Enlightened Management | Dominic Kotarski | Skillshare
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11 Lessons (56m)
    • 1. Intro to Enlightened Management Course

      2:17
    • 2. Module 1 - What is Management Really

      4:26
    • 3. Module 2 - Importance of a Strong Vision & Giving Direction

      6:34
    • 4. Module 3 - The Leadership Challenge

      4:06
    • 5. Module 4 - Collaborative Approach & Coaching Mindset

      6:03
    • 6. Module 5 - Expectation Setting & Motivation

      6:39
    • 7. Module 6 - Staff Developmemnt

      11:33
    • 8. Module 7 - Staff Selection

      1:20
    • 9. Module 8 - The Little Things

      6:22
    • 10. Module 9 - Fearlessness & Risk Taking

      5:55
    • 11. Module 10 - Final Thoughts & A Big Thank You

      1:03

About This Class

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Times have changed and the world of work has too. This course on Enlightened Management will help you to understand how to be not only an effective manager but and enlightened one.

A manager that knows not just how to connect with their people on all levels but also understands how to create meaningful lifelong relationships based on intelligence and compassion.

We will explore the challenges of managing remote teams and discuss ways to improve connections and keep the human touch.

We will learn how to build on the shoulders of giants and keep the time tested common sense approaches in our management toolbox and learn how to use some simple but effective coaching methodologies in our daily interactions with our team.

 Who is this for?

  • Managers who feel stuck in terms of growth within their organizations.
  • New Managers starting out on their path and finding their feet.
  • People who aspire to be a great manager one day.
  • Managers who want to take a pulse on how they’re getting thing done through their people and possibly get some additional tips and tools to keep growing as leaders in their organizations

So... what are you waiting for? Let's get Started!!

Transcripts

1. Intro to Enlightened Management Course: hi, everyone, and welcome to the enlightened management course. My name is dominant Qatar ski, and I'm an author, executive coach and corporate workshop facilitator. Can we agree that times have changed in the world of work? Has to This course of enlightened management will help you to understand how to be not only an effective manager, but unenlightened one manager that knows not just how to connect with the people on all levels, but also understands how to create meaningful, lifelong relationships based on intelligence and compassion. We will explore the challenges of managing remote teams and discuss waste, improve connections and keep that human touch. We will learn how to build on the shoulders of giants and keep the time tested. Common sense approaches in our management tool box and learn how to use some of the simple but effective coaching methodologies and our daily interactions with our team. Who is this course for? For managers who feel stuck in terms of growth in their organizations, new managers starting out on their own and just learning to find their feet? People who aspire to be great managers one day as well. Managers who want to take a pulse on how they're getting things done through their people and possibly get some additional tips and tools to keep growing as leaders in the organization. How does that sound? So here are the modules. So you know what to expect in this course module number one. What is management really and wise. So highly paid module two. Importance of a strong vision and providing direction for your team. Model number three, The Leadership Challenge Module four. We're gonna cover collaborative approach and coaching mindset Module five, Expectations setting and motivation. Model number six will talk about staff development Module seven. We're gonna talk about staff selection and modulate. We're gonna talk about those little things that make the big difference. Model number, non fearlessness and taking risks. Model number 10. We're gonna do a wrap up and put some final thoughts into the course. So what are we waiting for? Let's get started. Click on module one and let's get stuck in 2. Module 1 - What is Management Really: module one. What is management? So let me ask you a question. If I asked you for a definition of management, what would you come up with? Okay, Yeah, that makes sense. That's a Is that it, like from a personal basis or just what you actually think management is. It's a funny question because a lot of people don't know the answer that. So if I go to the dictionary and I look up management, I'm probably gonna find something like something very sterile, like getting work done through others, which actually, technically, that's what management ISS and probably goes to the next step of white management is so highly paid. We corporations want to create value. They have either assets or they have services, but they have assets. They want to increase in value. And, of course, everyone working in the company. Their goal should be to increase the value of that asset to make. Make the company bigger to make sure that it's creating more money and more revenues. And managers are a big part of that problem is, is that managers often times aren't holistic in their approach with dealing with people. Sometimes they're just too focused on getting the job done and finding people who are willing to get the job done and work overtime and push them to the limits to get the work done and expect people to give up their entire life for the service of the organization. Let's be honest, though. How good is that for attention? I don't think it's very good, is it? And we can put up with it for a little while. But the long term approach is usually companies that burnout or change or grow, or they have high staff turnover. And the company isn't growing in value because people don't want to deal with these types of companies we don't want to pay for. Their service is the only time we would do that is if it was the only service available. So as a manager especially moving towards as an enlightened management manager, we want to take a more holistic approach. What we want to do is look at how the person and in general, how they approach work when they come to work, are they in a good mood or and they battle had something personal happen and just taking that middle time out to talk them about what's going on in their lives and looking at that is important and no okay, How can we get the work done that we need to get done today? And I think taking those little approaches and taking that little time out makes a big, big difference. So managers are there to get the work done and make sure that everybody's on board with creating value for the company. But they're also need, in order to be long term, have a long term approach, help people Teoh, connect with the organization in a better way and come to work ready to work, excited about working. And there's lots of tips and tricks that will talk about other modules on how to get that done. Now, what I want to do just to get our mindset in the right way in terms of going towards really becoming not only an effective manager, but in Line one is, let's look at incidents. Maybe. I think the approach in this sense will be an exercise to write down an incident that either happened to yourself or somebody that you know it work and the write down what happened then I want you to write down how the manager dealt with it. Now, if you're the manager in this instance, please write. You can take that course for yourself. But if you're not yet a manager and you're just working through this course to figure out how to be a great or unenlightened manager, what you want to do is write down what happened in the incident. What was the result of that? Then what I wanted right now is the impact it had on the individual and the organization. And lastly, what I want to find out is the result. So in the end, how were things result? How did they end up? Did the company benefit from from that incident? Was it dealt with properly? And how is the individual who is responsible that IHS incident? How did they react and how, if they bounce back from that situation or are they still in the company? It's a very interesting exercise that I want you to take, because this will help us through the rest of the course. So take this important exercise and then we'll get into the next module and were worked through that you can just list it down below. If there's any questions, I can answer all your questions that you have about your incident. And hopefully we can help out to make that better, Thank you very much and we'll see you on the next course. 3. Module 2 - Importance of a Strong Vision & Giving Direction: pat yourself on the back. You had a great assignment module to importance of strong vision and providing direction for your team. Human beings we need. We're probably the only animal that needs hope in order to progress and get up in the morning. And even even it's been noted by by scientists that we need hope to stay alive in some instances. Animals not so much. So they just know what they gotta do. They get up, they protect their home, their their nice little puppy dog. They know that they have to eat their food and they know they like going for a walk, and they love to play. So keeping that in mind what I think is important, especially with the idea of having a strong vision in knowing that as a manager you're no different than the CEO of your team of that organization, you might have ah, higher CEO. You might be in middle level management, but it's so important to provide really strong vision and be excited about the future human beings we need that we love following strong leaders, people that believe in a future that's better than the one that we're at now, and we loved going in exciting new directions. So how you get that vision and where you get that vision from is probably one of the single most important things you can do in order to be an enlightened manager, because that's where we get our life from. That's where we get our hope from. That's what we can follow. A very strong leader is someone who knows what they want to do, knows where they want to go, and they know that they're putting together the right team in order to get them there. So how can you get this strong vision if, for instance, it's not being provided with you? If you are the founder of the company and you don't have a CEO with a strong vision, there's no excuse. You can still have that vision. So how can you do it? Think it's important that you can believe that you can achieve the seemingly impossible? It's very, very important to do that, And if you can believe that, you can achieve that and you can believe in your people maybe more than they believe in themselves that they can achieve the impossible. That's how you create a strong vision. Second thing you can do is communicate openly and honestly on a daily basis. The good stuff. And most importantly, I know this sounds funny, the bad stuff and how we're overcoming these hurdles in these challenges. Businesses exist because they solve problems and there's not a business in the world that doesn't solve a problem. So why would be would weave the afraid of challenges and problems in our organization? The bigger the problem, the more money will get paid if we can solve that problem. So having that type of mindset will also help you toe have that stronger vision. And the third thing. And I think that this really is important in order. If you're kind of stock with Bonnie, vision is stir yourself up. Let's get back to this this this long, long time ago, the time when we were five years old and we believed that we could be anything we wanted to do and be in this world. We believe we could do anything we wanted to do in this world. We had our mind. We had her body, we could move it, and all we had was a vision of the future because that was what was in front of us. Stir up the five year old within, believe that you can get to the noon. Hey, listen, there's companies like Amazon that's that deliver books and now health food to our directly to our door. There's Tesla that's making cars and building big, boring big holes in the earth so we can, you know, get to places faster instead of undercutting the traffic. And there's also a virgin. Which these these their CEOs Richard Branson, Elon Musk and Jeff Bezos. What is it they all have in common? All their companies are different. You know what it is? They want their building spaceships to get people into outer space so their visions air huge. And I think that inspires people that work in these companies whether you work, you know, in just the warehouse at Amazon, picking and packing your like. But hey, are companies going to the moon? We're going to go to outer space. We're gonna be doing space travel, and I've signed up for the list because a couple employees get to go along for the ride. But it's that idea of a strong vision of the future that construir your people think is big as you possibly can and stirrup that imagination and people will appreciate that and they'll follow it. And we love following strong leaders. So get one for yourself in terms of actually providing direction. It's something that we love toe have ourselves. We love autonomy like we like working on our own. We like knowing our job, and we like knowing exactly what's doing our job. But sometimes we're in a situation where we're stuck, and that's where you come into play. I think it's important not to check off on your people, but the check in with your people maybe going and saying, Hey, Bob Azan, Example. How are things going in your in your project? You're working on the moment. Is there anything I can do to help? Is a lot better approach that Have you, Bob, How come I don't have your report from last week? What's going on right now? I need that report for because Head Office needs it, so I think it's a much better approach to check in with your people. Find out if you can help them. Maybe they're stuck on something maybe they need a little bit of support from the organization and that's your job as a manager to go and help your people in order to get their work done more effectively or better. And sometimes I just need a hand. Sometimes I just need you to roll up their sleeves and get in there and help them to get their work done, and they'll really appreciate that later on. So provide direction, get a vision and get a very strong vision of where you want Tokyo and really report on that talked your team as much as you can when you have opportunities, whether it be on one on one meetings or if you have a I would suggest in most organisations is important to have a daily direction meeting, which also will talk about how excited you are about where the company's going and the new products are the new services that you're taking into the marketplace and who's doing a great job in the organization. Promoting those positives and sharing it with your group is one of the most important things you can do because it gives everybody that motivation to aspire to get to the next level. It's your energy. It's your passion. It's your compassion, and it's your intelligence that will help you create that strong vision for your organization to follow. And your people will thank you for it. And they won't stop talking about how much they love working with you. 4. Module 3 - The Leadership Challenge: module. Three. The Leadership Challenge. The reason this module is about the challenge of leadership is because leadership is something that you have to do every single day. Leadership is something that you cannot just say. Oh, I'm a great leader or I'm a born leader. I disagree that people are born. Leaders are great leaders, is something you have to work. It's like a muscle you have tow. Exercise it every day because so many things that can happen that can take contest you and take you off the realm. The things that are important, For instance, passion, passion is something that has to be revived every single day. The passion, that motivation for what you're doing. Intelligence. You can't just say I'm intelligent. What you have to do is you have to continue to read, continue to study and have a path towards self development, and people can see that you're developing or growing is a leader, and that's part of helping them develop and grow. The other thing is, is I would say that leadership is not necessarily an academic thing, is something that you have to have a little bit of that say street smarts about you, which is more of a practical way of leading people. You can't just say go out and make this thing happen where they know for a fact. Your stop is like Well, yeah, well, you If they can think it, why don't you go do it and you don't have an answer for that or a way of showing that? Then I think you have to rework how you're pushing your people for leaders are people that lead from the front, not from behind. And I think all too often managers think, Well, you know, I'm there for my people. You know, I'm always there for them. I back them up. That's not really leadership in an in line way. That's not really management in the light. In a way, it's important that you have the practical aspects that you lead from the front, that you help them and you say, Well, let me show you how how to get this done and do the first steps in order to make the next thing happened. The other thing is there's a lot of talk about being emotionally intelligent. That's wonderful, But what is emotional intelligence? I think it's just a connecting with people and not treating people in this every person in the same way, because everybody's different. Some people want to be treated. They want you to be there, treat you a little bit like their mom did. And that's how you get more work done out of some people want you to be the disciplinarian . Let's say it's usually the other way around, but they want you to be the dad and discipline them. And I think that emotional intelligence is important to toe have, but not that you're sympathetic with people. My understanding of emotion intelligence is that you have compassion. You have empathy, but you don't have sympathy. When people come to you with their problems in their situations, you can recognize that. But what's really important is to have a little bit more of that coaching approach and say , I understand your problem in your situation. But in all fairness, what are you doing about it? Sometimes a tough pill for people swallow, but it's important that you not accept their problem for what it is and take it on board for yourself and then take it home with you and then let it alter your day because remember , your job as an enlightened manager is still to get the work done for the day. So sometimes by putting the problem back to the person, say, Listen, you can't solve all personal problems. What you're there to do is recognize that there's a problem exist. Ask them what they're doing about it because the answer is definitely inside themselves. And this is the the coaching approach, which is showing true leadership. So the challenge, the challenge to be a great leader is also the challenge. To really develop yourself as a person and all great managers and enlightened managers are those that challenge themselves on a daily basis in order to grow first and then show their people how they can grow. And if you can get that sort of mindset. Going for yourself is a manager and is a leader of your organization and really lead from the front. Instead of trying to push from the back, you will be unenlightened manager 5. Module 4 - Collaborative Approach & Coaching Mindset: module four collaborative approach and a coaching mindset. It's been proven that we can only do so much on her own so important that teams achieve the success that they do through working together and bringing all the minds together and all the energy together and then focusing that energy in on on a project or whatever it is that they're working on. And that's what makes massive, massive results. So for the Claver approach, I think we understand that it's important that that is led properly, but also that people appreciate on how the whole team can communicate how every thought every even opinion, for that matter is important and to give space for everybody's thoughts and opinions when they're working together on a project and in light, Manager will make sure that every voice is heard. Every concern is heard, and there's not one approach or one concern that's more important than the other. It doesn't matter about their position in the company or what their title is or how far the company, but that you enlighten approaches to bring every idea and let everybody speak their mind. And then we can build on that. I like to compare what we can achieve as a group. I guess the best analogy is to take, for instance, a libel. So a light bulb that has 100 watts of energy and it's just shown on, for instance, a plate of steel. So if we shine a light bulb above a play to steal and it's 100 watts of energy, we can shine that light, and the energy, of course, will be dispersed. So whether we wait one year or two years or five years, or let's site now with the new led bulbs, they can last up to 10 or 15 years. But if we touch that plate of steel after 15 years of the light shining on that, it'll be a little bit hot. Okay, it'll be a little bit warm. Alternatively, what what we could do is if we take that same 100 watts of energy, and if we focus that energy and on this plate of steel it becomes a laser and a laser being we know will burn through that one inch plate of steel within seconds. And this is what happens when you have a collaborative approach with your team. You're taking the energy of a large group of people. You're focusing that energy down and you're getting them to focus on on a whether it be a challenge for problem or situation or creating a product or dealing with customer service. And you bring all that energy, all that intelligence in your focus in it. And that's what a lot manager knows how to do and how to tap into on each individual situation that they're they're approaching with their company, or what they're being called upon to dio the second side of that. If you can focus that energy, you can get people working on project. It's also important that people are learning from the challenges that they're that they're going through in their businesses. So, for instance, when you're having your one on one sessions are even when you're dealing with a group session, what we want to do is utilize our coaching mindset. So what? I can explain about my years of coaching and one of the big epiphanies that I had when I first went to my coaching class and really learned the approaches that for many, many, many, many years, too many years for even say I realized that my management approach was a little bit like Now let me hear your problem. OK? What's going on with the problem? Let me hear. Let me hear it here. Okay, Here. Here's what you do. Here is the solution. And I was ramming. I was I thought it was great. I was hearing problems and ramming the solution down their throat, thinking I'm a Crichton manager because I can just like I can answer any question. All I got is here. Yeah, I was very impatient and I thought I was a great manager because I had the answer to every problem and every question and could give massive direction. I can say safely say that this approach didn't work. The problem is, is when I wasn't around when, for instance, I wanted to maybe take some time to go and work with another manager, another city or if I had to leave the country or even if I wanted to take a holiday, which with this approach, I wasn't I couldn't actually afford to take many holidays because my people needed me to solve issues and solve problems. What I learned with the coaching approach was something that for me, it was like I said an epiphany. I realized that if I had a little bit more patients, and I could be a little bit more intelligent with my question asking and little bit better listener in terms of really listening to what was being said and really learning my communication techniques and making this one assumption that the answer to the problem was within the person asking the questions was within the person asking for the help that they have the answers. My role was to question them and pull that answer out. Pull that solution out. And if I can use the coaching approach and if I could ask the right questions and knowing that the answers inside them and intelligently reached the conclusion, what happened was, Now you see, now your team owns a solution within themselves. How empowered do they feel that they have? They have a problem. They can come and talk to you about it, and they're the ones that came up with the answer and then you're like men. Awesome. I knew you knew this all the time. And by using this approach, actually, you're making your teeth. Your team able to solve issues on their own, and they don't need you as much. And they say that a great manager is someone who can develop people to be as good or better than themselves. And this is a true way of actually used getting to that stage where your people are not only as good as you in handling situation, but could be better. And by using the coaching mindset and the collaborative approach, I know that you'll be moving more towards you're enlightened management title. 6. Module 5 - Expectation Setting & Motivation: module five Expectations. Setting and motivation. These are two of my favorite topics. And I really want to explore this with you in this module expectations setting. Now I remember a story when I was living in the Netherlands and working with my team there where I ran into this really successful business person and their methodology. And their big tip was because when I run into these people always want to find out what your key, what makes you tick? How does that make what makes you successful? And I asked the gentleman I said, So you've been very successful in business. You have companies established all over the world. You've taken your company to the stock market. So tell me, what is what is your key to success? And he said, Son, let me tell you what my key to success is, he goes, People don't do what you expect on Lee what you inspect. And I was like, Oh, okay, okay. And that's your big tip. And I thought to myself later, like I get what he's saying. It it is true. You can't just leave things up and not check up on your people. And what their work is doing. I've been had many instances before where I've trusted people to do their work properly. They seem motivated. Everything was going good. But later on, when I went and checked what was happening when that work, I was finding fouls that had been hidden. I was finding work that wasn't completed, and I realized that that in some instances, yeah, that gentleman is correct. But if I lived my entire life just going out to inspect people's work, I don't think I would be really motivated as a leader or motivators and manager or even feel great about what I was doing. So in my view, an enlightened manager understands that it's important that people get their work done. Understand? Is this important to check, just like it's important to check before a plane takes off? Of course, you've got a check and inspect that things were getting done properly, but it can't be your Onley modus operandi. What I said chest, especially with expectations setting, is that yes, you should expect more from your people than maybe they expect from themselves, and this is part of of developing them and pushing them in order to move out of their parents. It's comfort zone into more what we call the Stretch zone or the learnings out because we don't grow unless we challenge ourselves. We all know that it is inherent and learning psychology and all the approach in the sciences. And we know just like our body. If it's not stressed a little bit, then we would lose our muscle mass. If he laid in bed for six months and got out, we wouldn't even be able to walk. So that shows us that we need a little bit stressors as we know our people. People get the outer space that come back. They have to work their muscles. But it's important, especially is moving towards being in the light manager that you do check. You do have good processes. You do check that the work is getting done properly. You do ask people for help, and you do want to look at it just like you would. If you're a teacher, you would grade the test to see how people are doing. Second part of it is motivation, and I think the important thing is if you can set expectations higher, people will by and work hard and develop themselves in order to reach that. If you push him too hard beyond their their stretch zone, what we call and you move him into the danger zone, then that's a little bit of issue. You don't want to do that. Your people cause no one can stay in that zone for very long. But it's important that you're the one measuring and pushing that for his motivation goes, There's lots of techniques to motivate people. But first of all, let's understand what motivation really is. You take the words on split apart, you get motive, and then Asian would be a little bit more of a. I guess it's, Ah, Greek or Latin term, and it means inaction. So actually, we take those two words and put them together. It's motive in action, and if you think about that, you think about we all need motive to do something. When people get up and go toe working morning, there's a motive there, whether it be just to pay the bills or put their kids through university or pay their their big mortgage, they have. We still need that intrinsic motivation, but there's things you can do within your organization, and things you can do is a manager that can help facilitate that activity. And one of those things is people like having fun. All too often you go to offices, you go to work in people. It's quite boring. People are having a good time. So as a manager, remember, as a leader, it's important that you create that fun environment with you work. So people enjoy coming to work. They like it and you create almost like not to use a bad buzzword, but kind of a cult feeling. And this is how we do things here. This is why I work here. Is that were we do crazy stuff. We we go on Wednesday. You know, sometimes my manager stops our floor and were able to go for a lunch. And we take like, these refresher breaks and we you know, we have some fun, and we enjoy ourselves in the office, whether it be dancing or whatever it is that you do. Rewards are good bonuses, air good. Those always help. But also, recognition is sometimes the most underestimated motivator, and it's just pointing out in a group situation that somebody is doing a great job where they do it personally or in a group. Recognition is really, really important. So don't forget to recognize people that are doing a great job and guess what? They'll probably do more of it because it's been proven that what we focus on and what we recognize and what we give creams for actually improves, and those things can be measured and are measurable. So I know it's a lot that you have to do is manage. Think Oh, also, I have to create the fun environment. Yes, you do. And that's why you get paid the big bucks. That is your role. So what we're gonna do now, you don't have any homework for this module, but we are gonna do is I'm gonna give you one of my favorite. A little refresher is little motivators that helps people and it gets everybody up and off their desks is moving, especially if you working environment where people are sitting down for a long time. So what we're gonna do, I want you to put your hands above your head and shake him around a little bit. And I just want to check you can do this exercise at home. I don't want to hurt yourself if your home watching this and I don't want you to do this, and I want you to shake a little bit and then you're gonna have to move your leg about OK, so it's basically it's arms, its head, its shape. And it's a little bit of a kick, and you can add any word you want to. So I'll throw out. Let's, for instance, reach from the positives Screwem in your head shake out the negatives, kicked him in the head. But when we do, we'll do a little bit faster. So come along with me and just shout after me. Reach for the positive screwem in your head. Shake out the negatives. Kick him in the head faster. Reach for the parts of scrutiny ahead. Check out. Okay, that's really fun. I enjoyed myself. That was your homework for this module. And I can't wait to see you on the next module 7. Module 6 - Staff Developmemnt: module. Six people development. This is the most important thing you can do for your organization, and you've got a fight to develop your people. Sometimes you gotta fight your organization or if you run your own organization, then you've got access some of the best tools in order to develop your people. Let me throw this at you. Conventional managers right the person and developed the performance enlightened managers right the performance and develop the person we want to move towards enlightenment. So what I'm going to share with you now is a tool that will help you to actually develop the person and rate the performance. So that way you keep your people on the right path to their own personal development, which will ultimately help the organization grow and help your goals to create the future for you want for your people and for your organization. Before I share the autonomy levels tracking tool with you, I think it would be an interesting Segway to share a few development challenges that some well known historic figures face. Prior to reaching their pinnacle of success. Walt Disney was fired as a newspaper editor because he lacked good creative ideas. Beethoven's music teacher told him he was hopeless as a composer. Paul Gauguin tried painting because he failed is a stockbroker. Einstein cannot speak until he was four and cannot write until he was seven. Winston Churchill fainted the first time he spoke in the Commons and stuttered so badly you could barely understanding. So I think that there's hope for the rest of us we're going to share with you now is the autonomy levels tool, which explains a lot about how we develop in our careers and how we develop a new skill. So when we start something new, there's always that continuing of time. But there's two things going on when we try a new skill, whether it be to learn to play the piano or learn to play the guitar or learn to play a new sport or learning your skillet. In your career, there's always two things going on. There's the skill development, and then there's your willpower, your motivation to actually learn the new tasks that you're trying to learn. So when you start something new, you're what we call autonomy level for. So this is right around this area, so you can see that time is just beginning, and you've got probably no skill. But when you start something, you might have some natural talent, but you wouldn't even know it when you first started. The other thing is your willpower, your motivation to actually try this new skill. So normally your willpower is quite high the first time you try something. So this explains lots of things. That explains, for instance, beginner's luck the first time you maybe step up to a dartboard, and maybe you hit that bullseye right in the middle. Your skills not necessarily there, because if you try to hit it 10 times in a row, I doubt very seriously if you could do it. But your willpower was high, so you get some luck in it, you know? Luckily, it's what explains why we we do try new things, and sometimes that that beginning success actually motivates us to continue on over time. So what happens is if you continue along the time continuum and you say, practice your darts or practice your piano or practice playing guitar over time, what's gonna happen is your skill is going to get a little bit better, so you can imagine if, let's say at 12 o'clock is the ultimate skill level. And right now we're at around seven o'clock, so your skill is getting a little bit better, and that makes sense. The more you do something, the better you get. Repetition is the mother of skill, however. What happens normally as time goes on is it gets a little bit more difficult to do the thing that you want to do. So, for instance, you can maybe play chopsticks on the piano. But when it comes to playing a full song or making it sound fuller, complete or even trying to do, compose something, the willpower dies because you just think to yourself. Wow, this is going to be so hard. It's a lot harder than I think. You've got a little bit of skill, but the will power is not there. Which explains that many of us quit on or explains why many of us can only play one song on the piano or maybe a couple of chords on the guitar. And this, at this stage of the autonomy level development of any new new skill. Actually, you'll see that this is the quitting stage so it could be with anything. It could be a year into a new job where things were a lot tougher than they seem. It could be three months into the new job. It could be a couple of weeks, depending upon the situation, so the time continuum is relative to the actual task at hand. The thing that you're trying to learn, if you're going to become a doctor, it's going to take many, many years of just going through your bachelor degree and then going to get your doctorate degree. Lots of people try. Lots of people don't finish. It also explains why 85% of people that study to be a lawyer that graduate actually only about 15% actually go on to become a lawyer. So it explains a lot the autonomy levels. The next thing that you are going to be doing overtime is you're going to be continuing to practice. Let's say you don't quit at this stage, and at this stage is is an enlightened manager. I guess you would very importantly, be there to actually pick somebody up and help them recognize the fact that this is normally the time when somebody would give up or quit. And this is the real time, the development time where you could actually get in there, be there for them off from that helping hand. And in continual moan, they just need support at that stage two, encouraging them to keep going and you know it as long as you're aware of that. With with your new people in your organization, you can catch him before they become really despondent. And I feel like giving up. As time continues on, Let's say you keep on with that task. As you can see, the skill is getting much better getting up towards 12 o'clock here and your willpower to do things that say it goes up and down and up and down, so that would explain how you have some good days. You have some bad days, and time is moving on, but you're getting better at what you're doing, and some days you don't need support and help. In other days, you might need a little push. Now, at this level, what do you think needs toe happen if you're developing people in the right way? What would you suggest? Good answer. Coaching this is where a really good manager will actually take on and put on their coaching hat and start helping people. You know, once again, as we've talked about before, you know, the answer is inside the person. What your role at that stage to do is put in your coaching hat, sit down with them, have a couple of coaching sessions actually talk to them about where their blockages might be. Maybe they have some blind spots in terms of what they expected at this stage of development in the organization. Maybe they need some some skill set development. Maybe they need some training. Maybe they need some mentorship at this level, but very important at this stage of the game that you're there for them, as as a coach, and may be looking at ways that you can develop your staff to the next level, and that's it. Autonomy level two. The next level over time. Time continues on, and you continue in developing yourself. You're going to reach a very high skill level, and that's the skill level that will call autonomy level one. So your your skill is high and of course, because you're good at something your willpower is gonna be high as well. And at this stage of the game, you're almost unconsciously competent about what you're doing. You don't even know that you're good at what you're doing, and this is a great place to arrive with any new skill that you're learning. It's great place to arrive in your job where it doesn't take a lot of brain power to to do what it is you're doing, and you don't really even realize how good you are, what you're doing. But there is a certain stage at this autonomy level, whereas an enlightened manager you need look at that and say OK, at this step, what should I be doing with my people? What's what? What needs to happen after somebody late reaches a tanalee level one on this particular task where they're being on this particular job or this particular wrong in their career level? What do you think needs to happen? Good guess. At this stage, you need a new challenge because if we don't get a new challenge, what's gonna happen is your motivation will start to waver. Your skill might not continue to increase, and you might decide at that stage that either you want to move on or find something that's more challenging, that could be moving careers. So that's why it's really important to look at your people and find out what level they are in the organization in terms of their role and what their job functions are. And if they're at that autonomy level number one where they've got really high skill, their motivation is good to do the work. That's the stage where someone needs a new challenge. And as an enlightened manager, you should be helping with their career development and before thinking and caps him at that level to maybe suggest what that new challenge might be. And remember, what's nice about the autonomy levels is actually you can apply it to every stage of your position. So, for instance, if you're a sales manager, you could actually take the autonomy level program and look at it and say OK from prospectus of bringing in new customers in terms of introducing the product or give having a customer outreach. What is the connection ability of that sells person? How well do they relate Teoh to their customers so you can relate that that skill, you could also say How well did they close well there at autonomy level to on their clothes ? Some some days. We're really good at closing deals. Some days, air not so good. And how what do you need to do now in order to get them in at the autonomy level? Number one? That closing off and developing new customers? Or what do you need to do it? Autonomy level one. In order to get them to be better at outrage, you can look through throughout your organization. Find who's the best person that at bringing new orders and closing awful nose customers. Maybe get them to get retrained by that that manager. So this is autonomy levels. And this explains how you can actually develop your people and actually can use this tool to pick apart each different type of skill that exists in your organization or exist for your person, and then create a different language on how you talk them about where the rat. So as the enlighten manager you could say, for instance, if somebody's new Hey, listen, you're a top level for in this role. What we want to do is continue to work with you all the way through to get you to the autonomy level. Number one. It's gonna take you a year to get there, but we know we're gonna work through those challenges together. And here's how we're going to support you doing that process so you can actually create a language within your organization using this Aton Any level tool. Great. Let's move to the next module. 8. Module 7 - Staff Selection: module. Seven Staff selection. Very important that you get that right, and if you get that right, it makes all the difference in the world. I will say this. Enlightened managers resist the temptation to hire people who skills are a good match for how a job is already configured. Instead, they seek those whose talent will redefine how the job is done. So, of course, search for talent and search for skill. But the same token, if you can't find necessary the skill, I would suggest higher the talent. For example, someone might be really skilled at, for instance, doing customer service and answering phones and dealing with problems and situations. But there might be somebody who's skill level is not necessarily match for that role. But if they were hard and put into that role and learned the skill over a short period of time, they might be able to take your customer service department because of their talent and dealing with people toe a level that has never been to before, which would inspire a change in the organization. So that's the example of staff like Why pick staff go for talent and skills can be developed. That's my tip for this module 9. Module 8 - The Little Things: modulate the little things. It's always the little things so important that you look at your enlightened management role and take it rather than this global perspective. Think about all the little things you can do on a daily basis that will help your team perform better and help your team grow. I love that here. The example of How do you need an elephant? How do you eat an elephant? Well, you can't eat it all at once. You have to eat it bit by bit, and if you do, you can eventually eat the elephant elephant. So it's always the little thing. For instance, for people that work, sometimes people just goto work, and they realize that nobody ever recognizes them. But you is the manager, as the enlightened manager can make sure that you look at your people in different ways each and every day. Sometimes people go and get a haircut or they get a new pair of glasses. Or they might get a new pair of shoes on or a new pair of slacks or something might change with them, whether it be on their appearance or even how they conduct themselves, how they walk how they talk. Maybe you see them look more effervescent, but is pointing those things out and noticing them. And there's a little trick if you want. I don't trick is probably a bad word, but it's a way to make the compliments sticky. And that would be, too, if you do point out something suggest why you like that change. So if you see that them be a bit more confident or you know or talk up in the meeting. Sam, I'm really impressed with you because I know that you've often been quiet, but you really seem to have been now found your voice in the company and we love here and what you have to say. And it was wonderful that you stepped in when you did in that baby. So it really gives power and gives motivation behind why you're complimenting them on that behavior. If it's a pair of glass to say all those glasses air great. I love how they fit on your face. So not just those glasses are great, but how they feel in your face or even if it's shirt, give a detail great shirt. Well, those are cool stripes. Look at those stripes on your caller go different than the stripes on going down the shirt . Something simple like that. It's a little trick, but it actually makes that the conflict more sticky and more honest and more more believable. The other thing you can do is in terms of of performance. What I find works really well is knowing the goal that your that your staff members trying to achieve, know where they want to go in the company, know what they want to do. You know what they want to aspire for. So when they actually do have good performance on a project or on in a situation, and you outwardly express that, make sure you attach the reason they did that to their overall goal. So, for instance, if you know that one of your people is working towards developing and becoming a project leader, and they haven't yet, but they do a great job on the project with the team they're in and you know, this is a team of complimented them on all of the input and all the benefits they provided on that project. Maybe what you can do when you have your staff meeting. You can say I'm really excited about Lauren because, you know, I know her goal is to be a project later, and at the rate she's going on on that lap last project and how well the team perform in her input, we've only hold her. Glowing things were so proud of you, Lauren. Way to go. We know that's one step closer to get into project management in the coming future. So by actually attaching a goal to good performance, what do you think's gonna happen as enlightened manager? Exactly. You're going to get more performance and mawr, your staff stepping forward even more so. It's getting us excited about those little things I can remember. One time is, it is a young manager, and I had I worked my way up into the business that I was in, and the goal was to build a team to a certain size. Now, when I first joined, I had no team. There was only just me, myself and I, and going out and marketing products to companies, and by that time I was a year or two into the business. I already had my own office so I'd achieve success. I was a manager of a large group of people. I had 14 people on my team, but I wasn't performing well and I completely wasn't happy. And I got a call from the vice president of company a time I was in Australia. He was based in North America, so this was a really big deal. He must have been up in a crazy time in order to give me a call. So I was almost in shock that I had gotten this call. But I was also quite pleased. He asked me how I was doing and what was happening with the organization, and I remember my response was, he said, How's it going to sing? Well, you know, I could be doing a lot better. I've only got 14 people in my team, and I'd like to you know, I really want to get to the next level. And that's just were not performing that well. And ho, because Dominic, Dominic, Wait, wait, wait. He goes. I can remember when I first met you and you would have been ecstatic. Toe have not just 14 toe have even to people on your team and listen to you Now you're You have 14 people on your team. You're running a business, you're achieving success. He goes, but you're not excited about it. He goes, Look, if you can't get excited about the little things that are happening going from 14 people in your organization finding that next recruit in getting to 15 people, he goes, you'll never have the success that you want. And you know what? He was right. We've got to remind yourselves about the little things and remind our people about the little things and be cognisant of the fact that everybody in your organization is different because Nissen of the fact that everybody in your organization wants different things and be cognizant of the fact that if we can get excited about the little things and we can focus on that, what do you think's gonna happen with all those little things? It becomes a big thing. That's how big projects get created. That's how buildings get built brick by brick by brick. Next thing you know, you've got a beautiful monstrosity of a building. So as you can guess, I do have an assignment for you on this particular module. What I want you to do is I want you to free flow with this. And I want you to write down all the things in your life of personally and professionally meaning your business and also your personal life that you're grateful for all the little things that make your life with what it is today. And I know for sure get through your list. Are we need to reflect on it. And I'm pretty sure you look at it and you go, Wow, There's so many great little things in my life that actually make my life beautiful on a bigger scale in a larger scale. 10. Module 9 - Fearlessness & Risk Taking: module nine fearlessness and taking risks. Wow, This is our pretty much our last module. We've only got one more after this. And I just want to say before we start fantastic that you've gone through these modules and I really hope And I sincerely hope that you're really taking this in and starting to practice with this. So you're working towards enlightened management now? This is a very important one. I think it's it's it's imperative that you understand how important it is to say yes to those things that really scare you, that really frighten you and whether it be in your work or even in your personal life. I find so often that we tend to sometimes shrink, and we tend to live life in this kind of comfort zone. And we don't take those those Big Harry on dashes, scary dreams and just go for them. But life, your life can change if you do, and life of your people can change if you do, and part of being that a great leader of that light manager is learning to say yes to those things, especially those things that give you a little bit of fried a little bit of scare because, as we know all too often and the things we're afraid of are the things that are holding us back for allowing us to grow because we can only grow to the level of what we've experienced in our life. I can't help somebody to a level that I haven't reached for myself. So as unenlightened manager, you're always growing. You're always developing and you're always learning. So part of that is exercising that muscle to just say yes to those projects that may be your team and yourself aren't ready for you. The other side of being fearless is to learning to fight for your team and defend the honor of your team. Also, often especially, I find that managers there in the middle of an organization just accept what's coming from leadership down. And they put that pressure on their people as opposed to saying, Hey, wait a minute to the higher ups, Listen, this is what my teams dealing with. This is what they're focused on. This is the work we do and defend their honor and defend what they're doing. And maybe asked the higher levels to come down to your team or t get them to exercise whatever it is that they want you to do so they can go out and lead from the front and show you how to do it, not in a negative way. You could put your hands up and say Our team isn't ready for it yet. Maybe you can come and show us what exactly it is that you want them to do and get them to put themselves out there. To be that enlightened later, which will help your team grow. The other thing is part of being fearless is also part of learning to be open and being vulnerable, learning to apologize if you push somebody a little bit too far. Case in point. There's a really important coaching methodology based on intention versus impact, meaning that what a person intends on doing is not really the impact that they had. So, for instance, one time Oh, I'll give it, for instance, and I know my wife will appreciate this. My wife is a very direct person, and she also has a kind of like an extroverted personality. She's a go getter. She does 52 things every single year But I do know that sometimes she doesn't realize the impact that she has another people. So one time we were in a restaurant and trust me on this, it was a tapas. And the waiter came and was going to give us our little our plight, which tapas is obviously small. And her reaction to that small plate was 12 heroes for this. And the whiter was like, Oh, uh, sorry. Yeah, that Z this is what you order And she goes I so small he was like, I'm really sorry and gave it to you. So my lovely wife Christina, not to talk bad about her, but she ate it. And she's like this place. It's not value for money. I'm out of here. So she left and I stayed there and finish eating with my son and my best friend. Now the story gets better because now you can understand different types of personalities. So when I finally got home and I said to my wife, I said, Oh, sweetheart, I think you upset the whiter. She's like, Why? Well, because hey seemed to have, I don't know, a little bit put back by the fact that you were really upset about the food that you got and he felt like that You didn't get what you wanted. She goes, Of course. I mean, he should know that those air such small plates that such, you know, that's not good value for money. And I said, Well, I think you hurt his feelings. 00 I didn't want to hurt his feelings. You know what? I'm gonna go down there and apologize. Time I said, no, no, it's OK, But you get the idea that sometimes how we are, we don't realize the impact it has on the person. So as a leader and as a coach, what you condone, what you don't realize sometimes the impact you're having on your people. If you think that you actually hurt somebody's feelings or they seem a little bit cold after a meeting or after something that's happened, take the time to go to them and find out what's going on. Maybe you had said something out of place that you didn't necessary mean maybe they took something onboard that wasn't actually there. But you don't know until you ask. So sometimes your intention was not to harm or toe hurt. But actually the impact that you had on the individual it did harm or did hurt them, whether it's riel or whether it's justified, is not the point. The point is it's happened because remember, people don't always remember what what you did, but they will always remember how you made them feel. So as unenlightened manager as an emotionally intelligent manager, it's important to take all of that on board, and that also is part of being fearless. And taking risk is a very risky thing to approach somebody that possibly that you hurt their feelings and be open and vulnerable and just say, Listen, I'm sorry it was not my intention. This was my intention. And by doing that and taking that step and being that way, I know for certain that you're moving a lot more towards true, honest, open, collaborative leadership. 11. Module 10 - Final Thoughts & A Big Thank You: Wow, a huge Congratulations, everybody, for finishing the course. Man, that was a lot of modules. A really, sincerely hope you got the benefit from what what I spoke about. And also you've used the tools and you've done your homework assignments. And I want to sincerely wish you all the best with your path towards enlightened management . Hey, listen, it's a work in progress. Nobody's perfect. But the fact that you're taking these steps and you're showing the interest and you're taking notes and you're doing the processes that we've we've talked about in these modules you're well on your way to getting there. And listen, you're probably 90% above everybody else by doing this. I wish everybody a great journey forward. I'm available. If you want to ask questions that maybe you're a bit more specific, you can, of course, message or are put your questions or comments your you know your any points that you want down below, and I wish everyone a fantastic journey towards enlightened management. Let's keep rocking and rolling. Let's have a great future, and your people will appreciate it the most