All Resources
This library contains all the PDF and video resources from all seven competencies in alphabetical order. This is helpful if you are just curious to learn and want to browse, or already have an idea of what you want to learn e.g. assertiveness.
PDFs
5 Questions Model for Effective Performance Management
This PDF provides a framework for simplifying the way managers and employees typically think about the performance management process, which is often felt to be detached from the day-to-day job. It will focus all on essential day-to-day questions such as “What’s expected of me?’ and will help you to decide which questions need answering when and with whom. It will save you time and make you more effective as a manager.
Assert Yourself
If you find yourself habitually too aggressive or passive/non-assertive, or have someone in your team who is, this PDF will help you to consciously shift towards a more productive balance of self and others, and/or help others to do so, as it explains what assertion is and how to achieve it.
Assertive Behaviour - Push Pull
This PDF covers a technique to help someone else reach an assertive position, ‘pulling’ them out if they are too passive, and ‘pushing’ back if they are too aggressive. It will help you to reach a balanced outcome and make the other person feel heard.
Assertiveness Techniques
In this PDF you will find practical techniques to help you use an assertive approach and in which situations they would be the most useful. The steps are outlined so that they are easy to remember.
Be Logical!
This PDF covers the logical levels of information, a system we unconsciously use to categorise significance and impact (environmental up to identity). It will help you to understand the impact of how we say things, as well as give more intentional and specific feedback to get the most out of your team.
Career Decision Grid Template
This word template gives you a clear approach to thinking about career development. If you are a manager, it will help you to guide your team members in making plans and decisions about their career. If you are a team member, it will help you to focus and think systematically about your career goals so that you can explain them to others and seek feedback and help in achieving them.
Categories of Negative Emotion
This PDF will help you to begin to notice what kind of negative emotions you are experiencing at work and to choose particular coping strategies depending on which negative emotions you are experiencing.
Chairing and Facilitation of Meetings
This PDF provides an overall way of thinking about the elements of a meeting (Content, Process, Relationship), defines your role as a facilitator or chair, and gives you practical techniques and skills. Many hours are wasted in unproductive meetings; this will equip you to be effective in running a meeting, and to save hours of time for other people.
Challenge Analysis
Use this to determine what challenges you currently have, what resources you have to deal with these challenges, and the gap between challenge and resource.
Chimp Brain series #1 - The Chimp Brain
Dr Steve Peters’ model of the Chimp brain explains simply the primitive drivers behind some of our more problematic behaviours and what we can do to manage them. These drivers can be, and often are, challenged at work, leading to outbursts, arguments, and sometimes physical confrontations. Every person has a Chimp and is susceptible to these problems, but if we learn to recognise what is happening and how to manage the results, we can reduce the negative outcomes.
Chimp Brain series #2 - The Human Brain
Following on from Dr Steve Peters’ model of the Chimp brain, as outlined in the PDF ‘The Chimp Brain’, this PDF looks at how the Human brain works i.e. how we are when we have logical and regulated emotional thinking, and how we stay in that state as much as possible.
Chimp Brain series #3 - Managing the Chimp
Following on from Steve Peters’ model of the Chimp brain, as outlined in the PDF ‘The Chimp Brain’, this PDF looks in more depth at how to manage your Chimp and control unwanted emotional responses. It describes several ways in which you can do this. These techniques also help regulate and manage other people’s strong emotional reactions.
Chimp Brain series #4 - Talking to the Chimp
Following on from Steve Peters’ model of the Chimp brain, as outlined in the PDF ‘The Chimp Brain’, this PDF covers the ways in which we talk to our Chimp and how that affects our reactions. It covers some helpful ways of speaking, not only to the Chimp, but also to other people, that are more balanced, reasonable, and fair, and that will lead to better responses.
Chimp Brain series #5 - Nurturing the Chimp
Following on from Steve Peters’ model of the Chimp brain, as outlined in the PDF ‘The Chimp Brain’, this PDF covers ways in which you can take care of your Chimp long-term so that it causes problems less often and is altogether happier.
Choosing the Right Management Style
Different employees require different leadership styles, sometimes at different points in their careers. The model outlined in this PDF explains four leadership styles based on the level of task engagement and relationship engagement required for each. The ability to shift between them as and when required will make you more adaptable to the needs of your team.
Circle of Concern
This PDF covers a technique to identify the areas in your life that are causing you stress and assess how much control you have over them. It will help you to get some perspective on problems, taking action or letting go where appropriate.
Circle of Excellence
This is a technique to help you discover or remind yourself of your strengths and skills in dealing with difficult situations in the past and build your confidence using your past experience.
Confronting and Challenging
Conflict or confrontation is tricky for a lot of people. Many avoid it as much as possible; others do it but don’t get a very receptive response. When you’re leading a team dealing with conflict, whether it be a disagreement between team members or a performance issue, is unavoidable. This PDF covers a useful, simple technique to help you structure your conversation when confronting or challenging someone.
Constructive Disagreement
Disagreement is an unavoidable part of working with others. Unless it is handled carefully, or the relationship is quite robust, disagreement can erode trust and compromise effectiveness, and can, in extreme cases, lead to broken relationships that have a knock-on negative impact on the business. This PDF outlines a technique whereby you can disagree with someone in a way that keeps them engaged, supports the relationship, and leads to a more productive outcome.
Delegation Checklist
This PDF will take you through a process to make it easier to delegate tasks, taking into account your frame of mind, the purpose of the delegation, what information you need, and how you might structure the discussion. It will help you delegate more consistently and effectively.
Emotional Intelligence and Leadership
This PDF provides an explanation of great research into different ‘one-to-many’ leadership styles. You can learn what they are, when to use and combine which for best effect, recognise which ones you are already doing, and which to develop.
Enabling Autonomy - Role Profile
This PDF provides a template for you or someone you manage to take stock of your/their role and responsibilities. Use this technique to identify the areas of a job that are most affected by lack of autonomy in order to make a case to enable more. Increasing autonomy can facilitate your own or someone else’s development, drive engagement, and reduce stress.
Fast and Slow Thinking
This PDF explains the two processes we use to make decisions: fast and slow. It examines the traits of each of these types of thinking and what their benefits and drawbacks might be. It will help you to recognise in which situations you make certain types of decisions and therefore adapt more easily.
Growth Mindset
This PDF covers the important difference between growth and fixed mindsets in relation to driving personal development and how to find learning in more situations. It will help you to address blockers you might have around change and/or developing yourself.
Habits of Resilience
This PDF explains what resilience is and provides a technique for you start to build your resilience. It will help you to highlight methods you already use to increase resilience and to add new methods.
Handling Objections
Handling objections at work is one of the key determining factors for how people view you and how effective you are. Shutting objections down too quickly too often will get people’s backs up and lead to resentment; allowing too many leads to additional conflict and delayed decisions. This PDF outlines a process that allows objections to be voiced and dealt with in an assertive and constructive way that builds engagement.
Handling People Problems - Support or Challenge?
Handling situations where someone appears to you to be difficult, or problematic, is often uncomfortable; yet, if you are a manager and/or leader you have a responsibility to do it. This PDF covers a process you can follow to make tackling a problem with another person more straightforward and will help you reach a productive outcome.
How Am I Doing? - Assessing Fairly
The performance management question covered in this PDF focuses on development, whether to tackle an existing performance problem in your current role or to prepare for a new role. It provides a set of diagnostic questions to examine what specifically needs to change and then explains how to use the competencies to identify the required skills, finishing with advice on how to write a development plan.
How Am I Doing? - Giving Effective Feedback
The performance management question covered in this PDF focuses on giving feedback. Often feedback has negative associations because it is used as a catch all term for less useful and negatively charged interactions, such as blaming, that are not very effective at helping address performance problems or to motivate people. The feedback technique covered here is a simple process that engages the other person, emphasises what has gone well, and covers areas for growth in a motivating way.
How Can I Develop? - Creating a Development Plan
The performance management question covered in this PDF focuses on development, whether to tackle an existing performance problem in your current role or to prepare for a new role. It provides a set of diagnostic questions to examine what specifically needs to change and then explains how to use the competencies to identify the required skills, finishing with advice on how to write a development plan.
How Can I Progress? - Creating an Effective Career Plan
The performance management question covered in this PDF focuses on progression and explains the process for writing a good career plan. This can also be used for expansion of a current role or development within a role.
How Do Values Work?
This PDF explains what values are and why they are important, as well as how they impact behaviour and relationships. Values underpin a lot of beliefs and attitudes, and can often be a source of conflict. Understanding how they work will enable you to tap into a person’s motivation and lead them more effectively.
How People Learn
This PDF covers some of the science behind learning and how we learn best, before describing different learning styles and the most effective types of resources to use with that style.
How To Say No
Use this technique when allocated new tasks or a new role, so that you can confidently pause and, possibly, raise objections e.g. to ask for necessary time and/or resources. It will help you get the space you need to adjust properly and adapt to new challenges.
Ideal Actual Ought Model
The ‘Ideal Actual Ought’ model is a tool that outlines three different ways of viewing ourselves: the ‘Ideal’ (how you would like to be); the ‘Actual’ (how you really are); and the ‘Ought’ (how you feel you should be). When these three identities don’t align (for example, you would ideally be more organised, but you’re actually quite disorganised) it can cause stress, distractions, and behaviours that negatively impact you. Becoming aware of how you view yourself in these different ways will help you address these problems, enabling you to become more effective, focused, and calm.
Influencing Situation Plan
This PDF outlines a process to follow in order to make sure you are thoroughly prepared for an important meeting with someone you need to influence.
Influencing Styles
This PDF covers four different styles of communication you can use to influence people. Different people will respond differently to each of these four styles, so being able to switch between them when you need will help you to influence a much wider range of people.
Initiativeitis
This PDF covers a technique to help you and your organisation take control of your priorities and clarify the situation, so you can have a good discussion about initiatives, priorities, and responsibilities. You can also use this technique to help your team members. It can be scaled for a team, for parts of an organisation, or for a whole organisation. The larger the scope, the more people need to be decision makers in the process.
Making a Case With Values
This PDF covers what a value is and how they are essential to our motivation and sense of self. It also covers how you can use them to engage and influence others.
Making Rapport Work
This PDF provides and explanation of an essential communication skill – building rapport. You will learn why it matters and how to do it, recognise when you can be more aware of building rapport, and if you need to make any adjustments in your behaviour. This will improve your communication skills and help you to build better relationships.
Making Values Work
In this PDF you will discover techniques and suggested phrases to help you use values in various situations. This builds on the information covered in ‘How Do Values Work?’, in which the nature of values is explained.
Managing Challenges Effectively - Serenity Prayer
Use this to help you gain perspective over what you are able to control and change, and what is beyond your control.
Managing Complex Information
This PDF covers the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time, following up with a technique to structure a meeting so that everyone is on the same page. This PDF is aimed at structuring information in a group.
Managing Information Effectively
This PDF provides an in-depth explanation of how we structure and manage information at different levels of detail and complexity. It covers how we communicate, including common causes of miscommunication, and what we can do to communicate more clearly depending on the person/group we are engaging with. It is aimed at structuring information at an individual level.
Managing Time and Scope
This PDF covers the different levels of scope and range of time that people automatically prioritise and how that can cause conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots.
Managing Time Effectively - Role Profile
This PDF covers a technique to help you get a clearer sense of your role and what your responsibilities are. It is helpful if there is ambiguity or crossover in terms of who is responsible for what, or if you are not sure about what is expected of you or what you should prioritise.
Managing Your Inner Dialogues
This PDF looks at how our inner dialogues affect our performance, specifically how they can make us act aggressively, assertively, or non-assertively. It provides tips on how to change our inner dialogues so that they help rather than hinder us.
Negative and Positive Evidence
This PDF explains how we unconsciously filter information depending on biases we might have and how this can impact how we feel about receiving recognition. Use this to check whether you are more sensitive to a lack of recognition than instances when you are recognised, and learn ways to change this if necessary.
The Power of Empathy
Empathy is one of the most powerful tools you can use to build productive relationships. It is fundamental to building collaboration. This PDF explains what empathy is, how to demonstrate it, and the impact it will have if you choose (or not) to use it. It will help you to defuse conflict, connect with and motivate others, and improve efficiency.
Problem Solving and Decision Making
This PDF explains a problem solving and decision making process with useful techniques. It covers problem solving as a process, from analysing the initial problem to deciding what solution is most appropriate. It will help you to tackle problems individually and as a group in an effective, collaborative, and thorough way.
Psychological Safety
Psychological safety is one of the most important conditions that you can create to contribute to the effectiveness, productivity, motivation, and growth of a team or an organisation. This PDF explains what psychological safety is, and how you can create it, and what stops it.
Resolving Conflict
This PDF provides an in-depth look at conflict, including what causes it, how it’s expressed, and how it may be resolved. Conflict is an inevitable part of working with others, but if it can be handled fairly and calmly it can lead to stronger relationships and more robust work, as problems are dealt with before they can cause damage. This PDF covers different types of conflict and techniques for handling it.
Rights and Responsibilities at Work
This PDF builds on the information outlined in ‘Understanding Rights and Responsibilities’ and gives some examples of managers’ and employees’ rights and responsibilities, and how they compare to each other. This is a good PDF to use if you are doing this exercise with your team or manager and need some examples to get you started.
Situation Plan
This PDF provides you with a template for structuring a meeting or situation. In addition to the content of the meeting/situation it will look at the bigger picture, such as your overall outcome, what skills you might need to use, and your style of communicating. Using it will make you more effective, concise, and thorough.
Stretching Yourself
This PDF covers how the brain learns in terms of its potential. It will help you to decide the correct approach to your development based on what you specifically want to learn.
Task Positive Task Negative Focus
This PDF provides an explanation of a fundamentally important network in your brain – your attention network. You will learn how to differentiate between the two (Task Positive/Task Negative), why each is essential and for what, recognise if you are neglecting to use either, and understand how and why you can develop greater flexibility. This will improve your effectiveness.
Team Effectiveness Model
The model outlined in this PDF will help you to analyse and recognise where your team is already operating effectively, and where you can change how you operate to become even more effective.
Tips for Meeting With Myers Briggs Opposites
N.B. We recommend reading ‘Working Out Your Preferences’ before reading these adapting tips, as it will provide an explanation of the Myers Briggs Type Indicator (MBTI) personality profiling tool.
This PDF covers tips on how opposing MBTI preferences can adapt to each other. It is particularly useful if there are certain behaviours you find particularly difficult to deal with (e.g. low reactions, criticism).
Trust in Self and Others
This PDF covers the nature of trust and trusting relationships and why they are important. It will help you to understand why and when we look for evidence that we are safe in a group and the effect this has on our ability to cope.
Trust Your Emotions!
This PDF explains what emotions are physiologically and how we notice/process them, before explaining how we can use this information to manage them in ourselves and others.
Understanding Rights and Responsibilities
This PDF covers the difference between a right (something you have the freedom to do taking only yourself into account) and a responsibility (something you are required to do to take other people into account) and how to maintain a fair balance between the two. It will help you reach a constructive outcome if there are problems and disagreements.
Using Language Wisely
This PDF covers different techniques to change your language pattern depending on what outcome you want. It will help you to notice your preferred language patterns, change ones that aren’t working, and communicate in a more considered intentional way.
What's Expected of Me?
The performance management question covered in this PDF focuses on clarifying responsibilities and priorities, and is particularly useful for team members who are struggling with overwhelm or uncertainty about what part they play in the wider team or organisation. It is also useful for clarifying objectives for a team or organisation.
Who Is Driving The Bus?
This PDF covers different types of motivation and how they affect us. It will help you to understand why a sense of belonging is important for motivation, and how to increase your feeling of belonging at work.
Working Out Your Preferences
This PDF covers the four sets of preferences covered in the Myers Briggs Type Indicator (MBTI), a personality profiling tool that provides a useful basis for understanding how different people’s preferences impact how they work. Differences in these preferences not only affect how people work, they impact what people value, what they will devote energy to, how they judge other people, and how they are motivated. Understanding these differences in an excellent step towards fostering collaboration and effective communication.
VIDEOS
This video provides a framework for simplifying the way managers and employees typically think about the performance management process, which is often felt to be detached from the day-to-day job. It will focus all on essential day-to-day questions such as “What’s expected of me?’ and will help you to decide which questions need answering when and with whom. It will build your confidence, save you time and make you more effective as a manager.
This video provides an explanation of a fundamentally important approach and mindset, being assertive, and how you or others might adopt a less helpful one of being non-assertive, aggressive, or avoiding. You will learn how to recognise the different approaches, if you need to adjust how you behave and what you say to project a more assertive/collaborative stance towards others, especially if they are using an unhelpful approach towards you.
This video identifies useful questions to ask in order to clarify task requirements more effectively. It can help you if you are confused about the level of autonomy you want or have; or if you are unable to make decisions in situations that affect you. Also if you are having difficulty managing your time effectively, or where you are experiencing a feeling of inability to cope. The questions show you a process to help yourself or your team members who might also be experiencing some of these problems.
This video explains how you automatically organise information about yourself into a logical hierarchy of importance and how the type of statement you make to others, or to yourself about yourself can affect how you feel and how you respond. For example, it’s best to make positive comments at the highest ‘Identity’ level “you are…” and to make critical comments at the lowest specific level such as ‘Behaviour’ or ‘Method’. Understanding these levels will give you greater control over how you communicate with others and will enable you to help yourself, or someone else to change their behaviour.
This video explains three different ways of viewing ourselves: the ‘Ideal’ (how you would like to be); the ‘Actual’ (how you really are); and the ‘Ought’ (how you feel you should be). When these three identities don’t align (for example, you would ideally be more organised, but you’re actually quite disorganised) it can cause stress, distractions, and behaviours that negatively impact you. Becoming aware of how you view yourself in these different ways will help you address these problems, enabling you to become more effective, focused, and calm.
Breaches of Trust
If you have members of your team who feel they have been treated unfairly, or if you find yourself in this position, this video will help to explain how this can damage trust, why trust is important, and what you can do to build and maintain it. It provides an explanation of the neuroscience behind trust and how this impacts relationships.
This video takes you through creating a career plan,
which will provide clarity on where you want to be and what is most important
to you in your job. This will help you highlight any skill development needs
and also differentiate between job options so that you choose the one that best
fits both your values and your criteria.
Chimp Brain series #1a - The Chimp Brain (part 1)
Chimp Brain series #1b - The Chimp Brain (part 2)
These videos explain Dr Steve Peters’ model of the Chimp brain, the primitive drivers behind some of our more problematic behaviours, and what we can do to manage them. These drives can be, and often are, challenged at work, leading to outbursts, arguments, and sometimes physical confrontations. Every person has a Chimp and is susceptible to these problems, but this video will help you to learn to recognise what is happening and how it is possible to reduce the unhelpful triggers and behaviours.
Chimp Brain series #2 - The Human Brain
Following on from Dr Steve Peters’ model of the Chimp brain, as outlined in the video ‘The Chimp Brain’, this video looks at how the Human brain works, i.e. how we are when we have logical and regulated emotional thinking. You will learn why and how regulated thinking and behaviour is so helpful and also how to do it.
Chimp Brain series #3 - Managing the Chimp
Following on from Steve Peters’ model of the Chimp brain, as outlined in the video ‘The Chimp Brain’, this video looks in more depth at how to manage your Chimp and control unwanted emotional responses. It describes several ways in which you can do this. These techniques also help you to regulate and manage other people’s strong emotional reactions and bring them back to using their own ‘Human Brain’.
This video (presented by a Professor of Applied Neuroscience) explains how the brain assesses fairness, and how people respond differently to a situation, some seeing it as fair, and others feeling it as unfair. It will help you to recognise when people are likely to feel unfairness and gives you helpful tips on how to create a culture of fairness.
This video will provide you with a strategy for effectively delegating tasks when working in a matrix structure. It will help you to delegate in a way that motivates and empowers your team and leaves you reassured and with more time to focus on tasks that are more appropriate for your role and level.
This video is useful if you or your employees are suffering from anxiety or overwhelm, or are feeling disconnected from your job, team, or the organisation. It describes the benefits of empathy for self and others and explains what you can do to increase empathy in your team. It looks into how empathy evolved, what impact a lack of empathy will do in a team, and provides tools to help increase empathy.
This video explains how our values influence the judgements we make about ourselves and other people and how these judgements can negatively impact our working relationships and our day-to-day work. It examines why this happens and provides techniques for challenging these judgements for more productive outcomes.
How Do Values Work?
This video explains what values are and why they are important. Values underpin behaviours, beliefs, emotions, motivations, and attitudes. Learn how to recognise and find out your own and others’ values and build them into how you understand yourself, how you understand and approach others, and how they enable you to motivate, lead and manage more effectively.
The ‘Ideal Actual Ought’ model is a tool that outlines three different ways of viewing ourselves: the ‘Ideal’ (how you would like to be); the ‘Actual’ (how you really are); and the ‘Ought’ (how you feel you should be). When these three identities don’t align (for example, you would ideally be more organised, but you’re actually quite disorganised) it can cause stress, distractions, and behaviours that negatively impact you. Becoming aware of how you view yourself in these different ways will help you address these problems, enabling you to become more effective, focused, and calm.
This video (presented by a Professor of Applied Neuroscience) explains what motivates individuals and how this affects performance at work. Understanding this helps you to recognise different triggers for creating a motivated state even when people are motivated differently than you (which is moist likely). It provides tips for helping to increase a sense of motivation at work.
This video shows you a technique to help you and your organisation take control of your priorities and clarify the situation, so you can have a good discussion about initiatives, priorities, and responsibilities. You can also use this technique to help your team members. It can be scaled for a team, for parts of an organisation, or for a whole organisation. The larger the scope, the more people need to be decision makers in the process.
This video, (presented by a Professor of Applied Neuroscience) explains how there are different levels of stress and strain, (helpful, tolerable, and toxic), how they manifest in the body and the brain, how to recognise the different levels, and gives you some ideas about how to help yourself, and others, to alleviate strain and stress.
This video provides and explanation of an essential communication skill – building rapport. You will learn why it matters and how to do it, recognise when you can be more aware of building rapport, and if you need to make any adjustments in your behaviour. This will improve your communication skills and help you to build better relationships.
This video builds on the information covered in ‘How Do Values Work?’, in which the nature of values is explained. In this video you will discover techniques, questions to ask, and suggested phrases to help you use values in various situations such as influencing and handling conflict.
This video explains the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time. It shows you a technique to analyse and describe a topic so that everyone in a group can contribute, can clearly follow, and can be engaged.
Managing Information Effectively
This video provides an in-depth explanation of how we structure and manage information at different levels of detail and complexity. It covers how we communicate, including common causes of miscommunication, and what we can do to communicate more clearly depending on the person/group we are engaging with. It is aimed at structuring information as an individual when you are communicating with another.
This video explains how people automatically prioritise different levels of scope and range of time and how that can cause confusion and conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots. Learn how to use this technique with a group or team and how to explain a complex topic to others.
If you find that you are receiving conflicting direction from your senior leaders about the work you and your team are expected to do, this video covers ways in which you can manage this. It also explains symptoms of conflicting messages so that you can easily identify if this is happening to you or one of your team members.
This short video provides some simple tips on
adapting to people who have opposite Myers Briggs preferences to you e.g.
extraversion and introversion, so that you can appreciate strengths in
differences, promote collaboration, and communicate more effectively.
The Neuroscience of Confidence
This video (presented by a Professor of Applied Neuroscience) explains how the brain creates a feeling of trust in self and others. It shows you how trust and confidence play a very important role in many areas and skills and why this matters, especially if you are a manager or leader. Understanding these mechanisms, and following the advice given, will help you to develop greater trust and confidence in yourself and in others.
This video explains why and how empathy is one of the most powerful tools you can use to build productive relationships. It is fundamental to building collaboration. Learn if you are already demonstrating empathy effectively, how easy it is to stop doing it, how to be alerted to using it effectively and realise the benefits it brings.
This video explains how clarifying rights and responsibilities can lead to a more assertive mindset and approach and how, when out of balance, they lead to aggressive or non-assertive states of mind and behaviour. You can use the technique to help yourself to handle difficult or unfamiliar situations better, and coach anyone in your team who also needs support to become more assertive and effective.
This video demonstrates a pie chart technique for you, someone you manage, or a whole team or business to quickly clarify and take stock of your/their goals, role, and responsibilities. Goal and role clarity can improve many situations – reduce wasted work, improve handovers, increase accountability, help relationships, drive engagement, and reduce stress.
This video is useful if you or members of your team are experiencing low levels of loyalty or are overwhelmed. It looks into what values are and how they work in the brain, how values affect our behaviour and how we relate to others, or our environment, and gives tips about how to engage with values to help create a more effective and energised team.
Task Positive Task Negative Leadership
This video provides an explanation of a fundamentally important network in your brain – your attention network. You will learn how to differentiate between the two (Task Positive/Task Negative), why each is essential and for what, recognise if you are neglecting to use either, and understand how and why you can develop greater flexibility. This will improve your effectiveness.
This video systematically explains what emotions are, what they are made up from, how they work, and why they matter. It will especially help you if you are worried by emotions, think they show weakness, or lose respect if someone else appears to be ‘emotional’. Emotions are signals of threat or reward, so it’s really helpful to understand them, regulate and balance them. This is possible for you and for others when you pay attention to and trust your emotions.
Understanding Differences Using Myers Briggs #1
Introduction to Understanding Differences
A brief video to explain the structure of the Understanding Differences series.
Understanding Differences Using Myers Briggs #2
This video covers a bit about the history of Myers Briggs and the ethics of using it, as well as explaining why differences can be significant, not only in the workplace but in personal relationships too. It will provide you with an overview of teh Myers Briggs Type Indicator tool, which will make the following videos easier to digest, and also instructions on how to find out your own and others' types.
Understanding Differences Using Myers Briggs #3
This video covers the first of the preference pairs, extraversion and introversion. This preference governs what energises and what drains you, how expressive you typically are, and how much you might share.
Understanding Differences Using Myers Briggs #4
This video covers the second of the preference pairs, sensing and intuition. This preference affects the level of detail you prefer and/or can process, how you view time, and the type of information you trust.
Understanding Differences Using Myers Briggs #5
This video covers the third of the preference pairs, thinking and feeling. This preference governs how you view fairness, how you make decisions and the information you trust in order to do it, and how you view expressions of emotion.
Understanding Differences Using Myers Briggs #6
This video covers the fourth of the preference pairs, judging and perceiving. This preference governs how you view and manage time, what timescales you prefer to work with, and how you organise your day to day.
Understanding Differences Using Myers Briggs #7
This video helps you to put together all you have learned from the previous videos to determine your best fit type and then discusses how you might use that going forward. It also covers a tool you can use to apply MBTI with other people.