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Bruce Holland is interviewed about why he is making his 25 years of experience available to other consultants (a 2 minute summary):
Bruce Holland is interviewed about why he is making his 25 years of experience available to other consultants (a 2 minute summary):
Bruce Holland is interviewed about why he is making his 25 years of experience available to other consultants (full interview):
Cracking Great Leader Program short introduction (3 minutes)
The Cracking Great Leaders Program contains all the information, knowledge and skills required to liberate the unsailed ocean of human energy hidden within your organisation.
It will improve trust, communication and collaboration throughout the organisation.
It will appeal to the following:
* External consultants working with organisations
* Internal HR professionals and advisors
* Senior managers who want to improve the performance of their organisation or business unit,
The Program is based on 25 years of practical experience in medium to large organisations. The aim is to save you 25 time and effort developing your own program from scratch, and even then, not knowing that it will work.
It contains all you require to make your organisation more successful and earning more quickly.
For the book.
For the Program
Business's challenge for the future of the planet
In general business has been a negative force for the planet; and yet business is probably the only agent powerful enough to save the planet. All that's required is a change in how we think about connectedness. This video shows shy Bruce Holland is so passionate and confident about helping business move from "breaker of the world" to "Maker of the world". Bruce is trying to build a network of consultants, specialists and managers who share his passion and want to make a difference:
Will business be the Breaker of the world or the Maker of the world?
Business during the Industrial Age (Mega 3) has been a problem for the planet; but business may be the only force strong enough to fix it. Certainly nothing will change unless business is onboard. The question is: Will business stay in the Industrial Age (Mega 3)? Or move to Sustainability (Mega 4)? Or move to a Post-Sustainability Age (Mega 5) by creating an environment where humans can thrive?
Systems Thinking and why it is so important
The world is changing. Analysis is no longer enough except in stable conditions or over short periods of time.
As a result our business assumptions are questionable:
1. We assume business systems are mechanical, a better assumption is that businesses are living systems.
2. We value separation more than joining up, a better assumption is that being able to see the whole system give a better insight.
3. We assume competition is the natural order, a better assumption is that cooperation is a more powerful force than competition.
4. We assume more control leads to more order, a better assumption is that less control leads to more order.
The module will show:
1. Why connecting is better than breaking apart
2. Why top-down cannot work
3. Why control leads away from the ‘sweet spot’
4. The power of emergence
5. Why structure should not be straight-lines
6. How systems influence behaviour
7. The new role for managers
8. How to draw and understand a system.
For more on systems thinking.
Core of Greatness
Do you believe that you have a core of greatness? Are you using it at your work? Do you have a passion for helping others find their core of greatness and putting it to work? If you have answered "yes" to any of these this video will help you take the next step. We call it: "Liberating human energy at work". For more.
Why finding your (and your people's) core of greatness is so important.
We all have a Core of Greatness. To find it, managers need to know who they are, why they exist and what makes them special. Yet, usually they are blind to this. This is a problem because, inside is where most of their power is. If managers don’t know who they are, there’s no way anyone else can know who they are. If managers are not strong on the inside, there is no way they can be on the outside. As their inner strength grows, others can’t help but notice and be attracted to it irresistibly. Listen to Bruce Holland (6m.06s):
http://youtu.be/ih6SIjj1Njk
Understand how you think, what it means, how to work more successfully, be a Genius
Herrmann's Brain Dominance Instrument helps us understand how we think. It is allowing us to understand ourselves at a far deeper level, how we are special, even genius and how to make the most of our talents. It is also helping us to understand other people and how to communicate and work with them so we achieve the best possible results.
HBDI shows how to work better in teams, get on with people you 'just don't get' and form collaborative partnerships with people you may have previously seen as 'difficult'.
This tool comes at a time in human history when our very future depends on better collaboration and working together for the common good. Today's problems both in organisations and in the world are not technical or economic, they are nearly all based on poor human relationships and misunderstandings between people. Herrmann's Thinking Preferences is the best technology I know to improve human relationships and understanding between people.
For more on Herrmann.
The way we organise work is fundamentally wrong.
We put people into narrow jobs when it would be far more effective to put them into broader project teams of at least four people.
Jobs are like putting people into boxes, they resist their what people can do and give excuses for not doing what is needed for successful business.
Project teams can take people with a genius for different ways of thinking and get them working so that the whole team reflects this genius.
Herrmann's Whole Brain Dominance Instrument (HBDI) is a wonderful tool to help people with different thinking types to understand and value each other so they can maximise their genius seamlessly.
For more on Herrmann
A New Way of Looking at Leadership - Through Three Eyes
Leadership is confusing because so much has been written about it and most people focus on the wrong things and get what they don’t want. The whole area can be simplified down to 3 eyes. Leaders need: 1. An eye that looks inward. 2. An eye that looks outward. 3. An eye that looks between.
1. The eye to look inside
In many ways the eye that looks inside is the most important. Managers need to know who they are, why they exist or what makes them special. Yet, usually this is the weakest eye, and most managers lack glasses to help them see better. Inside is where most of the power is. If managers are not strong on the inside, there is no way they can be strong on the outside. As inner strength grows, others can’t help but notice and be attracted to it.
2. The eye to look outside
The eye that looks outside is the most developed. Most managers are in touch with their external world. It is what managers have been trained to do. It is how they spend most of their time. They scan their organisation and their environment for opportunities and threats. They study their competitors and their customers to identify what is changing and how they can take advantage. Yet, even this eye has limited focus. It can see to analyse, break things apart and understand the detail. It is less successful at synthesising, and seeing the patterns in the bigger system. Also managers’ worldview is often dated; based on mechanics more than organics.
3. The eye to look between
Building and managing relationships is one of the core skills for any manager both within the organisation and beyond it. Yet many managers see their organisation as an ‘organisational tree’ rather than a network of interrelated networks. They spend more time focused on the individuals within their organisation rather than the space in between people. Instead of seeing emptiness or a space between people, great leaders see an energy ‘field’ filled with emotions, vibrations, trust, information, communication, synergy and love. Scientists have worn these glasses for at least 50 years; and understand that it is not the parts that matter as much as the way the parts are put together and relate to each other.