December 7, 2025 • 13 mins
Spirit respecting Heart Leadership sees the possibilites in every situation and this makes risk taking so much easier. An environment that encourages people to experiment with possibilites and to make mistakes is a fertile ground for creativity and innovation...
Dream Dare Dazzle
Dream Dare Dazzle
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
I again everyone, as we continue our journey exploring heart leadership.
Last week we discussed what leading of them a heart looks, sounds,
and feels like, and we discovered that everything is a choice,
particularly within one's heart. Within spirituality and business, we've also
(00:33):
found that seeing possibilities, what are the possibilities when one's
a heart leader, spirit respecting leadership sees positive possibilities in
every situation, and that kind of makes rusk taking so much easier.
(00:56):
An environment that courage people to experiment with possibilities and
make mistakes, it's a fertile ground for creativity and innovation.
We programmed, primarily childhood, to expect the worst. Don't talk
to strangers. We're told as if every human being we
(01:20):
don't if they're going to kidnapp us are molests. If
we were to bring the attitude to workplace, it's it's
like writing writing policies for five percent of a workforce
(01:40):
who are problems, rather than the ninety five percent who aren't.
We want everything written, contracts for anything, because they have
no faith in the integrity of our fellow human beings.
(02:02):
What we focus on really determines what we miss. For
many of us, focusing on the negative things in life
has completely a grace taking a completely aware of awareness
of so much positive things until I'm proven otherwise. To me,
(02:29):
I always believe that everyone is doing the best he
or she can. Some people you know have the same
advantages in life, education, training, or exposure to new and
stimulating ideas that I and some of my colleagues have had.
(02:50):
When I believe in a person and beay as if
he or she will succeed, the chances of success ver dramatically.
This phenomenon has been called the Pygmalion effect, after the
play by George Bernard's Shaw and that clever Henry Higgins
(03:16):
trains a flower girl from the streets of London to
be a fine lady of society. He's able to accomplish
this feat because he strongly it's about believe he believes
in her ability to do it. Some years ago, I
heard that a group of school children where they said,
(03:40):
accidentally mislabeled at the beginning of the school year. The
group that had previously shown potential was labeled dumb, and
those that experienced learning problems in the past were labeled brought.
The teachers, acting on the ease assessments treated each group
(04:04):
had it been labeled when the error was finally found out,
testing was done to discover the impact of labeling upon
the students IQ scores the students that had been labeled
as dumb drops significantly in those These were the brighter students.
(04:25):
At the same time as you're going to guess here,
the other students that had been experienced learning those learning
problems in the past had been treated as bright score
higher under IQ tests. I found that people consistently live
up to our expectations of them. A manager working for
(04:49):
former employer that I'd known had talked about a new
product for at least two years, focusing on potential problems.
He sat in the project and prevented product development for
going any further. Workers who originally had been really zealous
(05:09):
about the project began to support his doubts. New manager
come in seize the project, turned it over two groups,
turned it over to two groups of workers. In less
than thirty days, a successful product was on the market.
(05:30):
What's the difference? The second manager's seeing possibilities, believed in
his workers' ability to make it happen, and what do
you know, they succeeded. A few years ago, I was
working with a company that had just been marginally profitable
for a number of years. I found that the workers
(05:54):
had been treated as mindless robot who could do all
only what they've been programmed to do, and that I was
doing the programming hadn't been doing a very enlightened job,
not like the school trainsion that I discussed their a
moment or two workers labeled unproductive, wasteful, uncreative, un said
(06:24):
so they talked about them. They assumed those characteristics the
workforce were trying to buy the company, which was really
heavily burdened by a lot of debt, and I'd been
brought in to conduct an assessment of the potential for
(06:45):
turning the company a turn around company around assessment was
that the workers had incredible ideas and motivation, and given
the opportunity, I thought the company could demonstrate dramatically and
improve productivity, material uses, quality, and safety. The company was
(07:13):
allowed to close because the financial wizards didn't think that
such gains were realistic. They looked at things. I looked
at people and their spirits, the energy within. The financers
preferred to see the company fail and lose their investment
(07:35):
rather take a chance their negative worldview was wrong. Pride
It's a great fall, isn't it that pride does with us?
A real leader, A hard leader's the courage to challenge
assumption and discover which assumptions are really self limiting beliefs,
(08:00):
and everything becomes the leader's most important job. Questions like
what's the evidence? What does this mean? Are there other possibilities?
What dare I say if the opposite was true? What
(08:20):
difference did that make to your insights, your behaviors? And
as a barrier preventing organizations from greatness, they bring into
view a positive world of possibilities that could have been
and may have been concealed by limiting assumptions we brought
(08:42):
to a decision making process every day, and they were
labeled as unrealistic by the doomsayers of the past. When
early Misco microcomputers developers try so hard to sell us
(09:02):
their ideas to a wider, larger establishment, and that was
all happening Quicken about in the nineteen seventies, who are
laughed at? Then dentor of Chester Carlson pounded the streets
for years before he could find backers. It's backers for
(09:26):
his zerox photocopying process is this real negative thinking is
pervasive in our society, and people that lauded their ability
to find the negative aspects of a project. The mark
(09:49):
of a leader, at whatever level within an organization is
maintaining the belief that something positive can and ms still have,
and then supporting others and helping to make it, make
it happen. What I found is that a significant level
(10:10):
of spiritual connection is demanded to enable a healthy dose
of optimism to balance the need jerks, they need your negativities.
The dodgy personis always stakes exemption. I consistently hear you
(10:31):
don't really understand my company, or you don't understand the
people that actually work here, could be from dysfunctional backgrounds,
And there's always I've heard that what if what if
the project fails? What if you lose money? What if
it lose lots and lots of money and needed a leader?
(10:55):
The hat leader knows that as long as people do anything,
they go to make mistakes, and that could be two
or three times. The leader sees the possibilities and encourages
people to grow, really grow and try new things. Although
(11:16):
he or she knows people will make mistakes and within
continuous improvement our leader Aye. The leader focuses on possibilities
have been created by what or she's learned, rather than
focusing on what went wrong. I've heard as many many
(11:39):
times it's the half empty half full glass, a half
empty one. That's your mindset that goes with it. I
found the leader who truly believes, and the people who
work for him or her can't help but openly display
that belief. Leaders who believe in their people are rarely disappointed.
(12:03):
When belief is only a veneer. This fact is communicated
nor in verbally. Belief can't be segmented. Their leader integrates
the wide eyed optimisms with either into all the parts
of life or none at all. We've said that the
(12:25):
heart leader has courage. His courage just challenge assumptions and
then discover which the assumptions are actually self limiting beliefs.
You're shooting yourself in the foot. Have a couple of
activities that you're involved in that within the coming week,
(12:49):
and see have you get any self limiting beliefs. They're
stopping you, stopping your organization to dream, dere and dazzle
this world till next week. By
I again everyone, as we continue our journey exploring heart leadership.
Last week we discussed what leading of them a heart looks, sounds,
and feels like, and we discovered that everything is a choice,
particularly within one's heart. Within spirituality and business, we've also
(00:33):
found that seeing possibilities, what are the possibilities when one's
a heart leader, spirit respecting leadership sees positive possibilities in
every situation, and that kind of makes rusk taking so much easier.
(00:56):
An environment that courage people to experiment with possibilities and
make mistakes, it's a fertile ground for creativity and innovation.
We programmed, primarily childhood, to expect the worst. Don't talk
to strangers. We're told as if every human being we
(01:20):
don't if they're going to kidnapp us are molests. If
we were to bring the attitude to workplace, it's it's
like writing writing policies for five percent of a workforce
(01:40):
who are problems, rather than the ninety five percent who aren't.
We want everything written, contracts for anything, because they have
no faith in the integrity of our fellow human beings.
(02:02):
What we focus on really determines what we miss. For
many of us, focusing on the negative things in life
has completely a grace taking a completely aware of awareness
of so much positive things until I'm proven otherwise. To me,
(02:29):
I always believe that everyone is doing the best he
or she can. Some people you know have the same
advantages in life, education, training, or exposure to new and
stimulating ideas that I and some of my colleagues have had.
(02:50):
When I believe in a person and beay as if
he or she will succeed, the chances of success ver dramatically.
This phenomenon has been called the Pygmalion effect, after the
play by George Bernard's Shaw and that clever Henry Higgins
(03:16):
trains a flower girl from the streets of London to
be a fine lady of society. He's able to accomplish
this feat because he strongly it's about believe he believes
in her ability to do it. Some years ago, I
heard that a group of school children where they said,
(03:40):
accidentally mislabeled at the beginning of the school year. The
group that had previously shown potential was labeled dumb, and
those that experienced learning problems in the past were labeled brought.
The teachers, acting on the ease assessments treated each group
(04:04):
had it been labeled when the error was finally found out,
testing was done to discover the impact of labeling upon
the students IQ scores the students that had been labeled
as dumb drops significantly in those These were the brighter students.
(04:25):
At the same time as you're going to guess here,
the other students that had been experienced learning those learning
problems in the past had been treated as bright score
higher under IQ tests. I found that people consistently live
up to our expectations of them. A manager working for
(04:49):
former employer that I'd known had talked about a new
product for at least two years, focusing on potential problems.
He sat in the project and prevented product development for
going any further. Workers who originally had been really zealous
(05:09):
about the project began to support his doubts. New manager
come in seize the project, turned it over two groups,
turned it over to two groups of workers. In less
than thirty days, a successful product was on the market.
(05:30):
What's the difference? The second manager's seeing possibilities, believed in
his workers' ability to make it happen, and what do
you know, they succeeded. A few years ago, I was
working with a company that had just been marginally profitable
for a number of years. I found that the workers
(05:54):
had been treated as mindless robot who could do all
only what they've been programmed to do, and that I was
doing the programming hadn't been doing a very enlightened job,
not like the school trainsion that I discussed their a
moment or two workers labeled unproductive, wasteful, uncreative, un said
(06:24):
so they talked about them. They assumed those characteristics the
workforce were trying to buy the company, which was really
heavily burdened by a lot of debt, and I'd been
brought in to conduct an assessment of the potential for
(06:45):
turning the company a turn around company around assessment was
that the workers had incredible ideas and motivation, and given
the opportunity, I thought the company could demonstrate dramatically and
improve productivity, material uses, quality, and safety. The company was
(07:13):
allowed to close because the financial wizards didn't think that
such gains were realistic. They looked at things. I looked
at people and their spirits, the energy within. The financers
preferred to see the company fail and lose their investment
(07:35):
rather take a chance their negative worldview was wrong. Pride
It's a great fall, isn't it that pride does with us?
A real leader, A hard leader's the courage to challenge
assumption and discover which assumptions are really self limiting beliefs,
(08:00):
and everything becomes the leader's most important job. Questions like
what's the evidence? What does this mean? Are there other possibilities?
What dare I say if the opposite was true? What
(08:20):
difference did that make to your insights, your behaviors? And
as a barrier preventing organizations from greatness, they bring into
view a positive world of possibilities that could have been
and may have been concealed by limiting assumptions we brought
(08:42):
to a decision making process every day, and they were
labeled as unrealistic by the doomsayers of the past. When
early Misco microcomputers developers try so hard to sell us
(09:02):
their ideas to a wider, larger establishment, and that was
all happening Quicken about in the nineteen seventies, who are
laughed at? Then dentor of Chester Carlson pounded the streets
for years before he could find backers. It's backers for
(09:26):
his zerox photocopying process is this real negative thinking is
pervasive in our society, and people that lauded their ability
to find the negative aspects of a project. The mark
(09:49):
of a leader, at whatever level within an organization is
maintaining the belief that something positive can and ms still have,
and then supporting others and helping to make it, make
it happen. What I found is that a significant level
(10:10):
of spiritual connection is demanded to enable a healthy dose
of optimism to balance the need jerks, they need your negativities.
The dodgy personis always stakes exemption. I consistently hear you
(10:31):
don't really understand my company, or you don't understand the
people that actually work here, could be from dysfunctional backgrounds,
And there's always I've heard that what if what if
the project fails? What if you lose money? What if
it lose lots and lots of money and needed a leader?
(10:55):
The hat leader knows that as long as people do anything,
they go to make mistakes, and that could be two
or three times. The leader sees the possibilities and encourages
people to grow, really grow and try new things. Although
(11:16):
he or she knows people will make mistakes and within
continuous improvement our leader Aye. The leader focuses on possibilities
have been created by what or she's learned, rather than
focusing on what went wrong. I've heard as many many
(11:39):
times it's the half empty half full glass, a half
empty one. That's your mindset that goes with it. I
found the leader who truly believes, and the people who
work for him or her can't help but openly display
that belief. Leaders who believe in their people are rarely disappointed.
(12:03):
When belief is only a veneer. This fact is communicated
nor in verbally. Belief can't be segmented. Their leader integrates
the wide eyed optimisms with either into all the parts
of life or none at all. We've said that the
(12:25):
heart leader has courage. His courage just challenge assumptions and
then discover which the assumptions are actually self limiting beliefs.
You're shooting yourself in the foot. Have a couple of
activities that you're involved in that within the coming week,
(12:49):
and see have you get any self limiting beliefs. They're
stopping you, stopping your organization to dream, dere and dazzle
this world till next week. By
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