Peak Performance Spring 2012 By Sargia Partners (2)

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YOUR LEADERSHIP COACH

From Heroic to Post-Heroic LeadersHiP

LeadersHiP agiLity 360tm a New era instrument to gage your organization’s Leadership agility Level

did you KNow? Learning Preferences of different generations – How critical is agility to Business success

coLLaBorative iNteLLigeNce the ability to Harness the energy and intelligence of groups or teams

coNNect tHe dots: team emotioNaL … sociaL iNteLLigeNce … Productivity

LiFe uNLocKed 7 Lessons from Neuroscience to overcoming the... “greek Jitters”

a coacHiNg case study

wiNNiNg First imPressioNs

BuiLdiNg your team’s emotioNaL aNd sociaL eFFectiveNess

wHeN sHiFt HaPPeNs

Taking TransformaTional

leadership To new levels of effecTiveness

page 4

Your 10 sTep guide To collaboraTive

inTelligence page 10

coaching wisdom The arT of

QuesTioning page 12

SARGIA Partners S.A. is a strategic part-ner of the center for advanced coaching (cac) and the Neurobusiness group (NBg) global networks, providing state-of-the art Leadership coaching, Leadership team alignment, Leadership agility 360tm and interpersonal impact consulting services in southeast europe. we make high per-forming senior executives and their teams better by championing and challenging them to even greater heights of success.

Leadership agility is the master competency of transformational leadership, the ladder to post-heroic leadership, with its ally being collaborative intelligence

and its enemy being fear. in this issue, contributors to the peak performance jour-nal feature leadership agility examples, case studies, and research, as well as new methods for developing a culture of agile leadership, by cultivating our emotional and social awareness and capabilities. bill Joiner, thought leader and author of

leadership agility, offers a developmental view of leadership for collective intelligence in a world of change and complexity.

marcia hughes, creator of the emotional and social intelligence model for Teams (Tesi), gives us insights on how organizations can profit by cultivating the collective

intelligence of their teams, and dr srini pillay, the brain science master for harnessing fear and anxiety, offers us lessons for living a life... unlocked.

This issue has the answers that will help you navigate through constant change and to effectively manage increasing interdependencies with customers, strategic

allies and other stakeholders.

enjoy reading!

Georgia Kartsanis CEO, SARGIA Partners

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SARGIA PARTNERS • � • YOUR LEADERSHIP COACH

LEADERSHIP AGILITY, THE LADDER TO

POST-HEROIC LEADERSHIP

“the kind of cultural change we have been striving for requires far more than mere skill development from our leaders. it requires that they grow—that they significantly upgrade their inner ‘operating system’ to be able to embody the kind of leadership that can create the envisioned culture. we now recognize that leadership is a process of transformation whereby leaders are encouraged to make a profound shift—to gain a deeper understanding of themselves, the world, and their relationship to others.” Bob Anderson, Creator of the Leadership Circle

The pace of change is accelerat-ing. every company’s business envi-ronment is becoming more complex and interconnected. These powerful conditions require leaders and orga-nizations who can exercise new levels of “agility.” but what, exactly, is lead-ership agility? how do you assess it, and how can you put your leaders on

the path to the kind of agility that will make them more effective in today’s turbulent world?competency models tell us what worked well in the past. but what does effective leadership look like in an unprecedented new era where the pace of change is accelerating

and success requires the manage-ment of increasingly complex rela-tionships?

WHAT IS LEADERSHIP AGILITY?

leadership agility is the ability to lead effectively when rapid change and uncertainty are the norm and when success requires consideration of mul-tiple views and priorities. it requires a process of using enhanced awareness and intentionality to increase effec-tiveness under real-time conditions: stepping back from whatever one is focused on, gaining a broader per-spective and bringing new insight into what needs to be done next.

LEvELS Of LEADERSHIP AGILITY

our research shows that leaders grow through a series of predictable, learn-able, “agility levels” that are based on well-documented stages of per-sonal development; and as they grow through the following three levels of leadership agility, they evolve from tactical problem-solvers into strategic managers, and then into farsighted, capacity-building leaders, always re-taining the skills they gained at pre-vious levels:• expert: leaders who use their techni-

TAKING TRANSfORMATIONAL LEADERSHIP TO NEW LEvELS

Of EffECTIvENESS — B y B i l l J o i n e r

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Bill Joiner is a seasoned leadership expert and organizational change consultant, with 30 years of experience completing successful engagements with companies based in the US, Canada, and Europe. He is co-author of the book Leadership Agility, and co-developer, with Cambria Consulting, of Leadership Agility 360, the only online feedback instrument that assesses research based levels of leadership agility. Bill speaks about leadership agility, partners with senior leaders in developing high performing teams, creating break-through strategies, leading organizational change, and redesigning business processes. He also provides leadership workshops and custom-designs and implements action learning programs. He is the designer or co-designer of most ChangeWise consulting and training services. for nine years, Bill served as an adjunct faculty member for the Leadership for Change program at Boston College. He has a BA and MBA from Southern Methodist University and earned his Doctorate in Organization Development at Harvard.

cal and functional expertise to make tactical organizational improvements, supervise direct reports, identify and solve key problems, and sell their solutions to others.

• achiever: leaders who set clear or-ganizational objectives, lead strategic change, motivate and orchestrate team performance, work across boundaries, and step up to chal-lenging conversations.

• catalyst: Those rare leaders who operate at this level are visionaries who can lead transformative change, develop agile organizations and highly engaged teams, and collaborate with others to develop creative, high-le-verage solutions to thorny organiza-tional issues. (currently, only about 5% of managers act with consistency at this level).

research shows that the most effective leaders in complex, rapidly changing environments are those who can op-erate with consistency at the cata-lyst level.

WORK fIRST WITH YOUR ExECUTIvE TEAM

no culture change effort is likely to be successful unless the organization’s top executives champion it (kotter, 1996). when a change in leadership culture is needed, especially toward the catalyst level, full-fledged leadership

of the change by the executive team is absolutely essential. This team needs to learn to embody the new culture in its daily interactions with one another and with those they lead.The pace of change and degree of interdependence in today’s global business environment demands that corporations develop organizations where at least the top tiers of man-agement are capable of functioning at the catalyst level. To rise to this historic challenge, organizations need to help many of their achiever senior managers grow into the catalyst level and many of their expert middle man-agers develop to the achiever level. and they need to focus not just on the development of individuals, but also on the development of leadership teams and the leadership culture. The task of bringing a leadership culture to a new level of agility is not some-thing that can be accomplished by a few heroic leaders. it is necessarily a collective undertaking.

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Transformational Leadership Approach

LA 360 assessment

Group Coaching

Individual Coaching

Profits & Organizational Sustainability

Conscious Leadership, Growth

& Well-being

Systemic Awareness and Transformational Agility

Engaging in Transformational Conversations

Building relationships, trust and alignment

Systemic ThinkingTransforming problems into opportunities

from a systemic perspective

Team SynergyCreating the context and the practices for

deep collaboration & synergy

Developing Tranformational Agility

in Their book power up:Trans-forming organizations Through shared leadership, david bradford and allan cohen distinguish between “heroic” and “post heroic” leadership. we found that managers at pre-expert, expert and achiever levels (about 90 per-cent of all managers) operate from a heroic leadership mind-set. That is, they assume sole responsibility for setting their organization’s objec-tives, coordinating the activities of their subordinates, and managing their performance.heroic leadership can be highly ef-

fective in certain situations. The pre-dominant combination of expert and achiever leadership worked relatively well for most companies until the wan-ing decades of the twentieth century, when the globalization of the economy ushered in an era of constant change and growing interdependence. in this new environment, with its increased demand for collaborative problem solving, teamwork, and continuous organizational change, heroic leader-ship over controls and under utilizes subordinates. it discourages people from feeling responsible for anything beyond their assigned area, inhibits optimal teamwork, and implicitly en-courages subordinates to use the he-roic approach with their own units.in this new era century, sustained success will require post-heroic lead-ership. leaders who develop beyond the achiever level of agility retain the ultimate accountability and authority that come with any formal leadership role. at the same time, they work to create highly participative teams and organizations characterized by shared commitment and responsi-bility. unfortunately, as noted in the introduction, only about 10 percent of today’s managers are functioning at post-heroic levels of agility: ap-proximately 5 percent at the catalyst level, 4 percent at the co-creator level, and 1 percent at the syner-gist level.

fROM HEROIC TO POST-HEROIC LEADERSHIP

— B y B i l l J o i n e r & S t e p h e n J o S e p h S

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Stages of Development

Types of Awareness

Post-Heroic Leadership

Synergist

Co-Creator

Catalyst

Achiever

Expert

Conformer

Operator

Enthusiast

Explorer

Institutional “Ceiling”Heroic Leadership

Pre-Adult Stages

LEADERSHIP AGILITY 360™ A NEW ERA INSTRUMENT TO GAGE YOUR ORGANIZATION’S LEADERSHIP AGILITY

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Leadership agiLiTy 360 is the only online behavioral feedback assessment designed to identify where managers are in the agility develop-mental process and which includes the full constellation of catalyst lead-ership behaviors, showing high per-formers, in very specific terms, where they have room to grow.The tool was jointly developed by changewise president, bill Joiner, and cambria consulting president, george klemp. The leadership agility 360 embodies the strengths of both firms: the thought-leadership of an award-winning author and an indus-try innovator, a proven track record in designing and delivering assessment tools for corporate clients around the globe, and three decades of experience consulting to and coaching leaders.

USING “ACTION ARENAS TO PUT fEEDBACK IN CONTExT

Traditional 360s use rather abstract competencies with little or no reference to the contexts within which they are enacted. for example, “brings conflict into the open for resolution.” research shows that a manager’s competency in this and other leadership behaviors varies according to whether the con-text is leading change, leading teams, or one-on-one conversations.consequently, the Leadership agility 360 assesses a manager’s level of agil-ity within each of these three specific “action arenas.” There are eight quan-titative questions and two written-com-ment questions (strengths and needs

for improvement) for each arena:• leading organizational change: taking

initiatives to improve an organization and its key relationships

• improving team performance: taking initiatives to improve a team and its key relationships

• engaging in pivotal conversations: person-to-person discussions with important outcomes at stake

fOUR TYPES Of LEADERSHIP AGILITY

research revealed that the full set of agile leadership behaviors includes four mutually reinforcing types of agility. The leadership agility 360 assesses these behaviors within each of that three action areas described above.

fEEDBACK REPORT: A CONCISE, ACTIONABLE ROAD-MAP

• concise data display: concise, in-tuitive, and easy to digest.

• actionable format: organized into the three action arenas of leading change, leading teams, and pivotal conversations

• clear road-map: unlike tradition-al 360s, the leadership agility 360 feedback report does not only pro-vide a clear picture of the manag-er’s current state, it also provides a specific, descriptive “road map” of the next steps in their leadership development.

• aggregate feedback report: an aggregate leadership agility 360 feedback report is available for group interventions.

DEBRIEfS WITH A POWERfUL DEvELOPMENT PLANNER

The leadership agility 360 is debriefed by the sargia partners’ seasoned coaches who are specially trained to work with this instrument. feedback recipients also receive a development planner that helps them translate their feedback into a behaviorally specific action plan. The result is an engaged coaching process set up to increase mental, emotional, and leadership agility through the practice of new behavior applied to important real-time initiatives.

WHO USES THE LEADERSHIP AGILITY 360?

This new era feedback instrument is being used in leading companies in a wide variety of industries.primary applications include one-on-one coaching engagements, use with executive teams and other management. The leadership agility 360 is especially well-suited for use with executives, senior managers, and high-potential managers, but it works well for any manager who leads a team and has responsibility for making organizational changes.


DID YOU KNOW?LEARNING PREfERENCES Of DIffERENT GENERATIONS

HOW CRITICAL IS AGILITY TO BUSINESS SUCCESS

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90% OF ExECutivEs bEliEvE thAt Agility is EssENtiAl FOR busiNEss suCCEss ANd gROwth

yEt MOst COMPANiEs (74%) ACkNOwlEdgE thEy ARE NOt AgilE ENOugh

why thE gAP?

Younger Generation of Leaders Older Generation of Leaders

Coaching Preferences desire to learn from others via coachingample opportunity to have learned from others - in fact, they should be coaching newer leaders

Learning StyleLess likely to embrace the formal structure of a classroom

want formal training on specialized topics and projects

In your view, what are the critical traits of an agile business? Select up to three. (% respondents)

Source: Organisational agility: How business can survive and thrive in turbulent times, Economist Intelligent Unit

rapid decision-making and execution

a high-performance culture

the ability to access the right information at the right time

accountability and credibility

Flexible management of teams and human resources

decentralised or “flat” management reporting structure

Lean operations

continual process improvements/six sigma

unified/flexible application infrastructure

other

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44

34

34

31

29

22

17

9

2

How important is agility to your organisation’s overall business success? (% respondents)

extremely important — it is a core differentiator for us

somewhat important — it contributes to our business success

Neutral — many factors shape our business success

somewhat unimportant — other factors play a more significant role

Not at all important — agility is not a relevant criterion for our business


48

40

10

2

0

How would you rate your organisation’s overall agility? (% respondents)

extremely agile and can react to market changes as needed

moderately agile; we are working to improve our ability to react to market changes

Not at all agile; we proceed with caution/work at a slower pace in our decision-making

don’t know


23

15

1

61

in Today’s business world iQ and eQ (emotional intelligence) are neces-sary but no longer sufficient. it’s time to raise our collaborative intelligence, our cQ, in business.

WHY IS CQ IMPORTANT?

as the speed of change makes it in-creasingly difficult to predict the future, the responsiveness and adaptability of a company is a crucial business survival skill. with shorter response times, companies must enable their employees and teams to respond to new circumstances like a shoal of fish changing direction in the ocean, be-having as if it were one organism. de-veloping higher cQ in the workplace leads directly to that capability.

WHAT DOES A HIGH CQ TEAM LOOK LIKE?

here are some of the most impor-tant characteristics of a team with high cQ: • is able to share the stress and strain

evenly throughout the team• achieves its objectives more through

people and less through politics• has a strong network of connection

and support between its members. This accelerates learning, enabling the team’s reactions to be rapid and responsive to challenges

• looks after its own: individuals are not left to fend for themselves, and staff retention is high because people feel a strong sense of belonging

• is well connected with other teams and with corporate objectives. like a healthy organ in the body, it knows what its function is and serves the greater good through rough times and smooth

• replenishes itself, growing its mem-bers, and is constantly learning to better adapt to its environment

• displays a strong sense of meaning-ful participation, which the members are all nourished by

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COLLABORATIvE INTELLIGENCE

THE ABILITY TO HARNESS THE ENERGY AND INTELLIGENCE Of GROUPS— B y M a r S h a l l G o l d S M i t h

in hard times, the soft stuff often goes away. but emotional intelli-gence, it turns out, isn’t so soft. if emotional obliviousness jeopardiz-es your ability to perform, fend off aggressors, or be compassionate in a crisis, no amount of attention to the bottom line will protect your career. emotional intelligence isn’t a luxury you can dispense with in tough times. it’s a basic tool that, deployed with finesse, is the key to professional success.

Harvard Business Review

CONNECT THE DOTSTEAM EMOTIONAL… SOCIAL INTELLIGENCE… PRODUCTIvITY

Tesi® is the collaborative growth Team emotional and social intelligence survey® developed by marcia hughes and James Terell. it creates the op-portunity for a team 360 – that is each member of the team rates the team’s skills from his or her perspective. This allows team members and leaders to measure the levels of identification with the team, as well as engagement, and skills in areas such as communi-cations and conflict resolution.

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SARGIA PARTNERS • 10 • YOUR LEADERSHIP COACH

7 CORE skills4 REsults

2 lAstiNg bENEFits

coLLaboraTion is a result of people working together to reach a mutual answer to a challenge or op-portunity. as our world becomes more integrated and boundaries become more blurred, the need and desire to collaborate is heightened. organizations frequently list collabora-tion as part of their mission or vision statement or as one of their values. with all of these forms of embracing collaboration, we know it’s something good, the key question is how do we

collaborate and when is it useful? we’ll answer this question for individuals by exploring 10 steps for individuals to follow in order to act collaboratively and briefly review how teams build collaboration.collaborative intelligence™ is a key outcome teams can reach as they build their skills.collaborative intelligence is a result teams profit from when using the seven skills measured by the Tesi® (Team emotional and social intelligence sur-

vey). when teams build their skills in forming a strong team identity, engag-ing with motivation, building emotional awareness, enhancing communica-tions, supporting one another in work life balance to manage stress, growing their conflict resolution skills so they can benefit when conflict occurs and act with positive mood they will be engaging multiple strengths and act-ing collaboratively. developing these seven skills helps team members learn how to be collaborative and to use

YOUR 10 STEP GUIDE TO COLLABORATIvE INTELLIGENCE

— B y M a r c i a h u G h e S

1. Be aware. Notice what is happening so you can choose how you are involved. Breathe deeply to benefit from adding oxygen to your brain, to your heart and to feel calm and resilient.

2. Apply intention and attention. form your intention so you know specifically what you want to accomplish and how. Then decide what steps in the process you will pay attention to in order to keep yourself on track. Intend to collaborate, which means intend to work together, to listen and to respond in order to ac-complish your goal together. Clarify your own purpose and goals; this is not a process you can accomplish on auto-pilot.

3. Commit to the process. Collaboration takes time, energy and patience. If you’re hesitant about using the process you’ll hold back, be protective of “your” information or rush through the process. One way or another without commitment you are most likely to minimize the potential for success. You may end up feel-ing annoyed or antagonizing others or both.

4. Attend to others. Create a foundation for engagement by creat-ing a personal connection. It’s out of little personal discussions where you find you have things in common that form the basis for trusting one another.

5. Mutually establish goals and other criteria. Be sure you are headed in the same direction!

6. Express your opinions and share your knowledge. If you keep what you know close to your vest you undermine the ability of everyone to make a good decision, you role model that the proc-ess isn’t fully trustworthy and neither are the people involved. Remember your actions speak louder than your words.

7. List commonalities and differences. It’s amazing how often people struggle over principles they already all agree on because they didn’t take time to recognize the agreement. If you clarify where there are differences and where you agree then you can begin gathering information to move towards a mutual solution.

8. Apply divergent thinking. Be willing to listen to other people’s perspectives even though they may be very different from yours. An attitude of curiosity will be helpful.

9. Be appreciative. Keep noticing what works and through this positive process explore what seems to be off-center, to just not work. Explore these inconsistencies with curiosity to find points of agreement.

10. Make decision(s). At this point everyone comes to a convergent answer and agrees to support the one answer. future pace by imag-ing it’s sometime in the future and you’re observing how well the de-cision works. Is anything askew? Did you take on too much at once? Does anything else need adjusting? If so make the changes now.

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this outcome wisely.collaboration is a communication and problem solving process that is based on a structured engagement style and process. Those who collaborate well pay attention to personality styles, behavioral engagement strategies, and timing of the decision making as well as who is invited into the discussion, often referred to as stakeholders. individuals and or-ganizations can act in a collaboratively style informally and accomplish a great deal. The following 10 steps will help individuals and leaders be successful in their collaborations. These skills can be integrated into one’s natural behaviors so the benefits of collaboration abound with minimal effort.

Marcia Hughes is President of Collaborative Growth®, a firm specializing in emotional intel-ligence, leadership development, conflict resolution and communications through training, executive coaching, strategic design, and team development. She holds a J.D. with honors from George Washington University and a master’s degree in psychology from the University of Colorado. She is co-author of The Handbook for Emotional & Social Intelligence, Emotional Intel-ligence in Action and A Coach’s Guide to Emotional Intelligence and author of Life’s 2% Solution.

10 STEPS TO ACT WITH COLLABORATIvE INTELLIGENCE

The result of collaborative decisions is that you have tapped into everyone’s smarts, build trust and have gained mutual commitment to success. what’s not to like about this scenario?

WHY IS IT IMPORTANT?

The art of questioning is one of the most important skills for empowering people. unfortunately, this skill isn’t typically taught in school where the fo-cus is on knowing answers, not on asking questions. as opposed to the goals of journalists who ask questions to get information, the goal of leaders is to use questions to co-create a dialogue together with their team. anyone, with practice and attention, can become better at asking questions. if you are intentional—thinking in advance about your questioning stance, “watching yourself” (being reflexive) as you work, and reflecting on how you did—you can improve!effective dialogues help you and your team• re-direct discussions in positive ways• understand the meaning of their work• challenge people to think more critically, broadly and deeply• open up new options for action• move from point a to point b• enable the team to overcome being stuck on a problem• engage big ideas like “how will our project impact our client?”

COACHING WISDOMTHE ART Of QUESTIONING

— B y G e o r G i a K a r t S a n i S

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Georgia Kartsanis is a Master Coach and the CEO of SARGIA Partners. With her diversified and international experience in organizational structure/lead-ership matters, and her unique capability of coaching C-level executives, she is typi-cally engaged by CEOs to support them in improving their interpersonal impact, agility, creativity and personal resilience, as well as strengthening their executive team’s alignment and collaboration. She specializes in CEO Coaching, Leader-ship Team Alignment and Neurocoaching for enhancing leaders’ resilience, creativity and agility.

Though there is no step-by-step reci-pe for learning how to ask questions, the following suggestions can help if you are willing to learn and be at-tentive to yourself as you work with your group.

1. What is Your Questioning Stance?before beginning any session or con-versation, take some time before to think about how you want to approach it. This is called your “questioning stance”—it is your general orienta-

tion to questioning and listening. To think about your stance, consider the following questions:what is this discussion for? You will have a different questioning stance for a brainstorm where you generate ideas than in making a decision where you narrow options.what are my expectations for this discussion? many times the leaders’ expectations can either help or limit the possibilities of what happens. for example, if you really wanted your

team to make a decision, but they were not ready to make one, your expectations may lead you to push in that direction.what things about myself (skills, knowl-edge, mood today) do i bring to this discussion? what things do i need to leave behind to make this work? for example, you may know a great deal about an issue, but this knowledge may inhibit discussion. or, you may be in a bad mood, which will have to be bracketed.

HOW TO ASK GOOD QUESTIONS

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SARGIA PARTNERS • 1� • YOUR LEADERSHIP COACH

2. The Art of ListeningThe title of this tool is “The art of Ques-tioning” because your ability to ask good questions depends on your abil-ity to listen. Though this may sound backwards, good questions come from really listening to what members of your team are saying. here are some tips to being an effective listener: • concentrate on what is actually be-

ing said, not what you think they are saying or want them to say.

• To make sure you are listening close-ly, it is sometimes a good idea to restate what team members say (in slightly different terms) to clarify. skilled leaders will use this restate-ment to ask further questions of the individual and/or entire team.“Let me see if I am hearing you right, you think that ...” “Did I get it?”“Did others hear the same thing or something different?”“How come you used this word?” “That is interesting?”“It sounds like you are also talking about power ...”“What do others think about this? Do you all agree or not? Why?”

be attentive to important or “a-ha” mo-ments in the conversation, and then ask questions about them. “a-ha” moments can be those good or bad moments, breakthroughs, or points of confusion (a useful way to think about “a-ha” moments are times when you think to yourself in the moment: “alright!” “oh no!” “finally!” “i don’t follow?” “what do you mean by _____?”).pay attention to body language, at-titude, and behavior (i.e. what is not being said) as a way of listening to the conversation.

3. Linking Questions / The Art of Co-Creating Dialogue

by carefully listening, you will be bet-ter able to link questions together and co-create a dialogue. remember the

goal is not to get better answers but deeper questions and better dialogue. Thus, any answer, no matter how good, can be followed by another question and can be redirected to the rest of the team. when dialogue occurs, people will start to play off of each other and the leader will no longer be the center of the discussion. This is a goal of ef-fective facilitators. here are some tips to link questions together:• Try to avoid questions that will stop

discussion (yes or no, right or wrong questions, sometimes why ques-tions).

• ask questions that involve plural an-swers like “what kind of things can we do to address this problem?” These types of questions open up alternatives, allow multiple responses, and encourage more thought.

• ask people to respond to each other.“What do other people think about that idea?”“Does anyone have a different way of looking at it?”

• imagine possibilities: with “what if …” scenarios

• play devil’s advocate. make sure that you let the team know that you are playing devil’s advocate to help them see the other side.

4. Reflecting on Your Questioning / Listening

after you have completed a session, take some time to reflect and evaluate on your questioning and listening.• how well did you think you listened to

the group? were there any moments where you did not listen well?

• what were the moments when ques-tions really worked and didn’t work? was there a particular line of ques-tioning that was effective in open-ing up a discussion for the whole team?

• how did your team members re-spond?

by being attentive to questioning and listening, you can improve over time. highly skilled leaders are able to reflect on their performance in the moment—they are able to “watch themselves listen and question” while listening and questioning.

in greece, the collapse of growth after 2008, in combination with soar-ing public and external deficits, led to the escalation of greek debt (christo-doulakis 2011). following this, fear of change, stress, insecurity and the loss of morale are persistent challenges that companies face when trying to re-cover or maintain a competitive edge (konstantopoulos, sakas et al. 2009). while many obvious insights can be gained from observing how employees behave, brain-based insights can help accelerate strategies with unique in-sights. “life unlocked: 7 revolutionary lessons to overcome fear” now published in greek, offers details on these strategies. below is a summary of some main points:

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LIfE UNLOCKED7 LESSONS fROM NEUROSCIENCE TO OvERCOMING THE… “GREEK JITTERS”

— S r i n i p i l l a y , M . d .


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1 MOvING BEYOND UNCONSCIOUS fEAR

brain science proves that even when you do not feel afraid, unconscious fear can disrupt your attention, concentration, motivation and drive to complete tasks. Significance: if productivity is being affected by lack of concentration and poor motivation, consider what actually decreases activation in the brain’s fear center because unconscious fear is likely playing a role. Two methods: re-appraisal and refocusing when learned, internalized and consistently applied to communication with employees can change brain activation and help people focus more on increasing speed to execution.

2 OvERCOMING DREAD

brain science teaches us that the dread of being fired or having to face an uncertain future is actually caused when we feel as though we are facing a wall. when this happens, the brain switches its activation away from an “ex-treme anxiety” area to a “freeze area.” workers just stop being productive. Significance: in these instances, it is better to be anxious than frozen. brain science teaches us that one way to free the brain up when it is at a dead-end is to switch the activation way from the area that causes freezing. To do this, it is helpful to know that the brain will move out of frozen mode if you make a small choice (any choice) rather than think about the correct choice endlessly. also, learning how to think long-term may seem obvious now, but when faced by a wall, we often forget this. doing this will change your brain activation accordingly. making the brain less goal-oriented and more “big picture” focused can help at times when you are stuck.

3 fEAR Of SUCCESS

while many people fear failure, most leaders do not recognize how they fear success. success means you have to live up to something, and also that you may fall from a greater height, or that you may be out in front with nobody to follow and alone. Significance: learning how to switch the brain’s attention to growth rather than being defensive actually affects how your brain will work to help you. sometimes, trying to prevent yourself from falling actually makes you fall. understand-ing the brain science of this can help you frame things more effectively for you and your team.

4 If IT’S HARD TO CHANGE, IT’S NOT

UNCHANGEABLE

people often feel like they are faced with impossible tasks. many years ago, if i asked you if it would be possible to go to the moon or to end smallpox, these feats would have seemed too large. brain conditioning can limit our imaginations. Signifi-cance: understanding how to reverse brain conditioning can be helpful: the basis of this is changing what keeps you stuck in your current context, analyz-ing your switch cost (the cost of change) and learning how to use your brain to increase com-mitment to a new path.

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Dr. Srini Pillay is a highly sought after Certi-fied Master Coach who has been coaching executives for the past ten years. He is the CEO of NeuroBusiness Group™ (NBG) based in Cambridge, Massachusetts, USA. He is also Assistant Clinical Professor at Harvard Medical School and an interna-tionally recognized fear, anxiety and brain imaging researcher. Dr. Pillay’s skills span a wide variety of topics in executive coach-ing, and with a history of highly successful workshops in New York, California, London and Brazil, Dr. Pillay has influenced many high ranking executives, from the vice-President of Sales for Microchip to senior HR personnel from Coca Cola.Dr. Pillay also has fifteen years of experi-ence with nationally funded research at Harvard Medical School, and in Peak Per-formance, he brings together his expertise in brain science, executive coaching, fear, stress and leadership to introduce us to cutting-edge tools and methodologies on how to deal with fear and stress in the con-text of corporate leadership and success.

REFERENCEs

Christodoulakis, N. (2011). “FROM INDECI-SION TO FAST-TRACK PRIVATISATIONS: CAN GREECE STILL DO IT?” National Insti-tute Economic Review 217(1): R60-R74.

Konstantopoulos, N., D. Sakas, et al. (2009). “Lessons from a case study for Greek banking M&A negotiations.” Management Decision 47(8): 1300-1312.

Thus, brain science applied to business can be very helpful in making us think of new strategies that will be instrumental in overcoming fear so as to move our businesses forward. in greece, it is critical to activate the memo-ries of greek history that once made greece one of the most influential na-tions in the world. dna is highly resistant to change. and resilience and the capacity for brilliant ideas is still in the dna of greek society. if we learn how to use this gift of history in practical and effective ways, this can help move greece forward. brain science is a useful way to do this as it offers practical and step-by-step advice on ways that people, who are at the heart of busi-nesses in greece, can change.

7 HOW TO DEvELOP EMOTIONAL SUPERGLUE

when companies lose money and do not grow, they are traumatized. This trauma actually biases brain memory-the memory center gets stuck in only recalling the bad things. Significance: There are ways to rewire that brain that can rewire these memory centers. in fact, these memory centers are one of the most responsive to specific behavioral changes. brain science can help us understand what we can do to focus on build-ing new memories. for example, research shows that debriefing may create relief but actually cement memories in the brain more. focusing on what makes you resilient helps to lay down new brain pathways.

5 UNLOCKING A CAGED HEART

fear affects relationships: it makes mergers more difficult and joint ven-tures impossible. The brains of those who are afraid of such business intimacy may lose out on opportunities. Significance: The relationship brain that is afraid of being “burned” by past partners, may lose out on idea- growing and cost-saving opportunities in new joint ventures. by understanding how the brain processes this fear of relatedness, busi-nesses can start to help potential partners grow from being avoidant or anxious to more secure in building a new future together.

6 fEAR AND PREJUDICE

people are prejudiced about greece because of recent events. They may be prejudiced even if they don’t know it. This makes banks not want to lend money and customers not want to buy. Significance: by understanding how fear lies at the basis of brain-based prejudice, you can help to reverse the prejudice in lenders and customers to help grow your business.

In his own words…

“The coaching program offered by SARGIA Partners introduces participants to a differ-ent way of perceiving and evaluating situ-ations and events within our professional and personal lives. Thereby it facilitates the efficient treatment of the difficulties and anxiety that are encountered daily, improves personal balance and gradually even the quality of the coachee’s life. My personal experience showed that coaching is not just a means to achieve one or more profession-al goals; it is more a personal development, an evolutionary process during which the coachee is masterfully guided through diffi-cult and, many times, painful, assumptions, to self-awareness and ultimate purpose of personal development.”

C A s E s t u dySARGIA PARTNERS

THE CHALLENGE

in one of the largest companies in the energy sector, where de-velopment of senior executives was almost nonexistent, the hr manager was well aware that one of the key competencies organi-zations (including his own) need to develop is the capacity to ex-ecute changes effectively – an im-perative task in order to improve. however, this company was not familiar with the culture of coaching and the hr manager wanted to a) introduce it by delegating a mem-ber of the management team and b) persuade senior management. This was achieved and a c-level executive was appointed.

COACHINGa c a S e S t u d y


THE COACHEE OBJECTIvES

• To realize, first and foremost, the benefits of coaching• To identify the factors that were stopping him from performing effectively• To boost his confidence• To become more effective as a leader by improving his leadership style• To be coached in a sustainable way so he could use these behaviors in

the future

THE ACTIONS

a six-month program on a one-to-one basis was agreed. during the di-agnostic period, we assessed his influencing style and then had feedback from specific stakeholders. when the behavior for change was revealed, he designed a strategy to-ward this behavior and he committed to an action plan in achieving the results he desired.

RESULTS

The client has achieved the objectives which were set and has developed the inner confidence and capabilities to drive his career to the next level. he has learned to communicate powerfully without defensiveness, while still maintaining his direct approach. a 6-month follow-up with the stake-holders and the coachee indicated that the new behavior had become fully established. moreover, as a result of his development, he has established a coaching culture and has engaged sargia partners master coaches to coach some of the senior management executives. a coaching program has been developed to address specific needs: • To be more ‘Transformational’ and ‘emotionally intelligent’ in their lead-

ership style• To improve their behavioral flexibility• To improve their cross functional effectiveness

raTher Than leave it to chance, here are a few pointers that can help you leave a great first impression, and de-velop that into a lasting relationship.

BE YOURSELf AND PRESENT YOURSELf APPROPRIATELYwe like to think that appearance doesn’t matter, but it does, especially when you’re meeting someone for the first time. dress appropriately and take time to perfect your appearance. when you look good, you’ll feel good. and when you feel good about yourself, you’ll be confident and self-assured.

BE AWARE Of YOUR BODY LANGUAGE AND fACIAL ExPRESSIONSYour body language speaks louder than words. use your body language to project appropriate confidence. stand tall, have an open posture, smile, make eye contact and greet people with a firm handshake.

SPEAK CLEARLYbe sure to communicate clearly with the people you are meeting. focus on speaking at a moderate pace with a well-modulated voice. furthermore, be polite and courteous at all times.

BE A GOOD LISTENERbeing a good listener is not as complicat-ed as most people think it is. when having a discussion with someone, make sure to let him or her know in a subtle manner that you are paying attention to what is being said. remember; do not interrupt when someone else is speaking.

LET THE OTHER PERSON BE THE CENTER Of ATTENTIONperhaps the most important tip to fol-low when making a first impression is to avoid hogging the spotlight. let the other person be the center of at-tention and pay close attention to the conversation. The worst mistake you can make is talking about yourself

BE PREPARED lastly, remember that first impressions can happen anywhere, even when you don’t expect it. since you never get a second chance to make a first impression, keep these tips in mind in order to get the oppor-tunities you deserve.

WINNING fIRST IMPRESSIONS

— B y G e r t y p h i l i

Gerty Phili is Partner with SARGIA Partners SA, Master Coach certified by the Center for Advanced Coaching (CAC) of the USA, and Interpersonal Impact Consultant certified by Tonic Ltd, UK. Gerty has pioneered the concept of, and proved the value of, Personal Brand consulting in the Greek business world, offering experiential workshops and one-to-one coaching to executives so they master the skill of interpersonal impact as it relates to their professional presence and influence style. She is engaged by her clients to work with their executives in order to enhance their professional brand in alignment with their personal and corporate brand. Working with individuals or teams, she provides her unique expertise on the funda-mental keys to interpersonal impact, including professional presence, verbal and non-verbal communication skills, influence skills and business etiquette—all with a holistic approach.

PE AK PERFORMANCE


did you know ThaT creaTing an impression onLy Takes 2 seconds when you meeT someone for The firsT Time? mosT peopLe make judgmenTs based

upon firsT impressions and The accuracy of our firsT impression is dependenT on many facTors. afTer ThaT firsT impression is formed, iT is

difficuLT for iT To be changed.


A SARGIA PARTNERSTEAM COACHING PROGRAM

fOR BUILDING YOUR LEADERSHIP TEAM’S EMOTIONAL AND SOCIAL EffECTIvENESS

PE AK PERFORMANCE

Designed to:• build a clear sense of shared vision and values as a context for transfor-

mation and for reframing behaviors• build emotional and social effectiveness to improve the trust, account-

ability and engagement of your leadership team • strengthen your leadership bench strength so each member of your team

becomes a role model• infuse into your organization a team learning culture and dissipate silos

Our Approach:• we start with the premise that the team is a living system, a learning team—

more than the sum of the individual parts. This system has behavior affected by the individuals’ personal visions, mental models and behaviors.

• Therefore, understanding how the system and the individual work and de-veloping a shared vision and commitments for the future, on personal and teamwork mastery, are fundamental.

PHASE 1 PHASE 2 PHASE 3

Building Awareness

Including INDIvIDUALCoaching Sessions

Building Practice and Commitment

2-Day Workshop

Building Sustainable Behavioral Change

Post Evaluation


an aLigned Team has commonaLiTy of purpose, a shared vision and undersTanding of how To compLemenT one anoTher’s efforTs.

TEAM EMOTIONAL & SOCIAL INTELLIGENCE (TESI®) EffECTIvENESS SURvEY

Tesi® is the collaborative growth Team emotional and social intelligence survey® developed by marcia hughes and James Terell. it creates the opportunity for a team 360 – that is each member of the team rates the team’s skills from his or her perspective.

This allows team members and leaders to measure the levels of identification with the team, as well as engagement, and skills in areas such as communi-cations and conflict resolution. The report and its breakout graphs offer unique insights, interpret the mean-ing of current strengths and weaknesses as a team, and guide the team to strategically choose where to enhance its skills.

THE BENEfITS

• builds a true shared vision, align-ing individuals to a collective inspiring purpose

• aligns behaviors with business goals

• supports organizational trans-formation initiatives

• builds personal and team aware-ness and accountability

• strengthens the communication, trust, empathy decision making and loyalty of the team

In our Clients’ words:

“I would definitely recommend this program for developing and enhancing team shared visioning and building team alignment and commitment”

“...During these 2 days, we deepened our personal awareness and commitments for self development, broadened our leadership skills, enhanced our collaboration and align-ment as Team”

“I would like to thank you for giving us an excellent and unique workshop on ‘Expand-ing Your Capacity for Creating Our future’. It has been time and money well invested…”

“SARGIA Partners managed in a very short period to unify the team, set team values, and enable the adoption of new behaviors”

“One of the key benefits of the program was the resulted commitment from the team members to the collective goals and especially to the behavioral standards we have identified”

“It worked as a catalyst in embracing the new members to the team”

“Truly an one of a kind experience!”

“iN tOdAy’s busiNEss wORld iQ ANd EQ ARE NECEssARy but NO lONgER suFFiCiENt. it’s tiME tO RAisE OuR COllAbORAtivE iNtElligENCE iN

busiNEss – OuR Ability tO hARNEss thE ENERgy ANd iNtElligENCE OF

gROuPs OR tEAMs.” MARshAll gOldsMith

l E A d E R s h i P t E A M

A l i g N M E N t P RO g R A M

SARGIA PARTNERS

How is your business affected by today’s economic environment?health care systems worldwide, and in our country especially, are facing the challenge of managing health care budgets while maintaining patient ac-cess to effective health care. in the greek health care system, managing budgets is associated with achiev-ing a sustainable decreased level of health care expenditure in the coming years, while at the same time serv-ing the increasing public health care needs of an ageing and less wealthy population. in amgen, the largest independent biotechnology company of the world, we focus on serving patients, through pioneering in new scientific pathways and treatments that treat serious dis-eases for which no or not-effective treatment approaches exist.Today’s economic environment in greece has resulted in austerity measures, significantly affecting the health care system, which currently uses purely administrative measures for managing the decreased budget, with special emphasis on price controls and rebates, generating mainly from the pharmaceutical industry.although many of the announced mea-sures are in the correct direction, the system is yet not ready to recognize and award innovation, which is the primary focus of our research and de-velopment programs and the main priority for patient access to new in-novative therapies. in addition, the un-

certain economic environment creates financial risks related to credit policy of the existing customers, wealth of the suppliers, debts, and payment timelines of the public sector. in our pursuit of life-saving treatments we take into account the value im-pact of the therapies we offer and we strongly believe that this is the way that an effective public health care system should reward evidence-based health care and rational use of health care resources.

What are the current challenges that your leadership team faces?in this rapidly changing environment our main challenge is to ensure pa-tients timely access to new innovative therapies , measuring the value of our treatments and thus contributing to a more effective, responsive and sus-tainable health care system.

How did you manage to align your lead-ership team with your transformation ini-tiatives? we are a team with strong values, which we live every day, aiming to support our mission to serve patients. while our basis is our solid value system, we have worked towards the creation of a strong vision, aiming to reflect how we want our organization to be in the next five years, adding value to our people and society.The leadership Team alignment pro-gram has helped our team to create our vision and dynamically enrich our

WHEN SH fT HAPPENS — a n i n t e r V i e W W i t h e V a n G e l i a p a t e r a K i

G e n e r a l M a n a G e r o F a M G e n h e l l a S

PE AK PERFORMANCE


THE LEADERSHIP TEAm

ALIGNmENT PROGRAm HAS HELPED OUR

TEAm TO CREATE OUR vISION

values so as to ensure that we attain it. we have also identified specific be-havioral attributes common for all team members that we have committed to. Through this, we empowered the bonds of the leadership team behind a common objective, ready to face chal-lenges and make the further step.

How do you ensure that the leadership team shares the vision with the organization and that people are engaged on that vision?in amgen our primary goal is to main-tain an environment that ensures open-ness and transparency. we strongly believe that our people are the ambas-sadors of our values and are the ones who will make our vision a reality. we have various approaches for ensuring access to information, understanding and clarity, as well as commitment. These approaches include:• all-staff meetings• cross-functional working groups• active participation in corporate citi-

zenship activities• ability to contribute in problem solv-

ing discussions and decision mak-ing processes

• brainstorming process• intranet communication

How did you cascade the message (vision) throughout your organization?This is a continuously ongoing pro-cess, very dynamic and participative. Thus with different ways, like the ones described above, we work on ensur-ing that we all have the same under-standing of the changes that occur in the environment and in the mar-ket, on the priorities of our organiza-tion, while in parallel we focus on our people, the quality of our actions and on the value we add to the society, patients and to the health care sys-tem as a whole.

PE AK PERFORMANCE

Evangelia Pateraki has started her professional career at Sandoz Hellas in 1990, then moved to Novartis Hellas in 1997, where she has followed a career of 17 years, through various commercial roles, in sales and marketing. In 2001 Evangelia was assigned to Head of Busi-ness Unit Transplantation-Immunology, while in 2005 she became Regional Head Business Unit Transplantation-Immunology, with responsibility for a cluster of five countries, Greece – Romania – Bulgaria – Cyprus – Malta. Evangelia moved to Amgen Hellas in 2007, as Busi-ness Unit Director Oncology/Hematology.She has established the new Business Unit in Greece as well as the company’s commercial footprint in the Greek market. As of June 2009, Evangelia is leading Amgen Hellas. She holds a BSc degree in Chemistry and a Masters degree in Bioactive Peptides. Evangelia is aMember of the Greek Society of Chemists, of the European Hematology Association, of the Hellenic Society of Pharmaceutical Marketing (EEfAM), and Pharmaceutical and Women in Business (WIB) Committees, both of the American-Hellenic Chamber of Commerce. Since, May 2011, she holds the position of Secretary for the Local American Working Group (LAWG) in Greece.


SARGIA PARTNERS PA R t N E R s h i P s


THE CENTER fOR ADvANCED COACHING (CAC)cac is a us based international organization which provides master level learn-ing on coaching, bringing the most advanced research, industry tools/ techniques and coaching methodologies to today’s people-shapers around the globe. it is the primary access point for advanced training and customized programs for individu-als and corporations looking to build greater capacity and achieve leading results.

The center for advanced coaching’s professional services, through its global network of service associates, provides leadership coaching for senior execu-

tives and coaching infrastructure for organizations.

CHANGEWISEchangewise has partnered with cambria consulting, a premier human resource consulting firm, to design and host several online assessment instruments based

on the research underlying our award-winning book, leadership agility. These instruments provide managers with a specific, actionable road-map for their next

steps in developing the mind-sets and skill-sets needed to become more agile and effective leaders in today’s world of unprecedented change and complexity.

THE NEUROBUSINESS GROUPneurobusiness groupTm is a group of global executive coaches with extensive

experience in working with fortune 500 companies. each of the coaches has re-ceived a certification in neurocoaching which is coaching that relies on integrating information about the brain in the coaching methodology. each of nbg coaches possesses extensive experience working with individuals and companies of all sizes and knowledge of how to apply brain science to the executive coaching.

WORTH ETHIC CORPORATIONworth ethic (worthethic.com) is an executive coaching firm founded by kate

ludeman, phd and eddie erlandson, md. kate and eddie are widely recognized executive coaches, speakers and authors who have assessed and coached over 1,400 senior executives in a wide angle of industries located in the us, in all ma-jor european and asian countries, and in many south american countries. They are the developers of the alpha assessment and alpha coaching methodology,

which sargia uses in its coaching practice.

wE uNlOCk lEAdERs’

iNtERNAl POwERs FOR tAkiNg A QuANtuM

lEAP tOwARds uNPRECEdENtEd

hEights OF suCCEss

for more information about SARGIA Partners Leadership Services please go to www.sargiapartners.com.

To discuss bringing SARGIA Partners leadership services, programs, or executive coaching to your organization please write [email protected]

Peak Performance Spring 2012 By Sargia Partners (2)

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