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Human resources training: how to have these three types of focused talents

发布时间:2019-09-20 18:19:25 点击量: Source: Global Online School Release time: 2019-09-20 18:19:25 Clicks: share it:

preface

Master Yoda has a motto: "Concentration determines your current situation." It is like a microcosm that George Lucas is using this concentration to advance Star Wars to success step by step.

Isn't it true that successful leaders? The focus on themselves, on people, and on the world supports them to abandon all interference and firmly move towards the ultimate goal.

One of the main tasks of leadership is to direct attention. Leaders tell us where to put energy, but they also need to manage their own focus. Leaders who can guide effectively can soar wings, and those who cannot do so are doomed to stumble. The reason is simple, as Yoda reminded us of a motto: "Your focus determines your actual situation."

Emotion is the way the brain guides attention;

Managing attention is a way to control your emotions

To guide your attention effectively, you must have a keen grasp of when, where, and what people should focus their awareness on. Leaders can achieve this in several ways. For example, if you explain a new strategy that prompts a shift in organizational focus, people in the various core units from finance to marketing will each manage to switch.

Why is my focus on focus? My research on emotional intelligence is based on two studies that were still new at the time:

One is emotion and social neuroscience, which unveiled the mystery of how the brain manages emotions;

The other is social neuroscience, which reveals the power of the virtual connection between the brain, which is the channel of emotion when people interact with each other.

The combination of the two theories provides powerful insights into understanding emotional IQ in management.

Recently, there has been a surge in new discoveries on the brain and attention, because scientists have contrasted the brain's activities in various states of concentration. This new science has given me a deeper understanding of the role of attention in leadership Subtle and powerful characters.

From a possible perspective, neuroanatomy shows that two activities, attention and emotion, are intertwined in the brain circuit in a surprising way. The so-called emotion is the way the brain guides attention; managing attention is the way that the mind controls emotions.

A slight shift in the lens we are examining may even point to the importance of focus for leadership. The reason why the emotional IQ function can make the best leaders different from ordinary leaders is that it is inseparable from attention and even the most fundamental neural circuit level.

Self-awareness and self-management, compassion and relationship management are the four main components of emotional IQ. Self-awareness and the self-management capabilities built on it depend on this step of shifting attention inward. Compassion is the basis for dealing with interpersonal relationships and requires enthusiastic attention to others.

In addition to having this internal and other-oriented focus, leaders must also have a third aspect: awareness of the outside world, the ability to interpret meaningful airflows within the organization and search for events and forces that affect them.

Every leader needs to have a three-faced focus—inside (looking at oneself), toward others (caring for others), and outside (looking at the world) —and be rich, properly balanced, and at the right time Use the right attention to force resilience. Using too little of any kind of attention can lead the leader into a lack of direction, clues, or even blind spots, or worse, all three things happen at the same time.

Internal focus

What bothers leaders today is too much distraction: urgent information, a meeting every fifteen minutes, decisions from people to strategy, etc. Ten to twenty years ago, executives rarely traveled with technology that allowed them to swim in the information and flow of information on the go. This is not the case for most people today.

The constant influx of distractions diverted attention from the transaction at hand; the seemingly urgent ringtone may not mean that it is important at this moment. The struggle to stay sharp and focused on important matters under the disturbance is fierce in the brain's attention circuit.

"Cognitive effort" is a scientific term that represents the mental work required for daily information loads. People's attention is like muscle, and they can be overused. When distractions and irritability increase, attention fatigue can occur in the form of reduced efficiency. These signals indicate that the glucose supplying the nerves has been depleted.

Concentration means choosing a single focus and refusing to be attracted to everything else, that is, screening from the unrelated affairs of Cheng Shan to find the most important thing. This can be a good supervisor who can monitor their attention; they are energetic and focused, not weak and distracted.

But focusing on the goal is not the only necessary focus for leaders. For example, creativity and innovation require a more open and relaxed focus. Here, self-awareness once again demonstrates its value: self-monitoring allows us to check whether our attention patterns meet current needs.

In the "top down" attention mode, we actively choose what we want to focus on. The "bottom up" attention mode refers to living in automatic mode and letting things appear to determine our attention, which may cause us to have unconscious preferences and blind spots, and become dull. Of course, this model is also useful in life, but not necessarily at work.

"Cognitive control" is a scientific term that means to focus our attention where we want it and keep it going, even in the face of the temptation to distract you. This is an important psychological ability for self-awareness. This focused focus represents one aspect of the management function of the brain. Its location is in the prefrontal cortex, which is the block behind the forehead, and it is the manager of the brain.

The top standard scientific research to investigate the achievements of life in order to understand the meaning of leadership-a long-term longitudinal study in Dunedin, New Zealand, rigorously tested the cognitive control of more than 1,000 boys and girls Tracked again at the age of thirty. The surprising result: Compared to IQ or the wealth of growing families, their childhood focus on one thing and their ability to ignore distractions are more powerful indicators of their financial success as adults.

For management, "cognitive control" holds the key to leadership functions, such as self-management, that is, the ability to focus on goals, overcome distractions and setbacks, and use discipline to pursue success. This allows the same neural circuit to pursue a single goal, while also managing chaotic emotions. Managers who calmly calm down, tame restlessness during a crisis, and recover from disasters and failures also have good cognitive control.

Supervisors who are aware of their strengths and limitations and who can also face them are also self-aware. Although this means that they can show their strengths at work and perform confidently and well, it also means that they know their limits and need to rely on others to learn from each other.

Several other aspects of self-awareness can reconcile our internal neural circuits with monitoring the whole body, including internalized ethical systems that judge right and wrong. These primitive brain circuits transmit information to the body through the body, especially the internal organs. University of Southern California neuroscientist Antonio Damasio calls these inner sensations "signs of the body"; this is the inner rudder, and when making any decision, tells us all the lessons learned from a lifetime of experience homework.

Inner awareness of what to do and what not to do guides us to uphold our values. A young filmmaker was frustrated when he felt that he lost control of his creativity after seeing the video studio he served editing his first large movie. So he took the money made from that film and went to make a second film. Although all his friends in the industry advised him to let the studio bear the risk of filming, he felt that the artistic integrity of his work was relatively important.

Near the end of his movie, his money was spent. I ran across one bank after another, all the banks rejected his loan application, and at the tenth bank, he finally borrowed the funds needed at the last minute. That last-minute money brought George Lucas out of Star Wars.

Of course, following your heart doesn't necessarily guarantee a career kingdom like Lucas Film, but it can improve what you find researchers call "good jobs"-combining our values and talents, And the probability of what we like to do the most. If leaders can find this rare mix of ethics, excellence, and enthusiasm at work, they can lead the team with infectious energy and enthusiasm.

Focus on others

Other perceptions show whether leaders can quickly find common ground and harmony in new business partners, or make people laugh and smile openly; this does not refer to the laughter after listening to the joke, but from their A relaxed attitude in interpersonal relationships.

For example, because of their keen awareness of others, in a briefing, they can perceive when they should shift their audience's attention from cold data to vivid little stories, or the other way around. These supervisors are the colleagues that everyone is eager to find, and their opinions are the most powerful.

You can find this high level of otherness in those executives who can quickly interpret group pulsations and recognize everyone's self-evident consensus. They will take the initiative to say, "I think we have agreed ..." and everyone naturally nodded in agreement.

People with such strengths also naturally become leaders in the group, even if they are not assigned to the job. You don't have to ask the group to name the leader. Just ask this question to find such prominent leaders: "Who is the most influential person in this group?

There are three types of compassion, each of which is essential for effective leadership. Cognitive compassion allows leaders to understand another person's point of view and the mental model on which they view the world. This will make the leader more persuasive in conveying the message in the language the other person understands. Leaders who are good at it often have higher-than-expected performance from their direct reports.

In contrast, emotional compassion allows leaders to immediately notice how someone is feeling. This ability allows leaders to trigger interactions with a high degree of chemical change, and empathy can create a sense of connection, trust, and understanding. At such an almost magical moment, everything can proceed more smoothly, whether it is a commercial decision or negotiation. Good at this kind of compassionate supervisor, can become excellent consultants, account managers and team leaders; they can feel the reaction of others right now.

The third, empathic care, means that leaders can perceive the needs of those around them, so that they can automatically respond to what feels most important to others. The best members of the organization show this sympathy when they actively help others. Leaders are represented by creating a working atmosphere of safety, trust and support, so that their direct reports feel at ease, take risks, and explore new opportunities. When the leader supports you, your performance will be more confident.

In general, people with any kind of sympathy are good listeners and can build strong interpersonal links; they can also form a positive influence when the organization is given the opportunity to advance. They can naturally build connections and personal networks that allow them to lead, influence, motivate, and communicate effectively.

Focus on the outside

The forces driving change in any organization can be viewed as a system. For example, in a global technology company, the confrontation between the chief operating officer and the CEO has infected all levels of the company, causing hostility and jealousy to rag. Teamwork was seen as a dangerous venture, and the organization lost blood.

The consultant hired to deal with this management crisis found that he had seen similar workplace dynamics in his early career, when he was doing family system therapy: conflicts between married couples were replicated in children, and disturbing relationships emerged . Although psychotherapy may heal these scars, sometimes divorce is the only way. The same is true in enterprises. When the CEO left to take over his second career, the company's original chaotic kinetic energy was completely turned over.

"Moving the system into a conference room" refers to the practice of bringing together all the parties to a problem-sometimes the range of people involved is large, and each has a degree of control over the systems that interact with each other. WalMart used this system to solve the problem of magazines, because 65% of the magazines on the store shelves could not be sold, so they had to send them to the pulp mill, resulting in waste of money and unnecessary carbon emission.

One big problem is that magazines charge advertisers based on the number of advertising pages they buy, not the number of magazines they actually sell; their goal is to get magazines on the shelves. Wal-Mart has called in publishers and distributors to review the entire distribution system, so it can better arrange specific magazines for the right stores that have the best sales volume, and let publishers change the way they charge advertising fees. The result: 50% fewer scrapped magazines.

Being able to interpret and create a system that is larger than the company's positioning enables leaders to plan better strategies. This perspective plays an important role, like the business strategy formulated by John Mackey, the co-CEO of Whole Foods Market, which aims to create benefits for a wide range of stakeholders, including consumers, Employees, shareholders, community and environment.

A sharp external focus supervisor has many characteristics. The wide-ranging curiosity drives them to collect a lot of information every day, not only to check the information of general news websites and websites related to their industry, but also to explore other rather strange data sources. They are completely open to other information that is irrelevant but may be relevant to core interests in a variety of amazing ways.

They also continue to learn and remain genuinely interested in new perspectives that can be learned from others. The thirst for knowledge has enabled them to turn contact with everyone into an opportunity to learn from each other's world, whether it's an adjacent passenger on a plane, a factory foreman, or a casual visitor. This genuine interest makes them not only good listeners, but also good questioners.

External awareness also manifests itself in the ability to detect meaningful information from reports, a pile of data or weekly headlines. This talent enables a supervisor to be a keen manager of the sea of information, able to pick out important content and explain its meaning. This ability to interpret the system can also be seen from the ability to perceive "how regional decisions have long-term consequences", or to understand the impact of decisions made today in the distant future.

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