Testimonial for Human Potential Plus From The Ontario Seed Company Success Through Self Evaluation

December 9, 2010
Testimonial for Human Potential Plus
From The Ontario Seed Company
Success Through Self Evaluation
I had the opportunity to listen to Brian speak at my son’s hockey banquet and I was overwhelmed by such a powerful and motivating presentation, so much that I asked Brian to be our opening speaker at our 22nd annual customer appreciation seminar that entertains around 300 guests.  I am a sales representative for a  company that distributes supplies to golf course turf managers and usually our topics are turfgrass oriented to update customers on research and new developments in the industry.  I have to admit, I was a little nervous on how our guests would portray Brian’s sixty minute talk on self evaluation, but from the minute he started until the minute we had to literally end his session, Brian had all 300 people engaged and had them stepping back and evaluating themselves from the past and hopefully progressing their relationships for the future.  To be able to hear a pin drop in a room with 300 people says how powerful Brian’s message was.  We seriously had to end Brian’s session to move onto our next speakers, but our guests could have listened to Brian all day.  The comments we heard for the rest of the day from our guests were so positive and thankful for having such a powerful speaker who focused on everyday behaviours and situations.  His talk was received better than any research or technically based talk we have ever presented for our guests and it was based on what is most important in life, which a lot of the time we take for granted.  Whether you are a small or large company, having Brian work with you will change how your company will do business, and most importantly change how they deal with every relationship in their lives which can lead to endless potential.  Our experience with Brian was so positive, he may be our first repeat speaker at our annual customer appreciation day, says a lot about Brian’s theories when our guests were expecting a day full of technical information of our industry.  Thanks again Brian.
Sincerely,
Mark Durand
Sales Representative
Ontario Seed Company
I had the opportunity to listen to Brian speak at my son’s hockey banquet and I was overwhelmed by such a powerful and motivating presentation, so much that I asked Brian to be our opening speaker at our 22nd annual customer appreciation seminar that entertains around 300 guests.  I am a sales representative for a  company that distributes supplies to golf course turf managers and usually our topics are turfgrass oriented to update customers on research and new developments in the industry.  I have to admit, I was a little nervous on how our guests would portray Brian’s sixty minute talk on self evaluation, but from the minute he started until the minute we had to literally end his session, Brian had all 300 people engaged and had them stepping back and evaluating themselves from the past and hopefully progressing their relationships for the future.  To be able to hear a pin drop in a room with 300 people says how powerful Brian’s message was.  We seriously had to end Brian’s session to move onto our next speakers, but our guests could have listened to Brian all day.  The comments we heard for the rest of the day from our guests were so positive and thankful for having such a powerful speaker who focused on everyday behaviours and situations.  His talk was received better than any research or technically based talk we have ever presented for our guests and it was based on what is most important in life, which a lot of the time we take for granted.  Whether you are a small or large company, having Brian work with you will change how your company will do business, and most importantly change how they deal with every relationship in their lives which can lead to endless potential.  Our experience with Brian was so positive, he may be our first repeat speaker at our annual customer appreciation day, says a lot about Brian’s theories when our guests were expecting a day full of technical information of our industry.  Thanks again Brian.
Sincerely,
Mark Durand
Sales Representative
Ontario Seed Company

Building Relationships In Business

October 27, 2008

Over the past twenty-eight years of working with people, mainly managers, I find it amazing that CEOs spend most of their resources on bricks and mortar, hardware and technical skills. They often talk about how people are their greatest resource yet fail to spend any money building the capacity of their employees. They don’t seem to perceive the link between relationships and Quality service or Quality products.

Most CEOs have bought into Boss Management, creating managers who practice the relationship-destroying habit of Boss Management. People today want a work culture founded on integrity, ownership, leadership, and empowerment. They want to be creative and responsible in a whole new way that the present management style (Boss Management) kills.

Relationships that work are highly dependent on openness and honesty in order to build trust. The habits of relationship, listening without reaction, ownership, responsibility, connective solution building, empowered decision making, and the removal of fear and coercion, allow people to get the best out of themselves and coach it out of other team members. When we gain an understanding of how we are motivated from the inside out, it helps us gain an understanding of how to coach ourselves in the important relationships in our lives.

This has a benefit in two directions. It makes my home life most effective and flows over to the work place. So when employers deliver the right kind of training, employees get the feeling they are cared about, and therefore they see their relationship with their employer as need-fulfilling to all the relationships in their life and will often give unparalleled energy to the company. Working on self and learning to get along becomes a process of self-evaluation and learning. This new way of dealing with people allows people to put quality in the forefront of their minds. This is a result of improving the quality relationships by creating effectiveness in person and professional lives. This capacity-building process, which can be taught from the front line to managerial level, and even VPs and CEOs, is the catalyst for greater productivity, ownership, accountability, and cooperation under pressure.

Boss Management works when you lead the market and are uncontested. But with globalization and competitive markets, Boss Management creates crises to meet manager’s ego needs, rendering the company helpless and losing the competitive edge needed. Self-evaluation and adaptation are lost.

Coach bri


Insight Quality Management

October 6, 2008

Insight quality management gets its definition from the work of Dr. W. Edwards Deming, Jiddu Krishnamurti, and William Glasser. Deming, like Glasser, believed that quality can be achieved when people come to the realization that personal power associated with bossing gets in the way of people achieving quality.

One of my personal challenges in working with managers and employees alike is to persuade them to drive out fear and instill trust, confidence, compassion and kindness as tools that lead to quality. However, one of the least talked about things in business today is the process of insight. This is probably the single-most important factor and catalyst for change. In order for insight to flourish, the first factor is a process called questioning (or meditating or self-evaluation and it probably has many other names) but it directly deals with a transformation in the person’s consciousness. All human problems that prevent relationship are within humankind’s consciousness. This is where a change must take place in order to understand how to bring about and identify quality within an organization.

For many thousands of years humankind has been willing to shift technological thinking in order to solve our problems in technological matters. But when it comes to psychological matters and the problems of daily living, human beings, I believe, choose not to solve their problems because they are unwilling to shift theory and choose a new psychology. People who do shift technological theory are looked upon as pioneers in their field. People who shift psychological theory change the world for the better forever. The only way human beings are going to create an environment where work is looked upon as a place for inner transformation and growth is by self-evaluation. This means that whenever a person doesn’t feel good inside himself or herself they stop practicing the four premises of an external psychology. These four premises are: taking things personally, blaming other people, trying to get people to change, and knowing what’s best for others.

In all the interactions within an organization the first premise of internal psychology, reacting by taking information personally, must be totally set aside. Long term planning must replace short term reacting. This means that companies have to embrace insight quality management and develop a new system where leadership through compassion and accountability merge with consistency of purpose and continual improvement.

Managers need to begin to create a warm, safe, and caring environment for their employees. This can be achieved by getting to know your employees, and more importantly, letting them know you. Dr. Glasser recognizes the importance of getting close to the people that you work with and allowing them to get close to you so that the relationship is need fulfilling. Managers must teach employees what quality looks like. They can do this by identifying quality when they see it and make it visible. In this beginning phase managers must set aside all boss management (to use Glasser’s term) habits. These habits include punishing, rewarding, and telling people what to do how to do their work. But most important is allowing employees to evaluate their own work and coming up with ways that they can improve it. This is a huge change in the system of boss management. This is one of the most difficult things to understand because managers must work on the system and not on the employees. This is foreign to most boss managers because they lack in the insight into internal motivation, as described by Glasser.

Boss management has its origins from the dawn of man. When human beings began to give thinking priority, we slipped into an egocentric position and the narcissistic view of leadership. This is basically a philosophy of “do what I say because I say it”. This destroys compassion, accountability, and consistency of purpose because the only purpose that matters is the bosses’. In this situation, constant improvement goes out the window.

In order to bring about this change within an organization, a new philosophy needs to be adapted. This philosophy is based on the work of William Glasser, Jiddu Krishnamurti, Alan Watts and James Allen. All of these people have emphasized the importance of a relationship based on internal psychology but may have called it different things. All of these people created what they did through the process of insight, which is a movement outside the field of time. However, in order to practice these insights, time and patience is needed because it is about learning new behaviors that inevitably create greater effectiveness, success and happiness for the people using them.
One of the most important elements in creating an insight performance workforce is to help people understand that learning and internal psychology create meaning and purpose in their life.
This is no doubt a hard sell. What it means is convincing managers and employers that boss management is in fact getting in the way of producing quality products and services. If the organization is constantly focused on the idea of quality at the lowest possible cost it is almost impossible to capture or maintain its place in the market.

All organizations that are able to produce the highest quality at the lowest possible cost succeed. However, one must come to terms with a definition of quality. Deming and Glasser would agree that quality is anything that is consistent in satisfying one or more of a person’s basic needs. In the same way, organizations have needs and these basic needs are tied to the needs of the people within the organization. Therefore when people’s basic needs are satisfied within the workplace so are the needs of the organization. These basic needs, as defined by William Glasser, are as follows: survival, fun, freedom, power, and belonging. When we are born we have these drives and we need to satisfy them. The satisfaction of the survival need feels good. We also learn to have fun and to be free and that freedom creates some control in our life that allows us to make choices. We also develop our sense of power by gaining control and mastering our surroundings and learning to get what we want. We also learn that being loved feels good from the people that show us care and then, later on, we also learn to love, which also feels good. This is never more apparent than in the workplace: five people that really like each other will do the work of twenty-five people that don’t. This belief leads organizations to stop doing quality inspections and begin to practice producing quality in both products and service, as well as in all processes.

We all know that to work for a manager that is open and honest and has a deep sense of caring about the work they do enhances how we feel about them and the place where we work. It is crucial that an environment that is warm and supportive be cultivated if quality is to be achieved. The next important single factor is that the work is useful and meaningful to the person doing it. This helps create what Deming calls the consistency of purpose. The third most important element is teaching self-evaluation and constant improvement. The fourth requirement is that employees and managers are always asked to do their very best work. People will only give their very best when their needs are satisfied. This is why fear mongering creates distortions and removes the consistency and purposefulness of the organization. Fear mongering and boss management creates a “cover your ass” mentality, which gets in the way of the fifth requirement of quality. This quality focuses on feeling good in the job you’re doing and the way you do it. The purpose of human feeling is to tell us what our life is about and why what we’re doing isn’t very effective or isn’t satisfying our basic needs. This then leads to the sixth requirement: when working towards quality work is never destructive. This is hard for most people to understand because when there is an unsupported environment or someone else is evaluating your work, everything gets in the way because people are not quality minded.

Quality minded people are always focusing in the present and their level of effectiveness, looking towards a future achievement. They never take their eye off the prize and the prize to them therefore represents quality. This is a crucial part of producing quality because the focus goes on quality supplies as a means to achieve consistency. Cheaper suppliers do not offer the same consistency in materials, shipping, and services. In all of these situations, insight performance management seeks to train on the job to again produce people doing a better job, shifting away from just meeting the targets. Targets are another way of allowing fear to come in and, with that, the judgment of other workers. Focusing on processes and seeing them as the cause of error is much more efficient and effective in creating purpose. Deming always refers to treating departments as internal customers, stressing the need to get along. When workers have objectives to be achieved, not numerical targets, greater quality is obtained.

The shift to insight performance management employs the brains of people, not just their skills. In the production of quality, the relationship between the employer and the employee is the most important. It removes barriers that prevent people from getting along. It builds the foundation of self-improvement and education that lead to improvements in any part of the organization. We are all responsible for quality and productivity especially at the top. The way the top views the employees doing the work must become friendlier. Annual reviews are thrown out and replaced by strength and weakness sharing.

All of this is very new to the boss management style and also very frightening to the manager. The manager must stop working on the employees and learn to create new and better processes to help the system work more efficiently. There is little that can be done if we don’t see that the crisis is within our own consciousness. It is here and solving the problems that prevent relationship in our daily lives with the way we work with one another is the source of our unhappiness. In environments where people are unhappy, those unhappy people tended to evaluate other people and create further unhappiness. On the other hand, happy people or effective people almost always evaluate himself or herself when they are faced with a challenge. This is very difficult for boss managing people to understand or buy into. So many organizations let one or two individuals poison the environment for the many. These boss management minded-people are like cancers in the workplace. Very few are willing to give up bossing and start leading.

At Human Potential Plus we build people’s capacity to self-evaluate by training people on how to coach and lead without external control psychology. Many organizations that thrive are thriving because of the people within the organization. If you look at any effective department you will see effective people improving processes. But more importantly, you will see managers who like and enjoy the people they work with.

Coach bri


Driving Assholes Out of the Workplace

May 1, 2008

I see that you have a very different way of dealing with the girls that you coach. I pick my daughter up here, three times a week, and I love to come and watch. You seem to be different than most of the other coaches. You seem to be able to coach more performance out of them. The quality is higher when you are around. I am heavily involved in the business world, and responsible for many managers who report to me daily. I do know what it’s like to manage people, but one thing that seems to stick out is your relationship with the girls. They seem to really like you. I have watched this now for about two weeks. I’ve heard you are Canadian, and that you went home, and I never got a chance to talk with you. Now you are back, and I was wondering if we could have a beer some night and talk. How long are you here for?

I am just heading to China, and I’ll be gone for about a week. I will return to Australia, and then I’m off again for another couple weeks to Korea and Japan. I do have a couple of hours now, if you’d like to talk now.

That would be great. My daughter won’t be ready for a few hours, and I can go for a run later. Can we go across the park and sit on a bench there? It’s a very nice park.

Sure, I will meet you there.

Drive around to the back of the park. It’s quieter there.

When I arrived, the park was absolutely beautiful. There were several gum trees hanging over a pathway. Two trees seem to invite you with their large drooping branches, offering their shade from the hot sun. The magpies were busy, many of them making lots of noise to let you know that you didn’t belong here, that you were the intruder. We sat on this old bench made from wood that I had never seen before. The handsome friend named Jake told me that this bench was of the actual tree that actually occupied this particular spot. It was part of their conservation to use the trees and everything within the park to add to the parks caveats. He then began.

I am under a lot of pressure at work, and I manage many people. I have the task of reporting to three different upper-level managers, and all of them are very different. And at times, I often feel lost and frustrated and feel like quitting my job. I have talked this over with my wife and she feels I can do whatever it is that I feel I must do. She is very supportive, and I am well aware that quitting my job would have a large impact on my family. But the money is great, but most times my headaches are greater. I was wondering watching you, if there is a different way to do things.

Sir, if you can pick up what I’m doing that is different from other coaches, you have a sensitivity that says you are well suited for managing people.

I know I’m good at what I do and I do treat people well in the company. Most of the people I work for like me and they perform well. That is not the pain in the ass.

And what is it sir?

The assholes I work for.

Can you tell me about that?

Reporting to three bosses is hard, one boss is great. He is really smart. He never tells you what to do. He gives me advice when I asked for it. Anyway, he is always interested in me as a person. The second boss is a total lie, so he is always trying to find ways to put me down and point out all my growth areas, and he is such a hard ass.

Sorry, what is a ‘hard ass’ to you sir?

A person who is just negative and has always got to have things done his way. He has the last word, no one questions him and he is beyond learning except, of course, if it’s someone higher than him. Then he is a suck up. The third boss is a massive asshole in a different way. He is a Mr. Know-It-All and is always critical of everyone’s ideas. You can’t nail him down on anything. He was always complaining about a better way to do things. And when you ask him for his feedback he is always afraid of giving it to you. He never wants to put himself out there and take a risk but he expects everyone to take risks around him and then when they don’t go well, you receive his reprimand. He holds onto valuable information, and then things go wrong, even if it could be a quick fix. So he becomes the one that looks like he’s the knight in shining armor because he’s withheld information from people that’s critical to their success. He creates so much dependency. He constantly destroys the economy of people when it comes to product management. He never manages the product, he only manages the people. I believe he cost the company thousands of dollars, but he’s invisible to the CEO, because he constantly sets himself up to be the savior and is always playing head games with everybody. Sorry, I know that I’m venting!

No sir, not at all.

So, that is the life at work and I’m sort for talking about all of this with you, even though I never really met you. You just seem like a good person to talk to.

Sir, may I point out something? The culture in your work is so common. It is put together by an external psychology. This psychology gets in the way of quality all the time, and it is what most of the world practices, except for a few like yourself and the first person you report to.

Yet he’s a great guy and if it wasn’t for him, I would have left my job years ago.

Sir, what this guy is practicing is an internal psychology.

Okay, he’s different from others. What do you mean by internal psychology? Can someone learn this internal psychology?

Well, yes, of course, but very few companies are interested in it because it means that they have to really examine not only why they are doing things but how they are doing things.

But if you don’t do that, you don’t or can’t improve.

Yes sir! Internal psychology is the psychology of we, not I. The first manager you talked about does these things and so tell me if I am correct in my assumptions.

All right, this interesting!

First, he’s a friendly guy. He’s warm, sincere. You always know where you stand with him. You always know what he will do for you and what he won’t do for you and you trust him.

Yeah, that’s for sure, he asked, but he is also built trust in me. He is okay with me making mistakes as long as I own them and come up with a different way of doing things.

Good. Secondly, he never uses fear of threats, punishments or rewards to control.

Never, as a matter of fact. He is the reason I was promoted. He is always encouraging me to apply for new promotions and new parts of the job.

The third thing: He also works on improving the system and never tries to work on the employees by trying to get them to improve. He helps them get the learning pieces from their mistakes.

That’s for sure, you know this guy?

The fourth thing is always asking for best effort, and he’s always asking people to evaluate their own work.

Shit that’s amazing, it’s almost like you know this guy. Last week two employees that work under me came to let me know that they have had a session with that good manager. They decided they were moving in the wrong direction, and what they were doing didn’t have enough quality in it, and then they both stayed late and came in on the weekend and will have the project in on time.

Yes sir. The fifth thing is not only does he give his best effort, but he is always doing things that are constructive for everyone and for the organization. He is always throwing the light on what is the learning piece and focused in constant improvement.

That’s what I see when I watch you coach. Other coaches want performance, and then they lose it on the athletes. You just talked respectfully, asked questions, they respond, and you can see their performance produces higher quality. I heard another coach talking about you the other day, and he said he loves coming to practice and working with you, because the athletes work so much harder and are so much more coachable. I wondered if you did know this guy because you seem to be cut from the same cloth.

No sorry sir, I don’t but this I do know. It takes a very insightful CEO to embrace what it is that I’m doing. It is a business culture renovation, and most people fear change, because it means there is no room for hassles in the organization. When you teach internal psychology to the employees and managers, the assholes eventually get exposed. And they either jump on board by change, or they leave the company. These mean-spirited people hurt and poison and they are highly destructive to accompany in ways that most people can’t even imagine. Just as your first boss affects the company in positive ways, you can even imagine people who like people who work harder for people they like, but this is nothing new.

So, you teach this stuff to companies.

Yes sir, but very few CEOs are interested. It means you have to change in the middle, and then in both directions, up and down. So the whole organization changes in both directions.

Why do you say it starts in the middle? I don’t understand this.

Sir, in every organization, there is a core of people that do a majority of the work. Most of these people exist within the middle of the organization. All roles and positions in a company that is driven by internal psychology have equal value. It is important to change at the very core. The organization must identify the core people in every department, and that doesn’t necessarily mean the managers. Core people are the people that other people get along with and enjoy working for and with. These people have what is most important in any successful organization, and that is character.

Well, how do you define character?

Sir, the word integrity means integrated. Well integrated people are people who are able to give the knowledge and action their proper significance. What I mean by this is that you can have all the brains in the world but if you don’t have compassion, sensitivity, and awareness, you’re basically an ignorant person.

This is a very different way of dealing with people, but I do see what you mean. I would say what I like most about my boss is that there’s no bullshit. The way he talks and the way he speaks is without contradiction. The other two bosses say one thing and do another. There’s a feeling with the first manager that he’s always got your back and is not afraid to get to know what you think, why you think it and where it leads you. The other two really don’t give a damn. It’s all about them.

Yes sir, I know. Learning an internal psychology not only makes you a better employee, it makes you a better person, spouse or parent, and anything that brings integration within the individual develops his character.

This has been a very interesting talk. I want to thank you.

You’re welcome, sir.

Can we meet again when you’re back in Australia?

Yes sir, I’d love it, take care.

Coachbri


The Loss of a Job

February 14, 2008

He was certain that he was right and no matter what, he always had his dignity. No one had as much expertise as he had with his life and he was not going to buy into what I thought about his life.

Sir, can you tell me what it is I think of your life?

I don’t know but I am just telling you that I’m just not a person who is going to swallow what you say because you’re a counselor. My wife reads your blog and then tells me about what you say.

So what is it that you disagree with?

Well, nothing so far. My wife tells me I should see you because I’m depressed after I lost my job. So I just want you to know that I am not depressed.

How are you dealing with losing your job?

Well I feel fine. I just feel a little beat up emotionally. It’s tough to lose a job to amalgamation. I never thought I would be the one that was let go.

And why is that sir?

Well, I was the core of the office and there for 18 years. So when this happened I was pretty shocked and I still can’t believe that it is true.

Well sir, is their anything secure in life, really?

Apparently not! I thought there was but I guess not.

So how long has it been since you lost your job?

About two months now!

How do you spend time your time now?

That’s the funny thing. I feel it’s not real and I just don’t have any motivation to go out and look for a new one. My wife says I’m acting a little strange and I believe her. I guess.

What do you think is strange?

Well I’m a person who always was a go-getter and into whatever it is I do. Now that I lost the job I could give a sweet pickle about anything.

Well sir what do you give a sweet pickle about?

Read the rest of this entry »


Managing People

January 17, 2008

Even though we are more complicated now than we were at the time of the industrial revolution, managing people has undergone little change since that time. Our brains have taken on the challenges of multitasking quite well but we still manage people in the same old external control way, called Boss Management. The sad thing is that most bosses don’t think they are boss managers because they are to busy multitasking. To take the time to do some healthy self evaluation means they have to put themselves under pressure and receive the full shock that what they are doing may not be working because of the way they are managing. Today’s competitive markets are the result of products being produced because people want quality in what products they buy. Boss managers have not woken up to the fact that other people are producing the same products they are. The ones who can do it at the lowest cost and keep their people working for them will stay in the business. The migration of work to China and places like Mexico or Third World countries is the result of businesses running away from their own inability to self evaluate. They are running to a place where Boss Management is still the practice and will be the practice for the next fifty years.

Business guru Edward Demming saw this happening after World War II in America and went to Japan to rebuild the Japanese car industry. He brought to Japan a way for them to be competitive with the great American car industry,  and the story is now history. Since Japanese cars are produced with the highest quality at the lowest cost.   The government attempts to deter consumers from buying them by putting a tax on Japanese imports. So just think of this. To buy a Japanese car in North America you have to pay a tax because we North Americans can’t produce a quality car the way the Japanese can, so they tax the Japanese cars to bring the price above our North American car prices. The fact is people still will pay more for quality. This is something our North America car manufactures don’t understand. The root to this problem is Boss Management and the psychology of external control which it inflicts on it’s workers. Today’s work force are made of people who can multitask. Most of this multitasking is needed and effective but it also must be balanced with self evaluation to be highly effective. Having people who can multitask but can’t relate to other people is problematic.

Boss management mainly is telling people what to do, when to do it and how to do it and then the boss evaluates the employee’s work. This is the source of high employee absenteeism and employee turn over. If a business is going to be successful, they must find ways to discover what quality looks like in what they do. They have to be willing to listen to anyone or anything that directly improves or moves the product or organization towards quality. However, this is very scary for everyone because it means change and new viewing points that boss management is incapable of bringing about. It means that people have to learn that maybe they don’t know it all and are willing to learn some new ways of relating. This is difficult for people because we have to see through our narcissistic psychology and our present untrue understanding of human behavior. This means they are going to discover all the ineffective ways they have constructed their perceptions of themselves and others. I find, when teaching a new way of relating to people through internal psychology, that people enjoy it because what I’m teaching them in the workplace is making them better parents, spouses and people. This means they have more quality in their life, in their relationships and therefore feel better about themselves, producing a higher level of effectiveness in the work place.

Very few people are interested in reaching their potential. This is what scares us the most about life. That is why today psychiatry has become the number one crime against humanity. It fills people with excuses and conditions that prevent them from reaching their potential. But that is another story we will investigate later.

Coach Bri


Employee Growth

September 20, 2007

Many businesses fail to realize that people wake up in the morning, look in the mirror and want to have a good day. No one wakes up and says to themselves, “I hope I fail today!”

This may sound silly by it isn’t. Companies that don’t take the time to prepare people for change always end up changing the people and that is costly. I friend of mine, a banker, told me that it costs about 35,000 dollars to fire and hire one employee.

Most change that happens in companies doesn’t seem to have a lasting impact once the shock value wears off. People will resort to old habits. To prepare people for change means that the companies really understand that people will grow into change if they are part of the change process. That means they take part in the assessment of how what they do impacts change, and how change will impact what they do. Employers who care enough about their employees and do this well will save themselves time and money by the fist full. Employees with autonomy handle change positively, which generates a creative and improved work ethic. When employees are managed with internal psychology coaching, managers live and breathe job security in times of change and collaborate with the employee. This creates a path to innovate and adjust, meeting new threats and promoting opportunity. Internal psychology strengthens the relationships needed to adapt and smart CEO’s know that if we are going to be around for more than a few years, we better be better at growing employees. Ones that don’t grow wither and die or work somewhere else where they can grow. In a high stress world relationships are more important because it is only in them we find our meaning and purpose for doing what we do. Relationships are our refuge.  The more we grow employees, the more the business grows. People who can get along with others under pressure are high performers. Giving people the skill to build satisfying relationships in home and at work creates employees who take fewer sick days, are more on time and pull together in crisis

GET RID OF BOSS MANAGEMENT!!!!

Coach bri


Power & Purpose

November 13, 2004

I was pulling into the parking lot in Toronto when I noticed the parking attendant and a man in a business suit yelling at each other. As the man in the business suit was leaving, he told the attendant where he could go.I pulled in and the attendant, in a deep, raspy voice, yelled out, “Where do you think you’re going?”
“To park my car!” I smiled.
He said, “I tell you where to park your car, I run things around here!”
“Yes I see that and you sure look after the cars well”, I smiled! As I pulled my car into the spot I yelled out,”Is it ok here?”
“No.” he said, “Move it down there!”
“Ok.” So I moved it down about 10 spots and got out of the car and said, “Are you sure you want it here?”
Then again, as I got out of the car, he said, “No! Better put it over there.” He pointed to another spot 2 spots from the first place I parked.
“Great!” I said, “Are you really sure?”
In a much softer voice he said, “Yeah, it will be fine there”
“Ok.” I got back in the car and moved it to the right spot. I got my things out and headed over to pay my deposit. In a loud voice, when he saw I was going to give him a 20 and the deposit was only 15, he said, “You don’t have change?”
“No, I don’t. I can come back after I get some if you like.” I said, with another big smile on my face.
He slapped a 5 in my hand. I said, “Thanks. And thanks for looking after my car!”
He got a very peculiar look on his face. I smiled and left his booth and moved out of sight. As I turned around to look back, he was standing there. I waved goodbye and he waved too. As I moved farther down the street and crossed the road, he was still standing there looking at me. I waved again and he half waved back, as if he had seen an alien.

A little connection goes a long way!


The Internal Psychology of Success

February 8, 2004

The platform from which human behavior and language is launched.

Understanding how and why human beings behave is one on the fundamental factors that draws out quality in all relationships. Quality relationships develop quality people who in turn develop quality products and quality service. High performance is the ability of an organization to grow people, manage behaviors, and to produce quality service and/or products.

The success of any endeavor is totally dependent on how well the people doing the job get along. Two heads are only better than one if those two heads think and act as one.

The high performance team is able to communicate in a way that people on the team understand each other by a common language, and a process for coaching that uses self evaluation as a catalyst for Quality in every area of their life. The more people coach their relationships in their personal life towards quality, the more effective they are in the workplace and vice versa.

The problem is that most human being are conditioned by our present world psychology – External control

External control psychology (the deterioration of human kind).

The summation of human problems throughout history in business, politics and in any of the human sciences is human beings inability to get along. There have been great technological advances but all these advancements have been used against other human beings as a means to control other people. 50,000 years ago we clubbed people to death because we could not get along. Today we send a missile to destroy thousands at a push of a button. The man behind the club and the man that pushes the button is the same man, psychologically.

You have only to look at your life and see the external control psychology you use when you become frustrated with any person in your own life. These habits that seem automatic disconnect you from that person and therefore increase the level of frustration and misery in that relationship. Knowing how these habits destroy quality is essential to any organization that employs people. Progressive people develop progressive organizations. Personal growth of CEO’s, managers, and employees determines the productivity and quality of any endeavor that breeds success on a continuous basis.

Most companies focus on rewards and punishment as a means of controlling people’s behavior.

Most parents uses rewards and punishment as a means of controlling there children’s behavior.

Most spouses reward and punish as a means to control their partner’s behavior.

In all these cases, the people being punished end up disliking the punisher or resenting the rewarder, even though they like the rewards. In athletic competition, the coach often uses punishment and reward as a way to deter the athletes form bad habits or trying to increase the level of focus or intensity.