THE BULLETPROOF MINDSET

Participants are introduced the paradox of certainty - the first step that leads toward a more Agile Mindset. They learn about how the brain is continually assessing the relationship between a persons resources and the demands of a situation. Depending on how they see balance between the two will determine if they see change as a threat or as a challenge. Participants also learn the crucial difference between what they want and what they are willing/not wiling to accept. The answers they set

When we feel our lives are inside-out and upside-down, it is certainty we crave. Our thinking, emotions and actions are driven to acquire a richer and more detailed map of the terrain. The clearer the map the more confident we are to make decisions and to move forward into the landscape.

From an evolutionary perspective the human drive to increase certainty meant a greater chance of survival. It meant security and safety. Uncertainty was where danger and possible death lurked.

From a modern perspective, especially if you live in the West, life-threatening instances are very few and far between. To achieve a level of success a person needs to venture outside of their comfort zone. They come to an agreement with themselves that to grow and develop they will need to sacrifice a degree of certainty and to embrace a level of risk.

Participants are introduced to 2 major networks of the brain: the Reflective (i.e. growth) and Reactive Mindsets (i.e. fixed). The Reflective Mindset means people are aware of what is going on in their brain, and the ability to meet what comes at them with a clear and flexible mind, ready to adapt accordingly. In a growth mindset people are better able to move from the ‘me’ to the ‘we’. This affords people the ability to understand the perspectives of other people, to engage in active listening and to build stronger bridges with colleagues and customers.

The other option is the ReactiveMindset that is fuelled by stress, anxiety and negative thinking. This triggers the mind’s habitual patterns of escape and avoidance. People fall into their own subjective bubble and get stuck in the ‘me’. They are not able to even begin to understand the perspective of other people.

People find the content of this module fascinating because they learn about the neurobiological underpinnings of the Reactive and Reflective Mindsets. This module is specifically designed to teach the science of the brain in a manner that is easily understood and applicable to everyday situations. Participants are empowered by the idea that they can directly influence a mindset by understanding the ‘nuts and bolts’ of how the brain works.

Participants learn that each mindset has its own dedicated neural-circuit that employs different brain structures, which in turn release different chemicals (i.e. hormones and neurotransmitters). It is these different chemical mixtures in our blood streams that we call emotions which directly impact how we manage ourselves, situations and relationships.

This is the first tool to help you move from the reactive mindset to the reflective mindset.  Learn how to use your physiology to calm down your psychology.

This is the second tool to help you move from the reactive mindset to the reflective mindset. This is one of my favourite tools to help people become more reflective and decisive by moving from a subjective to an objective perspective.

This is the third tool to help you move from the reactive mindset to the reflective mindset. This is a highly effective cognitive behavioural tool.  A + B = C

This is the fourth tool.

Reframing is a technique used in to help create a different way of looking at a situation, person, or relationship by changing its meaning. Also referred to as cognitive reframing, it's a strategy leaders often used to help employees and themselves to look at situations from a slightly different perspective.

The essential idea behind reframing is that a person's point-of-view depends on the frame it is viewed in. When the frame is shifted, the meaning changes and thinking and behavior often change along with it.

Another way to understand the concept of reframing is to imagine looking through the frame of a camera lens. The picture seen through the lens can be changed to a view that is closer or further away. By slightly changing what is seen in the camera, the picture is both viewed and experienced differently.

Anytime you bring two or more people together there is a tendency for natural dysfunctions to creep into a working relationship. An investment in time and effort is required in order to overcome these inherent challenges to relationships and to create strong bonds.

This lecture gives participants a fresh understanding of how their brain works and targeted strategies to build strong bonds of trust Participants will learn about the social brain and the key-communication skills needed to build and maintain cohesive relationships so people feel psychological safety (i.e. feeling secure, connected and valued).

It’s not too long ago that researchers discovered that each of us has a dedicated empathy circuit in our brains (which I often refer to as the ‘we’ circuit). The more we are able to empathise with others and their situation, the more we are able to relate to people. When we focus on the ‘we’ it becomes very hard to think along the lines of ‘us vs them’.

When activating our empathy circuit our natural ability to communicate flourishes. We gravitate toward having a discussion rather than a dialogue. We are able to listen and relate to people on both an intellectual and emotional level. Our conversations find the intricate balance between listening and conversing.

The level of empathy we feel is based on how dependent are on others. So what happens when we reach a level of success or rank where we no longer feel a sense of dependence on others? Can our empathy circuit be turned off and on? How does a person’s sense of power affect empathy? How is a person’s reputation linked to empathy and what can we do to improve both? How can we use empathy to create psychological safety amongst team members so we can face change?

Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning. In fact, there is a dedicated circuit in the brain, called ‘urge & surge’ network, that rewards us for taking part in these activities. But the way organisations are run prevents many of us from following our innate impulses. As a result, we shut down.

More than ever before, employee curiosity, creativity and engagement are needed to move forward and to deal with change. With small nudges, you can personally help people reach their fullest potential.

• How to encourage people to bring their best selves to work and use their greatest strengths to help your organisation flourish

• How to build creative environments that motivate people to share ideas, work smarter, and embrace change

• How to enhance people's connection to their work and your customers

• How to create personalised experiences that help people feel a deeper sense of purpose

Bending, breaking and blending – the three Bs – are a way of capturing the brain operations that underlie innovative thinking. Alone or in combination, these mental operations allow humans to get from the IBM Simon to an iPhone, or from native artifacts to the birth of modern art. By applying this cognitive software to everything around us, we generate an ongoing tidal wave of novel ideas.