Archive for June, 2017

Creating Breakthroughs and The 72-Hour Rule – Episode 12

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Originally posted at http://www.avivconsulting.com/cnf12

In this episode we focus on what great learners and leaders do, and on how high performers create breakthroughs. Of all the practices I have been teaching to high performing leaders, the 72-Hour rule is one of the game-changer that enabled more people to accelerate results and create breakthroughs. Here are some of the key points I discuss during this 9-minute podcast:

The 72-hour rule states that if you do not take the first step toward applying a new learning and idea within the first 72 hours, the likelihood that you will implement it quickly approaches zero.

  1. New learnings, new insights, and new knowledge carry an energetic potential for change. I call this energetic potential – the “protein value” of learning.
  1. At the point you receive and experience a new insight, the potency for change is 100%.
  1. As the length of time increases from the exposure to the insight, the potential for change diminishes. Here is a way to look at this mathematically:
  • At the incidence of learning — you have 100% potency for change
  • Three hours lapse – a little dissipated and you have 95%-98% potency
  • 12 hours – the change potency diminished to 90%
  • 24 hours – 85% potency
  • 48 Hours – 75% potency
  • 72 Hours – 51%-60% potency
  1. Below 51%, the energetic potential for change is diluted to the point of ineffectuality. Which practically means that the gravitational pull of current conditions, habits, and the entrenched inertia override and cancel the change energy initiated by the learning and gravitational pull of a new and different future.
  2. The cycle of learning is about instantiating ideas and actualizing possibilities. When it works well, it becomes a virtuous spiral of growth and development. Here is what that cycle looks like:
  • Stage 1 – you receive: you learn a new skill.
  • Stage 2 – you understand: you test the learning to validate and confirm it.
  • Stage 3 – you apply: you put the new skill to use within 72 hours.
  • Stage 4 – you teach and take ownership: you create success with the new skill, which motivates you to continue using the skill, teach it to others and learn more new skills.
  1. The leverage is in the velocity of implementation—how fast you move from idea to development and practice.
  2. Sharing the new information and skill with others through teaching and coaching crystallizes your own learning and enables you to achieve a new level of mastery.
  1. An idea is only as good as its concretizing action. You need to move immediately to augment the potency of change and build the momentum of new results. The “muscle” to practice is the concretizing muscle – it’s the muscle that determines your application velocity and accelerates the movement from idea up through the spiral to implementation.

How will you activate the 72-Hour rule today? Who will you teach and share these ideas with to build the momentous and virtuous cycle of learning breakthroughs?

We are here to enable new growth, and to help create new futures.

We are here to enable new growth, and to help create new futures. Click To Tweet At the point you receive and experience a new insight, the potency for change is 100%. Click To Tweet An idea is only as good as its concretizing action. Click To Tweet Learning is about instantiating ideas and actualizing possibilities. Click To Tweet The leverage is in how fast you move from idea to development and practice. Click To Tweet

Lead with your Heart, Gut, and Brain with Rohit Tandon – Episode 11

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Originally posted at http://www.avivconsulting.com/cnf11

My guest for this conversation is Rohit Tandon. Rohit is the Senior Vice President and Business Leader of GENPACT Analytics and Research Business where he drives change and influences results by helping clients harness the value of big data and analytical insights. With over 25 years of leadership experience in companies like GE, IBM, and Hewlett Packard, Rohit is able to help companies build clarity of purpose and structure in order to deliver the performance and financial results they seek.

Essential Learning Points From This Episode

  • How do you encourage curiosity in the formative years? “Early in life, I became curious to see beyond what I see, to learn to appreciate different points of view, and to find new and better solutions.”
  • hy should you make non-linear carrier moves to develop end-to-end capabilities? What Rohit learned in the few months in advertising is that, “the best idea in the world will die without the storytelling that brings it to life.”
  • What did you learn in the early development of Accenture India? Needing to become a Generalist and address strategy and execution issues is the best preparation for a General Manager role.
  • What is the best learning experience? “At GE I was surrounded by leaders I looked up to and wanted to emulate. This was the best development experience ever.
  • “I only hire to my team people who know more than I do in at least one domain and aspect of our business.”
  • Change is an opportunity. A lot of energy is spent on trying to resist change. That energy is better spent in trying to understand the rationale for the change and then identifying the opportunities in the change.
  • Take more risks. Take more leaps of faith, don’t over analyze. Enjoy what you are doing. It’s your responsibility to create the role. Lead with your heart, gut, and brain.
I am standing on the sum totals of the experiences I’ve had. Click To Tweet Take more risks. Take more leaps of faith, don’t over analyze. Enjoy what you are doing. Click To Tweet The best idea in the world will die without the storytelling that brings it to life. Click To Tweet I make sure that anyone who comes and joins my team knows more than me in at least one or more areas. Click To Tweet I like to look at change as an opportunity. Click To Tweet

What Is Audacious Leadership with Dan Leahy – Episode 10

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Originally posted at http://www.avivconsulting.com/cnf10

My guest for this conversation is Dan Leahy. Dan is an educator with over 30 years of teaching and consulting experience with a special focus on the emergent capacities of complex adaptive systems.

Dan was the president of LIOS (Leadership Institute Of Seattle) for more than a decade and he is currently the Director of the Seattle campus of Saybrook University where he provides strategic and operational leadership for the campus.

In this conversation with Dan, we explore his calling and his journey with LEOS, why in order to change the world you must begin by changing the conversation, and that moment when a student’s eyes light up with a clarity about his or her sense of purpose.

Essential Learning Points From This Episode

  • Codify the patterns of emergent growth: find the global in the local, identify the universal inside the personal.
  • To change the world, change the conversation. If you are unhappy with the situation, work to reframe it.
  • What is solution focused therapy?
  • How did Dan find his calling of working with people?
  • “The moment when the student eyes light up with a clarity about his sense of purpose felt like connecting with the heart and soul of the work.”
  • “Delivering content became the opportunity to discover the learning in the moment in the room.”
  • “If you are not willing and able to lead this organization whole heartedly, get the hell out of the way so that somebody who is can.”
  • Leadership is finding the courage to take stance and voice your conviction.
  • As a leader, can I confront the issue of the heart? Am I wholehearted?
  • Management helps to maintain the integrity of the DNA of the system and the leadership works to connect to and engage with the larger environment, where the evolution of the system can be found.
  • What kind of leadership is needed now? What is audacious leadership?
  • Tapping into the potential to evolve is audacious.
  • What is fiberglass syndrome in complex systems?
  • Courageous collaboration requires that the individuals involved are courageous.
  • Generative conversations are intentional conversations.
Codify the patterns of emergent growth, find the global in the local. Click To Tweet To change the world, change the conversation. If you are unhappy with the situation, work to reframe it. Click To Tweet The moment when the student eyes light up with a clarity about his sense of purpose… Click To Tweet If you are not willing and able to lead wholeheartedly, get the hell out of the way so that somebody who is can. Click To Tweet Leadership is finding the courage to take stance and voice your conviction Click To Tweet As a leader, can I confront the issue of the heart? Click To Tweet What kind of leadership is needed now? What is audacious leadership? Click To Tweet Tapping into the potential to evolve is audacious. Click To Tweet Generative conversations are intentional conversations. Click To Tweet

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