others by helping and supporting each other, respectfully and compassionately, creatively and courageously, to reconnect and reset. Despite rising levels of economic, civic, and social uncertainty and unrest.

What made sense yesterday may not make so much sense today.

Many of the mental models we applied yesterday may not be relevant for tomorrow because corporate culture, civic and social structures have drastically changed and digitalization has become commonplace, noting that we are shifting from a VUCA to BANI world where:

  • Brittle has replaced Volatility.
  • Anxiety reflects Uncertainty.
  • Non-linearity is an addition to Complexity.
  • Incomprehensibility is ultimately the consequence of our non-linear world and goes one step further than Ambiguity.

Paradoxically, this has created new openings to genuinely explore and discover new thresholds to adapt, generate new mindsets, develop skill sets, and power up our toolkits to keep pace with the effects of the emerging BANI world and capture complex systems by asking a  key generative or catalytic question:

How might you support and enable others to think and act differently in such a world, where old patterns seem to crumble while new ideas and systems still need to be created, invented, innovated, and established?

As the world of work changes, so does the need for everyone to consider how to be more open-hearted, minded, and willed with one another.

A final word from Gallop CEO Jon Preston in the Gallop Global Emotions Report:

“All over the world, people are trying to understand the rise of violence, hatred, and increased radicalization. They will continue to argue over what the best policy responses should be and what role social media plays in fueling negative emotions.

However, policymakers must understand why so many more people are experiencing unprecedented negative emotions and focus on the drivers of a great life.

Our shared humanity and wellbeing depend on it”.

When we generously and kindly demonstrate care, respect, and appreciation for the value everyone brings, we can also demonstrate helpfulness and support, through our unconditional willingness to reconnect and reset.

Resulting in an ability to co-create a better sense of belonging and a more optimistic outlook, through enhancing our emotional intelligence.  To effectively self-regulation and self-manage the superpowers and strategies required to thrive, flourish and flow, and make transformational changes in the face of relentless uncertainty, disruption, and a chaotic world.

This is the first in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world. You can also register for our free 45-minute masterclass on Thursday, 25th August, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future! Find out more.

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Taking Personal Responsibility – Seeing Self as Cause

Taking Personal Responsibility – Seeing Self as Cause

GUEST POST from Janet Sernack

In our last two blogs on Taking Personal Responsibility, we stated that when people aren’t taking personal responsibility, they cannot be accountable, they will fail in their jobs, and their teams, and fail to grow as individuals and as leaders. Taking personal responsibility is an especially crucial capability to develop self-awareness and self-regulation skills in the decade of both disruption and transformation. It all starts with seeing self as the cause of what happens to us, rather than baling it on the effects events and problems have on us! Where people can learn to recognize the structures at play in their lives and change them so that they can create what they really want to create in their lives, teams, or organizations.

In the last two blogs, we shared a range of tips for shifting people’s location, by creating a line of choice, to help them shift from being below the line and blaming others for their reactive response, to getting above the line quickly.  Through shifting their language from “you, they and them” to “I, we and us” and bravely disrupting and calling out people when they do slip below the line. How doing this allows people to also systemically shift across the maturity continuum, from dependence to independence and ultimately towards interdependence.

In a recent newsletter Otto Scharmer, from the Presencing Institute states “Between action and non-action there is a place. A portal into the unknown. But what are we each called to contribute to the vision of the emerging future? Perhaps these times are simply doorways into the heart of the storm, a necessary journey through the cycles of time required to create change”.

Creating the place – the sacred pause

When I made a significant career change from a design and marketing management consultant to becoming a corporate trainer, one of the core principles I was expected to teach to senior corporate managers and leaders was taking personal responsibility.

Little knowing, that at the end of the workshop, going back to my hotel room and beating myself up, for all of the “wrongs” in the delivery of the learning program, was totally out of integrity with this core principle.

Realising that when people say – those that teach need to learn, I had mistakenly thought that I had to take responsibility for enacting the small imperfections I had delivered during the day, by berating myself, making myself “wrong” and through below the line self-depreciation!

Where I perfectly acted out the harmful process of self-blame, rather than rationally assessing the impact of each small imperfection, shifting to being above the line where I could intentionally apply the sacred pause:

  • Hit my pause button to get present, accept my emotional state,
  • Connect with what really happened to unpack the reality of the situation and eliminate my distortions around it,
  • Check-in and acknowledge how I was truly feeling about what happened,
  • Acknowledge some of the many things that I had done really well,
  • Ask myself what is the outcome/result I want for participants next program?
  • Ask myself what can I really learn from this situation?
  • Consciously choose what to do differently the next time I ran the program.

I still often find myself struggling with creating the Sacred Space between Stimulus and Response and have noticed in my global coaching practice, that many of my well-intentioned clients struggle with this too.

The impact of the last two and a half years of working at home, alone, online, with minimal social interactions and contact, has caused many of them to languish in their reactivity, and for some of them, into drowning in a very full emotional boat, rather than riding the wave of disruptive change.

Being the creative cause

In our work at ImagineNation, whether we help people, leaders and teams adapt, innovate and grow through disruption, their ability to develop true self-awareness and be above the line is often the most valuable and fundamental skill set they develop.

It then enables us to make the distinction that creating is completely different from reacting or responding to the circumstances people find themselves in by applying the sacred pause.

When people shift towards seeing self as the cause they are able to create and co-create what they want in their lives, teams or organization by learning to create by creating, starting with asking the question:

  • What result do you want to create in your life?
  • What is the reality of your current situation?

This creates a state of tension, it is this tension that seeks resolution.

In his ground-breaking book The Path of Least Resistance Robert Fritz, goes on to describe and rank these desired results as “Fundamental Choices, Primary Choices, and Secondary Choices.”

Because there is one thing that we can all do right and is totally in our control – is to shift towards seeing self as the cause and make a set of conscious choices, with open hearts, minds, and wills, as to how we think, feel and choose to act.

“We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.”

We all have the options and choices in taking responsibility, empowering ourselves and others to be imaginative and creative, and using the range of rapid changes, ongoing disruption, uncertainty, and the adverse pandemic consequences, as levers for shifting and controlling, the way we think, feel.

Benefits of seeing self as the cause and being above the line

Applying the sacred pause to make change choices in how we act – and being brave and bold in shifting across the maturity continuum, will help us to cultivate the creativity, interdependence, and systemic thinking we all need right now because it:

  • Helps people self-regulate their reactive emotional responses, be more open-hearted and emotionally agile, and helps develop psychologically safe work environments where people can collaborate and experiment, and fail without the fear of retribution or punishment.
  • Enables people to be more open-minded, imaginative, and curious and creates a safe space for continuous learning, maximizing diversity and inclusion, and proactive intentional change and transformation.
  • Promotes ownership of a problem or challenging situation and helps develop constructive and creative responses to problems and an ability to take intelligent actions.
  • Gives people an opportunity to impact positively on others and build empowered trusted and collaborative relationships.
  • Enables entrepreneurs and innovators to invent creative solutions and drive successful innovative outcomes.
  • Building the foundations for accountability, where people focus their locus of control on what they promise to deliver, enables them to be intrinsically motivated, and take smart risks on negotiating outcomes that they can be counted on for delivering.

Tips for seeing self as the cause and operating above the line

Taking personal responsibility and seeing self as the cause involves:

  • Acknowledging that “I/we had a role or contributed in some way, to the fact that this has not worked out the way “I/we wanted.”
  • Clarifying the outcome or result in you want from a specific situation or a problem.
  • Seeking alternatives and options for making intelligent choices and actions, and using the language of “I/we can” and “I/we will” to achieve the outcome.
  • Replacing avoiding, being cynical and argumentative, blaming, shaming, controlling, and complaining with courageous, compassionate, and creative language and acts of intention.
  • People become victors who operate from “self as cause” where they are empowered to be the creative forces in their own lives by making fundamental, primary, and secondary change choices.
  • Trust your inner knowing and deep wisdom that everything has a specific and definable cause and that each and every one of us has the freedom to choose how to respond to it.

Back to leadership basics

As Stephen Covey says, people need to deeply and honestly say “I am what I am today because of the choices I made yesterday” because it’s not what happens to us, it’s our reactive response to what happens that hurts us.

Being willing to step back, retreat, and reflect on the gap between the results you want, and the results you are getting all starts with stepping inward, backward, and forwards, using the sacred pause, to ask:

  • What happened? What were the key driving forces behind it?
  • How am I/we truly feeling about it?
  • What was my/our role in causing this situation, or result?
  • What can I/we learn from it?
  • What is the result/outcome I want to create in the future?
  • What can I/we then do to create it?

As a corporate trainer, consultant and coach, I found out the hard way that developing the self-awareness and self-regulation skills in taking personal responsibility and seeing self as the cause is the basis of the personal power and freedom that is so important to me, and almost everyone else I am currently interacting with.

It’s the foundation for transcending paralysis, overwhelm, and stuck-ness and activating our sense of agency to transform society and ourselves.

This is the third and final blog in a series of blogs on the theme of taking responsibility – going back to leadership basics. Read the previous two here:

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Taking Personal Responsibility – Creating the Line of Choice

Taking Personal Responsibility - Creating the Line of Choice

GUEST POST from Janet Sernack

In our last blog, we described how people’s personal power is diminished when they don’t take personal responsibility for the impact of their behaviors and actions and the results they cause. Where many people are feeling minimized and marginalized, anxious as a result of being isolated and lonely, worrying about losing their security and freedom, and dealing with the instability in their working environments.  Resulting in many people disengaging from the important conversations, job functions, key relationships, workplaces, and in some instances, even from society. Where managers and leaders lack the basic self-awareness and self-regulation skills to control the only controllable in uncertain and unstable times, is to choose how to respond, rather than react to it.

We have a unique moment in time to shift their defensiveness through being compassionate, creative, and courageous towards helping managers and leaders unfreeze and mobilize to exit our comfort zones.  To take intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

Why do people avoid taking personal responsibility?

People typically avoid taking personal responsibility for reasons ranging from simple laziness, risk adversity, or a fear of failure, to feeling change fatigued, overwhelmed, or even victimized by the scale of a problem or a situation.

Resulting in a range of different automatic defensive, and a range of non-productive reactive responses including:

  • Avoidant behavior, where feel victimized and targeted, people passively “wriggle” and the buck gets passed onto others, and the real problem or issue does not get addressed or resolved.
  • Controlling behavior, where people ignore their role in causing or resolving the real problem or issue, and aggressively push others towards their mandate or solution, denying others any agency.
  • Argumentative behavior, where people play the binary “right-wrong” game, and self-righteously, triggered by their own values, oppose other people’s perspectives in order to be right and make the other person wrong.

Creating the line of choice

At Corporate Vision, we added a thick line of “choice” between “personal responsibility” and “blame, justification and denial” to intentionally create space for people to consider taking more emotionally hygienic options rather than:

  • Dumping their “emotional boats” inappropriately onto others, even those they may deeply care about,
  • Sinking into their habitual, and largely unconscious default patterns when facing complex problems, which results in the delivery of the same results they always have.
  • Not regulating their automatic reactive responses to challenging situations, and not creating the vital space to pause and reflect to think about what to do next.

To enable them to shift towards taking response-ability (an ability to respond) and introducing more useful options for responding in emotionally agile, considered, constructive, inclusive, and creative ways to the problem or the challenge.

Noticing that when we, or others we interact with, do slip below the line to notice whether to “camp” there for the long term or to simply choose to make the “visit” a short one!

Doing this demonstrates the self-awareness and self-regulation skills enabling people to take personal responsibility. Which initiates ownership and a willingness to be proactive, solutions, and achievement orientated – all of which are essential qualities for 21st century conscious leadership that result in innovative outcomes that result in success, growth, and sustainability.

Shifting your location – from “you, they and them” to “I, we and us”

Developing the foundations for transformational and conscious leadership involves:

  • Supporting people to acknowledge and accept that the problem or challenge is not “out there” and is within their locus of control or influence.
  • Shifting the “Maturity Continuum” to enable leaders and managers to be both independent and interdependent.
  • Creating a line of choice to think, act and do things differently.
  • Calling out people when they slip below the line.

It involves supporting people to let go of their expectation that “they” or someone else, from the outside, will fix it, and supporting them to adopt a stance where:

  • “I” or “we” can and are empowered to do it,
  • “I” or “we” are responsible for getting above the line,
  • “I” or “we” can choose a different way of being, thinking, and acting intelligently in this situation.

Developing conscious leadership

At any time, everyone is either above or below the line because it is elemental to the type of conscious leadership we all need to survive and thrive, in a world where people are seeking leaders, managers, and working environments that require interdependence.

To operate in the paradigm of “we” – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.

We cooperate together by creating the line of choice where we call out to ourselves and others when we slip below it, to get above the line as quickly as possible.

Where interdependent people and communities combine their efforts, and their self-awareness and self-regulation skills with the efforts of others to achieve their growth and greatest success by increasing:

  • Transparency and trust,
  • Achievement and accountability,
  • Diversity and inclusion,
  • Experimentation and collaboration.

All of these are founded on the core principle of taking personal responsibility, which is an especially crucial capability to develop self-awareness and self-regulation skills in the decade of both disruption and transformation.

Bravely calling out self and others

When we take responsibility for managing our own, “below the line” reactive responses, by habitually creating the line of choice, we can bravely call out ourselves and others when we slip below it.

Because when we don’t call ourselves and others we interact with, we are unconsciously colluding with their emotional boats, default patterns, and automatic reactive responses, which inhibit their ability to effect positive change.

When we safely awaken ourselves and others, we can get back above the line quickly and choose different ways of being, thinking, and acting intelligently in the situation.

Alternately, people aren’t taking personal responsibility, they cannot be accountable, they will fail in their jobs, and their teams, and fail to grow as individuals and as leaders.

In fact, developing a habitual practice of emotionally intelligent and conscious leadership by safely and bravely disrupting ourselves and our people, in the face of ongoing uncertainty, accelerating change, and continuous disruption.

This is the second in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Taking Personal Responsibility – Back to Leadership Basics

Taking Personal Responsibility – Back to Leadership Basics

GUEST POST from Janet Sernack

I was first introduced to the principle of Taking Personal Responsibility when I attended a number of experiential workshops facilitated by Robert Kiyosaki who is now well known globally as the successful entrepreneurial author of the “Rich Dad Poor Dad” book series. At that time, in the late 1980s, the concept simply involved taking personal responsibility for your role in getting the results you get, in both challenging and problematic situations.

This principle has since evolved as the most crucial foundation for developing our emotionally intelligent, conscious, and transformational leadership capabilities. Largely through focusing on the development of self-awareness and self-regulation skillsets, which are especially important skills to cultivate in times of extreme uncertainty.

Blaming, Justifying, and Denying

Taking personal responsibility involves encouraging people to step up and out of blaming themselves or others, out of justifying their position or denying what is really going on to largely avoid the cognitive, emotional, and visceral results and consequences of their actions.

Which are essentially, largely unconscious defensive reactions to the problem or situation. So, it sounds quite simple, yet, even now, it’s still largely a countercultural principle, and a neurologically challenging one, because we are wired to survive (fight/flight/freeze) in the face of what we perceive as danger!

Especially when many of us are living in an oppositional blaming and shaming political environment, or within a passively or aggressively defensive organizational culture. Where a large section of the community, has been forced by the constraints of the pandemic, into fearing that their security and survival needs will not be met. Alternately, the great resignation and the nature of the virtual hybrid workplace have increased some people’s fears about even being able to get their jobs done!

All of this creates distorted thoughts and language that focus on “scarcity” where many people are fearing that they are not “enough” and do not have “enough” to deal with their current circumstances. Rather than leaning towards exploring and eliciting the possibilities and opportunities available in our abundant world.  As there is no clear playbook about how people can effectively and responsibly lead and manage in this unique 21st-century context, many people are floundering, languishing into largely emotionally overwhelmed states.

Where it is easier, and sometimes safer, to be a victim, blame and shame others for their helpless or powerless situation, or to justify and deny any need to change their perspective about it, never mind their role in causing their own anxious and unresourceful emotional states.

Back to Leadership Basics

Yet, it is more important than ever, for leaders and managers to help people:

  • Take ownership of their consequences and be responsible for the emotional, cognitive, and visceral results of their actions,
  • Authentically connect, empower, and enable people and communities to flourish,
  • Provide safe, transparent, trusted environments and interdependence where people can dare to think differently and potentially thrive.

This means that the range of crises, uncertainty, and disruptions we are experiencing now is forcing us to go back to basic 101 management and leadership principles.

According to McKinsey & Co in a recent article “A Leaders Guide – communicating with teams, stakeholders and communities during Covid 19” – “Crises come in different intensities. As a “landscape-scale” event, the coronavirus has created great uncertainty, elevated stress and anxiety, and prompted tunnel vision, in which people focus only on the present rather than toward the future. During such a crisis, when information is unavailable or inconsistent, and when people feel unsure about what they know (or anyone knows), behavioral science points to an increased human desire for transparency, guidance, and making sense out of what has happened”.

The Maturity Continuum – Shifting to I and We

The principle of taking personal responsibility has evolved and been enhanced significantly through the work of Steve Covey, in the “Seven Habits of Effective People” and provides the core foundations for transformational and conscious leadership through the “Maturity Continuum”:

  1. Dependence is the paradigm of you – you take care of me; you come through for me; you didn’t come through for me; I blame you for the results. Dependent and approval-seeking people need others to get what they want.
  2. Independence is the paradigm of I – can do it; I am responsible; I am self-reliant; I can choose. Independent people get what they want through their own efforts.
  3. Interdependence is the paradigm of we – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together. Interdependent people combine their efforts with the efforts of others to achieve their greatest success.

Putting the Maturity Continuum to Work

In the early 2000s I was an associate of Corporate Vision, Australia’s first culture change and transformation consultancy, now the globally successful Walking the Talk organisation, for fourteen years.

Where every culture, leadership, team development, or change program we designed and presented, introduced taking personal responsibility, as a fundamental, core learning principle. Aligning it with the principle of – For things to change first I must change, which deeply challenged and disrupted people’s belief systems, habitual mindsets, thinking styles, and ways of acting.

As a seasoned coach of twenty years, these two core principles seem to still profoundly challenge the majority of my coaching clients across the world, no matter how senior their role or position is, or how knowledgeable, skilled, and experienced they are!

Where many managers and leaders have failed to self-regulate, lack self-awareness, and have unconsciously slipped into feeling victimized, powerless, helpless, and in some instances, even hopeless about their futures where some are:

  • Feeling frozen, inert, paralyzed, overwhelmed, and immobilized in their abilities to affect any kind of positive change in both their work and home environments.
  • Unconsciously slipping into blaming and shaming others for their situations,
  • Justifying their inertia through a range of “reasonable reasons” and “elaborate stories” about how it’s “not their fault” or it’s not “up to them” to make any change.
  • Simply denying their current consequences, or the importance of needing to take positive actions, and make changes.
  • Unmotivated, lack any desire for control, or have the personal power to affect change in their situation.

Initiating Taking Personal Responsibility

To accept and share responsibility starts with being bravely willing to courageously connect with our whole selves and consciously stepping back to hit our internal pause button, retreat into silence and stillness, and compassionately ask:

  1. What happened?
  2. What can I/we learn from it?
  3. What can I/we then do to create it?

Taking personal responsibility becomes a compassionate, creative, and courageous exercise in continuous learning, self-awareness, and emotional self-regulation in ways that safely disrupt people’s defensiveness and awaken them to the possibility of being personally powerful in tough situations.

It is also the basis for taking intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

This is the first in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out more about our work at ImagineNation™

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context. Find out more about our products and tools.

Image credit: Pixabay

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Innovating Through Adversity and Constraints

Innovating Through Adversity and Constraints

GUEST POST from Janet Sernack

It’s been almost two and a half years since most of us shifted to working virtually and remotely, which, in turn, seriously disrupted most of our business-as-usual behaviors and learning habits. Interestingly, this also disrupted our habitual unconscious safety and comfort zones, and, in many cases, disconnected our overall sense of security. For some of us, our ability to make sense of ourselves and our futures, has been impacted, impacting our abilities to find new ways of being creative and innovating through the range of constraints and adverse situations.

Looking inward

Some of us have also had our confidence to survive and thrive in a world severely impacted, and many of us have felt exploited, exhausted, and depleted by our employers. According to Lynda Gratton, in a recent article in MIT Sloane Magazine “Making Sense of the Future” many of us are looking inward — working through the impact of our changing habits, networks, and skills, and begin to imagine other life trajectories and possible selves.

Looking outward

Again, according to Lynda Gratton, some of us are now also looking outward to analyze how talent markets are changing and what competitors are doing, which is creating momentum and a force for change, but also frustration and anxiety, given institutional lag and inertia.

The larger-than-life, terrible, and confronting conflict in Ukraine has also inflated, for some of us, a deeper sense of helplessness and exhaustion, and amplified our concerns and fears for a sustainable future.

The momentum for change is growing 

Yet some people have successfully responded to worries and concerns about the inertia holding our companies back, and have adapted to working, learning, and coaching online. Using this moment in time to help de-escalate our reactivity to what’s been going on to deeply connect, explore, discover, listen, and respond creatively to what is really important, to ourselves, our people, teams and our organizations.

To help shift the tension between today and tomorrow, through regenerating and replenishing ourselves and our teams, by shifting the dialogue towards renewing and innovating through constraints and adversity in uncertain and unstable times.

Innovating through constraints at ImagineNation™

Innovating through constraints enabled the collective at ImagineNation™ to design and deliver a bespoke, intense, and immersive learning journey for an executive team aiming at igniting and mobilizing their collective genius to step up to face their fears, adapt, take smart risks and innovate in uncertain and disruptive times!

Some of the constraints we collaboratively and creatively mastered included adapting to differing:

  • Geographies, we are based in Melbourne, Australia, and our client was based in Canada, which made managing time zone schedules challenging, including some very early 4.30 am starts for us –  Making flexibility and adaptiveness crucial to our success.  
  • Technologies, balancing Zoom-based online webinars and workshops, with Google chat rooms and jamboards, completing one on one coaching sessions, and assigning, completing, and presenting group action learning assignments – Reinforcing the need for constant iteration and pivoting to ensure the delivery of outcomes, as promised.
  • Communicating, including air freighting hard copy reflection packs, scheduling, and partnering virtually, all within a remote and fractured working environment –Ensuring that clarity and consistency would lead to the successful delivery of the outcomes, as promised.

Shifting the dialogue

Demonstrating that we can all be resilient and creative when we live in times of great uncertainty and instability through investing in reskilling people and teams to become more purposeful, human, and customer-centric.

We can all break the inertia by challenging our business-as-usual thinking and shifting the dialogue towards exploring our inner challenges and navigating the outer challenges of our current environment.

If we commit to doing this with more consciousness, hope, optimism, and control, to follow a direction rather than a specific destination by:

  • Perceiving this moment in time as an “unfreezing opportunity” and an opening to shift out of inertia and complacency, to re-generate and re-invent ourselves and our teams?
  • Knowing how to connect, explore, discover, generate and catalyze creative ideas to rapidly and safely unlearn, relearn, collaborate and innovate through constraints and adversity?
  • Committing to letting go of our “old baggage” and ways of making sense of our new reality, by experimenting with smart risk-taking, and making gamification accessible in an environment that is unpredictable?

Re-generating and re-inventing in uncertain and unstable times

In fact, many of us successfully adapted to online working, learning, and coaching environments by de-escalating any feelings of helplessness and hopelessness.

To bravely focus on regenerating and reinventing ourselves and our teams and using this moment in time to be curious, shift the dialogue, explore possibilities, harness collective intelligence and ask some catalytic questions:

  • What if we intentionally disrupted our current way of thinking?
  • How might we think differently to shift our perception and perceive our worlds with “fresh eyes”? What might be possible?
  • What if we shift the dialogue to engage people in innovating through constraints?
  • How might we shift the dialogue to activate and mobilize people towards taking intelligent risks through constraints?
  • How might thinking differently empower, enable and equip ourselves and our teams to navigate the current environment with more hope and optimism?
  • What if re-consider and perceive these constraints differently?
  • How might we support people to ignite their creativity?
  • How might we equip people to be creative and develop better ideas?
  • How might we resource people to force more change and innovation?
  • How might we discover new ways of creating value for people in ways that they appreciate and cherish?

Grappling with the future is paradoxical

Finally, Lynda Gratton suggests that we need to:

“Acknowledge that this is not straightforward. Right now, many leaders are stuck between two sources of tension: the tension of enlightenment, where they can begin to imagine what is possible, and the tension of denial, where they are concerned that more flexible working arrangements will negatively affect performance. They grapple with whether the change will be necessary or possible. These are legitimate tensions that are only exacerbated by the sense of exhaustion many people feel”.

If we perceive these constraints as catalysts for setting a clear focus and direction, it might force us to experiment with creative ways of acting and doing things differently.

It might also force us to make tougher decisions around our inner and outer priorities, by exploring and discovering more balanced, creative, and inventive ways of constantly iterating and pivoting whatever resources are available to get the important jobs done.

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

Image Credit: Unsplash

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You Must Be Comfortable with Being Uncomfortable

You Must Be Comfortable with Being Uncomfortable

GUEST POST from Janet Sernack

It’s been a tough two and a half for everyone since the COVID-19 crisis began. Some of us have been hit very, very hard, by the impact of the pandemic exacerbated by the rate of exponential change and now, by the impact of the conflict in Ukraine.

As result, many of us are feeling overwhelmed and exhausted and languishing in varying states of anxiety and discomfort. Some of us are struggling with “not knowing” how to deal with the extreme uncertainty existing within our business and personal environments, whilst many of us are optimistically seeking to prepare and manage for what might possibly come next.

At the same time, many of us are seeking collaborative partnerships to support us and explore options for keeping both ourselves, our people, and teams engaged in moving forward creatively in a constantly changing world.  Where both the work environment and the nature of work are in a state of flux, where we are going through exceptional and extraordinary changes, and, where to both survive and thrive, we need to get comfortable with being uncomfortable with it all.

Safely stepping into the unknown

This creates an opening and a threshold to partner with others in resourceful and creative ways to support them, to safely and bravely step into the unknown.

To perceive this unique moment in time as an opportunity for growth, shape-shifting, and change – by empowering and equipping them to cautiously abandon and exit their comfort zones and get comfortable with being uncomfortable. Because the patterned worlds of our “business as usual” existences, which traditionally kept us get comfortable and calm, and helped us stay emotionally and mentally even, free from anxiety and worry to a great degree, are no longer certain, predictable or stable.

Where constant and accelerating change, coupled with uncertainty are the harsh realities of today, and of tomorrow, in the decade emerging as one of both disruption and transformation.

Impact of our neurological survival mechanisms

As humans, we have an internal need for consistency, represented by our internally mapped, largely unconscious, neurological comfort zones, our own unique places for getting comfortable, and amenable to what we habitually do. When we experience cognitive dissonance, in an extremely uncertain and disruptive operating environment, we unconsciously encounter apparent inconsistencies between what is really happening and what we believe to be really true.

As result, we often, mostly unconsciously, slip into our auto-pilot range of varied aggressive and passive defensive, reactive responses: including avoidance, denial, anger, opposition, and resistance to change. Often described as the “retreat, freeze, or take flight or fight” reactions to what is “seemingly” going on. This is because we distort and generalize our thoughts or feelings into believing that have no control over events. Which is a normal and natural neurological, yet primitive, survival mechanism that enables us to cope with the situation.

However, when we operate this way, we lose our personal power and question our abilities to shape and manifest the outcomes we want, or feel we lack the ability to influence others or constructively impact our environments.

Resistance is futile

Manifesting as feelings of discomfort, most of us will do anything to move away from – because we want to avoid pervasive, visceral, challenging thoughts and feelings, derived from our conflicting beliefs and values.  Our auto-responses or neurological urges to remove the discomfort, and typically keep us in our comfort zones, where we procrastinate, make excuses, shift into denial, avoidance, and justification, resulting ultimately, in immobilisation and inaction.

The outcome is that we may feel paralysed, and become inert, inhibiting and preventing us from developing the mindsets, behaviours, and actions required to thrive in the future. Where our only “new normal” will depend on our abilities to flow with constant change, unpredictability, instability, and uncertainty and get comfortable with being uncomfortable.

Hidden costs of resistance

Resistance to change prevents us from:

  • Adapting to the current and future environment is not the survival of the fittest, it’s he or she who is the most adaptive, who ultimately survives, and thrives!
  • Exploiting this moment in time as an opportunity and threshold to improve our confidence, competence, and emotional capacity to effectively transition through the range of professional and personal crises, brought on by uncertainty and disruption.
  • Exploring possibilities and unleashing opportunities available in this moment in time as a turning point to learn and grow, as a coach, leader, or team.
  • Strategizing in the new global, hybrid, and virtual work environment to improve, competitiveness, productivity, and innovation grow our practices and help our members expand their roles, and grow their teams and businesses.
  • Breaking down silos that add to many of our member’s current states of disconnection and loneliness, and inhibit connection and collaboration.
  • Creating permission, tolerance, and safety for members to safely download and let go of their fears and anxieties, share their negativity and pessimism, fears of failure,  and co-create positivity and optimism towards thriving in an uncertain future, together.
  • Embracing the new world of digitisation and experimentation, from implementing change, enhancing individual and organisational agility, and developing the mindsets, behaviours, and skills to be comfortable in constantly changing contexts.

What can we do about it?

  • Being agile and adaptive

In normal times, creating a comfort zone is a healthy adaptation for controlling much of our lives. Yet having the boldness, bravery, and courage in extreme uncertainty, to step up and out of our comfort zones helps us be agile and adaptive in transitioning, growing, and transforming through the enormous challenges, disruptions, and adversities many of us are confronting.

  • Entering the learning zone

In fact, once we do take the first baby steps out of our comfort zones and into our fear zone (fear of loss, blame, shame, envy, punishment, retribution, opposition, being controlled, humiliation, being envied or made wrong) we can safely enter the learning zone. Being in the Learning Zone is the first stopping point toward generating creative energy and expanding our comfort zones.

  • Facing the fear

Doing this builds the foundations for being more comfortable with being uncomfortable by facing, feeling, acknowledging, and letting go of some of our deepest fears by dealing with them rationally and realistically, with empathy and compassion, and without bias and distortion.

  • Reducing our levels of anxiety

By withdrawing, discerning, and deciding to let go of the need to be constantly in charge and in control and be willing to enter the Growth Zone, where everything that happens is a resource for being tolerant, and accepting, of the possibilities for making positive change.

Stepping into being comfortable

This is a great opportunity to co-create a new playbook for ourselves, our people, and their teams by enabling and empowering the mindset shift to the Growth Zone, to transform cognitive dissonance, and use it as the creative tensions toward being comfortable with being uncomfortable.

This involves engaging in a set of consistent and regular practices, to build and support a willingness to embrace change, disruption, and uncertainty, to take on even the impossible.

  1. Hit your Pause Button: retreat from activity, get grounded in stillness and silence, and be fully present to your energetic state. Be mindful and pay deep attention to recognise your patterns, attune to what is really going on, and get unhooked from any internal chatter, stories, and unconscious default patterns.
  2. Label Your Thoughts and Emotions: be fully present and get connected to yourself and to others you are interacting with, feel the feeling, knowing that it is transient.
  3. Acknowledge and Accept: allow yourself to accept and embrace the range of feelings, be empathic, compassionate, and open-hearted with yourself and with others.
  4. Detach from and Observe your Thoughts and Emotions: be willing to create and sustain an open mind, be inquisitive and curious, explore the non-judgemental space between your feelings and how to effectively respond to them.
  5. Identify difficult feelings: as you experience them and find more appropriate ways of responding instead of reacting, be willing to become a “detached observer”.
  6. Be emotionally agile: learn to see yourself as the operating system, filled with possibilities, knowing that you are more than one part of it and flow with it
  7. Be courageous and brave: challenge the status quo, and your habitual thinking, feeling, and decision-making habits and build your confidence to reboot, consistently disrupt yourself and be comfortable with being uncomfortable.
  8. Be imaginative and creative: reimagine your most desirable future state, be optimistic and positive about choosing the best ways to reset, and walk your way forward into the unknown.

Focusing your attention and being intentional

Being comfortable with being uncomfortable, enables us to re-think creates openings and thresholds for developing 21st-century superpowers, limitless possibilities for change, growth, learning, and innovation.

By empowering us to respond positively to uncertainty, and dynamic change that respects and engages people’s values and humanity, in co-creative and innovative ways that improve the quality of people’s lives in ways they value, appreciate, and cherish.

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Bring Newness to Corporate Learning with Gamification

Bring Newness to Corporate Learning with Gamification

GUEST POST from Janet Sernack

I was first introduced to gamification upon meeting Mario Herger, in 2012, when he was a Senior Innovation Strategist at SAP Labs LLC, in Israel, as a participant in his two-day gamification workshop for Checkpoint Security Software. It was an exciting and exhilarating journey into the playful and innovative world of gamification pioneers such as Farmville, Angry Birds, and BetterWorks. Creatively exploiting the convergence of trends catalyzed by the expansion of the internet, and by the fast pace of exponential technology development making gamification accessible to everyone.

Propelled further by people’s increasing desire to socialize and share ideas and knowledge across the globe. Coupled with their desire to learn and connect in a high-tech world, to be met in ways that also satisfied their aspirational, motivational, and recreational needs, as well as being playful and fun.

The whole notion of making gamification accessible to corporate learning simmered in my mind, for the next ten years, and this is what I have since discovered.

Evolution of the gamification market

In 2012 Gartner predicted that – Gamification combined with other technologies and trends, gamification would cause major discontinuities in innovation, employee performance management, education, personal development, and customer engagement. Further claiming that by 2014, 80% of organizations will have gamified at least one area of their business.

It seems their prediction did not eventuate.

In their Gamification 2020 report, Gartner then predicted that gamification, combined with other emerging trends and technologies, will have a significant impact on:

  • Innovation
  • The design of employee performance
  • The globalization of higher education
  • The emergence of customer engagement platforms
  • Gamification of personal development.

It seems this prediction is now an idea whose time has come!

According to Mordor Intelligence – The global gamification market was valued at USD 10.19 million in 2020 and is expected to reach USD 38.42 million by 2026 and grow at a CAGR of 25.10% over the forecast period (2021 – 2026). The exponential growth in the number of smartphones and mobile devices has directly created a vast base for the gamification market.

This growth is also supported by the increasing recognition of making gamification accessible as a methodology to redesign human behavior, in order to induce innovation, productivity, or engagement.

Purpose of gamification

The initial purpose of gamification was to add game mechanics into non-game environments, such as a website, online communities, learning management systems, or business intranets to increase engagement and participation.

The initial goal of gamification was to engage with consumers, employees, and partners to inspire collaboration, sharing, and interaction.

Gamification and corporate learning

The last two years of the coronavirus pandemic caused many industries to deal with their audiences remotely and combined with an urgent need for having the right technologies and tools to:

  • Reach out to, and connect with, both their employees and customers, in new ways

Acknowledging the range of constraints and restrictions occurring globally we have an opportunity to couple these with the challenges, disconnectedness, isolation, and limitations of our remote and hybrid workplaces.

While many of us are seeking more freedom, fun, play, and adventure, yet, we are still mostly bound to our laptops, TVs, and kitchens, and locked up within the boundaries of our homes, local neighborhoods, and hometowns.

  • Expanding knowledge, mindsets, behaviors, and skills

At the same time, this period has also created incredible opportunities for expanding our knowledge, and developing new mindsets, behaviors, and skills!

In different ways to help teams and organizations adapt, innovate, and grow through gamification, which increases our adaptability to flow and flourish and drive transformation, within a constantly, exponentially changing, and disruptive workplace.

Benefits of a gamified approach

Companies that have focused on making gamification accessible within their learning programs are reaping the rewards, as recent studies revealed:

  • The use of mobile applications gamified individually or as a complement to an LMS or e-learning platform has been shown to improve employee productivity by 50% and commitment by 60%.
  • That 97% of employees over the age of 45 believe that gamification would help improve work.
  • That 85% of employees are willing to spend more time on training programs with gamified dynamics.

Gamification is finally at an inflection point

The shift from face-to-face and live events to online created an opening for improving the quality of coaching, learning, and training experiences in ways that align with the client’s or organization needs and strategic business goals.

Keeping people and teams connected, engaged, and motivated in the virtual and hybrid workplace for extended periods of time is a key factor in business success.

Atrivity is a platform that empowers employees and channels to learn, develop, and perform better through games have identified eight trends influencing the growth and adoption of gamification including:

  • Gamification for Digital Events are here to stay, people are time and resource-poor, and will more likely attend a digital event rather than invest time and resources in travelling.
  • Gamification for Millennials and gen-Z is their new normal, being a generation who have grown up with, and become habitually attuned to Facebook and Instagram.
  • The start of Virtual Reality and Augmented Reality is speeding up and offers new creative approaches.
  • Remote onboarding becomes standard as we all adapt to a globalized and diversified work environment.
  • Gamification helps to reduce hospital strains with emerging telehealth innovations.
  • Customization of, and access to contents allows us to visit museums, galleries, libraries virtually
  • Knowledge evaluation metrics have become common proactive through the use of app-based dashboards and scorecards that provide gamified reward and recognition processes
  • Gamification is an Enterprise “must-have” tactic to attract and retain talent.

Corporate learning is also finally at an inflection point

Innovative new organizations like Roundtable Learning focus on co-creating one-of-a-kind training programs that utilize innovative technologies, reflect the client’s brand, and show measurable business results by enhancing traditional corporate learning practices and embracing more interactive, engaging programs.

This is what ImagineNation™ is collaborating with Binnakle Serious Games to bring newness, creativity and play, experimentation, and learning in gamified ways to enable people and teams to innovate, by making gamification accessible to everyone!

We have integrated technology and co-created a range of blended learning solutions:

  • Digital and gamified learning experiences for groups and teams.
  • Playful and experiential learning activities that deliver deep learning outcomes.
  • Co-creation of customized or bespoke blended learning programs that deliver what they promise.

Making corporate learning accessible, affordable, and scalable

Our aim is to make corporate learning agile, by making gamification accessible, and scalable to everybody, across all time zones, modalities, geographies, and technologies.

Where people have time and space to unlearn, relearn, reskill and upskill by engaging in and interacting with both technology and people:

  • Understand and learn new innovative processes, concepts, principles, and techniques and feel that their new skills are valued.
  • Retreat, reflect and explore, discover and navigate new ways of being, thinking, and acting individually and collectively.
  • Question, challenge the status quo and experiment with new ideas, explore effective collaborative analytical, imaginative, aligned problem-solving and decision-making strategies.
  • Safely fail without punishment, make and learn from mistakes, to iterate and pivot creative ideas and innovative solutions that really matter.

To meet our client’s short- and long-term learning needs in terms of innovation focus or topic depth and breadth. Through enhancing teaming, teamwork, and collaboration, by offering products and tools that make gamification accessible to suit all peoples learning styles, time constraints, diverse technologies, and cost needs.

Who was I to know that it would take another ten years for making gamification accessible enough to reach a tipping point!

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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A How To Guide for Overcoming Procrastination

A How To Guide for Overcoming Procrastination

GUEST POST from Janet Sernack

I often wonder why some people procrastinate by delaying, postponing, or avoiding solving problems, or by withdrawing from making smart decisions, taking calculated risks, or taking intelligent actions?

  • Why do they become paralyzed and unable to take the actions necessary to solve some of their key problems?
  • Why do they often resist making even the most necessary changes to support the delivery of their creative solutions?
  • Why do so many also avoid taking personal responsibility and being accountable towards achieving their desired outcomes and goals?
  • Why do people disengage, even when the situation or problem may be critical to their own, their teams, or their organizations success?

Despite knowing that there may be a range of negative consequences for procrastinating, involving a crippling, overwhelming, and paralyzing combination of reactive responses?

Which then typically impacts negatively on people’s self-efficacy and self-belief, self-worth, and self-esteem and diminishes their motivation, disengages them and immobilizes their ability to take the necessary actions and as a result, spiral downwards?

How do we help people overcome procrastination?

  • Why is this important?

It seems that procrastination is a challenge we and many others have faced at one point or another, where we struggle with being indecisive, delaying, ignoring, avoiding taking actions to initiate, progress, or completing tasks that may be important to us, as well as on issues that really matter to us, our teams, partners and organizations.

Ultimately leading to failures, and an inability to mitigate risks, or be creative and inventive and decreasing possibilities for innovation and increasing engagement, productivity, and improving performance.

Also potentially leading to feelings of loss, insecurity, inadequacy, frustration, disengagement, and depression and in extreme cases, client, project failures and job losses, and even burnout!

Why do people procrastinate?

  • The need for security and self-protection is the key root causes of procrastination

Procrastination is most often a self-protection strategy, a way of defending ourselves, rooted in fears that result in anxieties around feeling unsafe, vulnerable, and being judged or punished, especially in times of uncertainty, unpredictability, uncontrollability, and when feeling overwhelmed.

In most organizational contexts, procrastinators are likely to respond be risk-averse by:

  • Being apprehensive and even withdrawing energetically (dis-engaging) from people as well as from the creative conversation, coupled with a lack of commitment to the change process or towards achieving the agreed goal (lacking conviction and being worried about the future).
  • Not showing up and spending a lot of time and energy zigzagging around and away from what they feel is consuming them or making them feel threatened or uncomfortable (avoidance).
  • Blaming external people and factors for not “allowing” them to participate or succeed (time, workload, culture, or environment).
  • Denying that achieving the goal really matters, bringing up excuses, and reasonable reasons about why having the goal doesn’t really matter to them, as well as a willingness to take risks (non-committal).
  • Being fearful of the future, dreading what might be the range of possible negative and overwhelming events and situations (pessimism).

What are the key signals of an effective procrastinator?

The first step in noticing the key signals is to tune into our own, and peoples’ effective avoidance default pattern as to what is really going on from a systemic perspective.

By paying deep attention, and being non -judgmental and non evaluative to the range of signals outlined as follows:

Behavior Signals

  • “Playing it safe” or “being nice” by being unwilling to challenge and be challenged.
  • Resisting any change efforts, disengaging, and being reluctant to disclose and share authentically what is really going on for them.
  • Unwillingness to take risks.
  • Shying away from engaging with their partners, families, colleagues, group activities, and from having candid conversations.
  • Being overtly indecisive and non-committal.

Neurological State Signals

  • Increased anxiety and “attention deficit” syndrome.
  • Low motivation and self-confidence.
  • Diminished ability to self-regulate and self-control.
  • Diminished self-efficacy and self-concept.
  • Onslaught of the creeping doubts and the imposter syndrome.

Extrinsic or Environmental Signals Occur When Fearful of Perception of Others

  • Performing poorly, making mistakes, or failing.
  • Fearful of doing too well, or in being too successful.
  • Losing control, status, or role.
  • Looking stupid, or being disapproved of.
  • Avoids conflict situations.

Fear of Success Signals

Some of us are unconsciously afraid of success, because irrationally we secretly believe that we are not worthy of it and don’t deserve it, and then self-sabotage our chances of success!

  • Being shy, introverted, and uncomfortable in the spotlight.
  • Being publicly successful brings social or emotional isolation.
  • Alienating peers as a result of achievement.
  • People may think you’re self-promoting.
  • Being perceived as a “tall poppy”.
  • Believing that success may not be all it’s cracked up to be, and that it might change you, but not for the better.

Fear of Failure Signals

Some people’s motivation to avoid failure often exceeds their motivation to succeed, which can cause them to unconsciously sabotage their chances of success.

  • Cognitive biases or irrational beliefs act as filters distorting reality.
  • Past pains felt from being vulnerable, abandoned, punished, blamed, or shamed in front of others, or of being disapproved of, envied, rejected, or disliked by others.
  • Fearful of looking “bad” or incompetent, in front of others.
  • Feeling threatened, a sense of danger or potential punishment, causing them to move away (freeze, fight, take flight) from confronting dangerous, painful situations as threatening.

Overcoming Procrastination Tips 

  • Co-create a safe, compassionate, and collaborative relationship

As most people find safety in procrastination at some point in time, to be an effective leader, manager, or coach in these situations, it’s important to be empathic and compassionate and “work with” where they may be coming from in terms of underlying self-beliefs:

  • “I don’t want to get hurt”.
  • “I don’t want to expose myself to risk”.

As well as respond constructively to their thoughts about how others may see them including:

  • Lacking confidence,
  • Hesitant.

Noticing how they may perceive themselves:

  • “I am nowhere near as good as I should be”.
  • “I am inadequate.”

Then by paying deep attention, and being intentional in co-creating a safe creative, and collaborative conversation that builds safety, permission, rapport, and trust by being:

  • Gentle and non-threatening, being both kind and courageous,
  • Aware of being both too direct, fast, and too laid back.
  • Providing gentle guiding, assurance, and lots of patience.
  • Focused on encouraging engagement, commitment, and confidence towards setting and achieving the desired outcome.

Ultimately enabling and equipping people to overcome procrastination creates openings and thresholds for learning and growth, to become the best person, to themselves and others, they can possibly be, and achieve the changes they wish to make in the world.

Find out about The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting May 2022. It is a blended learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach to innovation, within your unique context. Find out more.

Contact us now at mailto:janet@imaginenation.com.au to find out how we can partner with you to learn, adapt, and grow your business, team and organisation through disruption.

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Dare to Think Differently

Dare to Think Differently

GUEST POST from Janet Sernack

As many of my colleagues are aware, I am at heart, a maverick, an unorthodox or independent-minded person. Who is curious and inquisitive, and finds change and challenging the status quo exciting, fascinating and stimulating. I am also, considered, by some, as a misfit, someone whose behaviors and attitudes sets them apart from others in an uncomfortably conspicuous way, that often rocks the boat. There is a range of consequences for people like me, who dare to think differently, especially now that I have also achieved the status of a Modern Elder – “the perfect alchemy of curious and wise, with curiosity leading to expansive inquiry while wisdom distills what’s essential.”

Coupled with both the challenges and constraints of the currently disrupted Covid-19 and digitized world, I am finding that the consequences of being different have intensified, become more impactful, and are often, quite confronting. Where differences cause resistance to change, divisiveness, and conflict, rather than maximizing differences in ways that embrace our humanity, diversity, to harness collective intelligence to make the organization, or world a better, more inclusive, and safer place.

Diversity is of the Essence

According to Jonathan Sacks, in his book “The Dignity of Difference- How to avoid the clash of civilizations,” he states that “we are living in the conscious presence of difference”.

Which exists in the home, in the street, in our workplaces, communities, and countries where we constantly encounter groups and cultures whose ideas and ideals are unlike ours. “That can be experienced as a profound threat to identity. Identity divides.” Considering that “the world is not a single machine, it is a complex, interactive ecology in which diversity – the biological, personal, cultural and religious – is of the essence.”

“When difference leads to war, both sides lose. When it leads to mutual enrichment, both sides gain.”

As is currently being evidenced by the tense and tentative Ukrainian and Russian border confrontation, with its potentially tragic consequences. Where Yuval Noah Harari states in a recent article in The Economist – “At the heart of the Ukraine crisis lies a fundamental question about the nature of history and the nature of humanity: is change possible? Can humans change the way they behave, or does history repeat itself endlessly, with humans forever condemned to re-enact past tragedies without changing anything except the décor”?

People Who Dare to Think Differently

Adam Grant, in his book “The Originals – How Non-Conformists Change the World” describes an original (n) as “A thing of singular or unique character; a person who is different from other people in an appealing or interesting way; a person of fresh initiative or inventive capacity”.

The book goes on to explain strategies, through studies and stories how to champion new ideas and fight groupthink, in constructive ways that maximize diversity and differences and promote dissent, as the basis for cultivating original thought to effect positive change.

Ray Dallio, in his book Principles explores this further, suggesting that “if you are like most people, you have no clue about how other people see things and aren’t good at seeking to understand what they are thinking because you’re too preoccupied with telling them what you yourself think is correct.” Often causing divisiveness rather than inclusion, resistance to change, and as a consequence, missing the possibilities and opportunities that may be present.

This also impedes our overall adaptiveness and creativity in an exponentially changing, world, to make real progress, and constructively change and limits the potential for innovation, growth and ability to contribute to the common good.

Change Management Has Changed

In a recent article from the Boston Consulting Group, they stated that  “Effective change management requires leaders to shift away from one-size-fits-all approaches and develop an expanded set of context-specific strategies”.

Which are truly adaptive, collaborative, energize, catalyze change, harness, and mobilize people’s and customers’ collective intelligence, in ways that are appreciated and cherished by all, and contribute to the common good.

To ultimately collectively co-create a set of different, empowered future-fit leaders, teams, and organizations – who courageously, compassionately, and creatively contribute toward an improved future, for customers, stakeholders, leaders, teams, organizations as well as for the good of the whole.

Welcoming Dissent and Thoughtful Disagreement

At ImagineNation™ we dare to think differently and teach train, and coach people and teams to maximize their potential to lead, manage, coach, through implementing and embedding change and innovation, differently.

We enable people to lead in the imagination age by empowering, enabling, and equipping them to be and think differently to:

  • Flow with some people’s need to be “right” and in control, when they are being defensive, abusive, and divisive, even when disagreement and conflict occur.
  • Artfully and skillfully use cognitive dissonance and creative tension to pull people towards a new possibility and envision a new and compelling future.
  • Be inclusive to support mutual enrichment, through co-sensemaking, that helps them create “order” (in their own context) and simplicity from complexity and change.
  • Self-regulate and self-manage emotionally in the face of uncertainty and volatility.
  • Be relatable, empathic, inspiring, and artfully and skillfully influential in helping people open their minds and hearts toward co-creation, collaboration, and experimentation that ensures a shared contribution for mutual gain.
  • Be creative and inventive to maximize their multiple and collective intelligences through learning, contrarian thinking, constructive debate, and creative conversations that generate discovery.

In ways that engage deep generative listening, inquiry, questioning, and differing that uses cognitive dissonance to unleash the creative energy that triggers and generates thinking differently.

When people are trusted and empowered to think differently, they co-create a frequency that allows, awakens, and activates their adaptive and innovative leadership qualities, consciousness, states, and qualities of mind and heart, to effect positive change.

Taking wise and intelligent action

It also enables them to wisely choose the most intelligent actions that result in adaptive and innovative outcomes.

This helps creativity to flourish and disrupts and interrupts those people, whose complacency, conformity, and rigidity create divisions, and feelings of desolation and exclusion that kill our capacity and competence to collaborate, create and invent.

Leaving me to wonder and inquire;

  • What if the “strangers” among us simply listen, with open minds and open hearts to the thought, feelings, and opinions of others, with both curiosity and detachment?
  • What if we could collectively co-create safe containers and collective holding spaces, that maximize our differences and diversity, and simply share a creative conversation about what could be possible?
  • How might we maximize our diversity of thought, to enable us to think differently about the issue, opportunity, or problem in ways that supported differences for mutual enrichment?

There is no wisdom on one point of view

Might this result in a deeper connection when there is polarization between people?

Might it be possible to co-sense and co-create a sense of inclusion, and an opening for a deeper philosophical exploration and discovery for thinking differently about the role, nature of and impact prescriptive points of view on how people truly feel, really think, and deeply act in our globalized and connected world?

Might it help us collectively to co-create making it a better place?

Find out more about our work at ImagineNation™

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and to upskill people and teams and develop their future fitness, within your unique context. Find out more.

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Disrupt Yourself, Your Team and Your Organization

Disrupt Yourself, Your Team and Your Organization

GUEST POST from Janet Sernack

Moving into a new year is always a time for retreating and reflecting to accelerate growth and harvest new ideas from our feelings, thoughts, and learnings gleaned from the last two years of disruption, extreme uncertainty, and instability. Whether you are actively seeking to disrupt yourself, your team, and your organization to effect sustainable success this year, or not, we all have the opportunity to adapt, innovate and grow from the range of challenging events that impacted us in the past 24 months. This is why it might be useful to see these disruptive events as positive, powerful, and impactful forces for creating new cracks in your own, or your team or organizational soil – to sow some imaginative, creative, and inventive seeds for effecting positive change in an unstable world.

To see them germinate the desired changes you want for yourself, your team, and organization and deliver them, to survive and thrive in 2022.

We are all being challenged by disruption

Our status quo and concepts of business-as-usual have all been significantly disrupted, resulting in a range and series of deep neurological shocks, that have shaken many of us, our teams, and our organizations, to our very cores.  Some of us adapted to a sense of urgency and exploited the opportunity to reinvent, iterate, or pivot our teams and organizations, towards co-creating individual and intentional “new normals” and just “got on” with it. Some of us have continually denied, defended, and avoided making changes, where many of us have sunk deeply into our fears and anxieties, falsely believing that our lives, and our work, would eventually go back to “normal”.

This is because a significant number of our habitual, largely unconscious mental models and emotional states, were disrupted, largely by events beyond our individual and collective control.  Causing many of us to experience “cognitive dissonance” (a situation involving conflicting attitudes, beliefs, or behaviors that produce feelings of mental discomfort leading to an alteration in one of the attitudes, beliefs, or behaviors to reduce the discomfort and restore balance) from the chaos, discomfort, confusion, and conflict.

Which saw many of us, disconnect cognitively and emotionally, from the current disruptive reality, where some of us secretly hoped that “it will all go away” manifesting and festering fundamentally and unconsciously, as inherent neurological immobility, (freeze, fight, flight) resulting in many areas as resistance to change.

Why disrupt yourself, your team, and organization?

Yet disruptive change is inevitable, the speed and pace of exponential change cannot be stopped, the range of complex and wicked global and local problems that need to be solved collectively, aren’t going away.

Job security and full-time employment, as hybrid and virtual work, and technology accelerate, are becoming “things of the past” as the workplace continues to destabilize through digitization, AI, and automation.

Whilst the war for talent also accelerates as the great resignation sets in and people make powerful, empowered life balance decisions and are on the move globally.

Taking the first steps to disrupt yourself, your team, and organization

In this time of extreme uncertainty, we have a unique moment in time, to disrupt ourselves, teams, and organizations by:

  1. Hitting our individual, collective mental, and emotional pause buttons, to retreat from our business-as-usual activities, and take time out to reflect upon paying attention and qualifying:
  • How specifically have I/we been disrupted?
  • How have our people,  teams, and customers been disrupted?
  • What are some of the major collective impacts on our organization’s current status and how might these impact our future growth potential and overall sustainability?
  • How connected are we to an exponential world, how can we ensure that our feelings, thoughts, and actions, connect with what is really happening to us, our teams, and our customers?
  • What causes disconnection and how might we manage it to be more mentally tough and emotionally agile in an extremely uncertain future?
  • What really matters to us, our teams, organizations, and customers – what do our people, teams, and customers really want from us?
  • What are some of the key elements of our organizational strategy to enact our purpose and deliver our mission?
  1. Generating safe, evocative, provocative, and creative conversations, that evoke deep listening and deep questioning, about how to individually and collectively reconnect, revitalize, rejuvenate and reenergize people, teams and organizations to survive and thrive through asking:
  • How can we engage and harness our people and teams’ energies in ways that mobilize their collective intelligence to evoke new mindset shifts and new ways of thinking and acting?
  • What are some of the key mindsets and traits we need to disrupt, shift, and cultivate to be successful to adapt and grow through disruption?
  • What skills do our leaders and teams need to learn to think and act differently to shift the organizations culture to deliver our strategy?
  • How might we shift our teams and organizations to be agile, and redesign our organizations for both stability and speed?
  • What does it mean to us, our teams, and organizations to be creative, inventive, and innovative – How might we shift our teams and organizations to be more creative, inventive, and innovative?
  • What are the new behavioral norms that will support and enable us to execute agile and innovative changes?
  • How might becoming agile and innovative help our people, teams co-create a healthy, high-performing, and sustainable organizational culture?
  • How might becoming agile and innovative add value to the quality of people’s lives and help our customers flourish?
  1. Becoming comfortable with being uncomfortable by developing our peoples, teams, and our organizational “discomfort resilience” and dance of the edge of your comfort zones through:
  • Creating safe environments where people and teams are allowed to experiment,  have permission, and are trusted to practice, make mistakes as they move through difficult emotions, and take little bets in low stake situations.
  • Intentionally breaking organizational routines and habits, to create space in people’s brains for new neural pathways to be developed.
  • Enabling people and teams to become mindful of their triggers, to interrupt their automatic reactions.
  • Equipping people and teams to thoughtfully and intentionally respond to situations, that make them uncomfortable and risk-averse, by knowing how to think differently.
  • Bringing more play into the way people work, encourages people to be imaginative, inquisitive, curious, and improvisational, to seek different ways of thinking and acting, that really make a difference in how work gets done.
  • Support people and teams to learn by doing, and failing fast, without the fear of blame, shame, and retribution, despite it being risky to do that.

Why not disrupt yourself, your team, and organization?

The future is going to be full of disruptive events and circumstances that will impact is our families, communities, team, and organizations, and the conditions of extreme uncertainty and disruption are not going to go away. In fact, they are fundamental to what might be described as our collective “new normal” and it’s up to you to disrupt yourself, your team, and organization, to lead, adapt and grow, to survive and thrive through it.

Find out about The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting May 2022. It is a blended learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach to innovation, within your unique context. Find out more.

Contact us now at mailto:janet@imaginenation.com.au to find out how we can partner with you to learn, adapt, and grow your business, team and organization through disruption.

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