November 30, 2025 • 22 mins
Traditional Managers autopilot there way through business - particularily through their behaviours and decisions. They operate from assumptions and 'certainties' that haven't been challenged for a very long time.
When we Lead from the Heart, we want as many people as possible challenging as many realities as possible, contriburing as much pertinent information as possible and collaborately making the best decsions for the organisation as possible...
Dream Dare Dazzle
When we Lead from the Heart, we want as many people as possible challenging as many realities as possible, contriburing as much pertinent information as possible and collaborately making the best decsions for the organisation as possible...
Dream Dare Dazzle
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Hi everyone, Welcome back once more. Last week we were
we're looking at the way of following a learning environment
where we follow the natural rhythms of life. This week,
I'd like to explore that a wee bit more. We
(00:25):
discussed about preparing soil for planting and watering the seeds
of innovation and creativity, having the best nurturing environment for that,
I like to explore the leading from the heart. Much
of us spend our lives and autopilot. Traditional manager's autopilot
(00:49):
the way through interactions and decisions.
Speaker 2 (00:53):
They operate from assumptions or certainties that haven't been challenged
for a long time. If Ever, when we depend on
all the assumptions, we automatically filter out a lot of
important information. Early explorers graphically proved that they did things
(01:17):
differently and get very different answers. When they changed the
assumptions that the world was flat to one that world
was round, they're literally discovered a whole new world. Many
leaders discover that when they begin to challenge some of
(01:38):
their more basic assumptions, they too make very different decisions
and to often discover a whole new world of possibilities.
I found that when we lead to when organizations lead
from the heart. We want as many people as as possible,
(02:01):
challenging as many realities as possible, contributing as much information
pertinent information particularly as possible, and collaboratively making the best
decisions for their particular enterprises. One of the projects I
(02:26):
can do as groups of leaders helps him identify what
things they need to do well as an organization in
order to successfully achieve their organization's purpose. The process gives
them tangible insights about what and how to do business.
(02:47):
At the same time also helps them learn them portant leadership,
quality of intentionality. A group of what was a little
while ago that had to be they had to be
good at communications communicating in order to be successful. After
(03:11):
discussing who they needed to community communicate with, what needed
to be communicated, and how to communicate, I challenged an
underlying assumption. Why I said, we would not want to communicate? Yes,
(03:34):
blank stares and a long, long silence came my way.
Finally I clarified the question, what if instead of wanting
to communicate the organization's the classic determined that the opposite
(03:58):
was true, that I didn't want to communicate. Why would
we not want to communicate? More silence followed. Finally, a
Wee Boyes Are two started ended up being one of
(04:18):
the most useful inputs of the series of sessions. There
was a number of reasons some people, not everyone, wouldn't
want to communicate. Primarily, it was fear. Fear of loss,
fear of misinterpretation, loss of their power based fear of conflict,
(04:43):
avoidance of uncomfortable topics, fear of failure, fear of change,
fear of any shortcomings would be revealed. This was important
information for a group that wants to foster communications. All
(05:03):
the reasons that people don't want to communicate can be
summarized as one word, fear. The group determined then ordered
encourage people to communicate, they would have to create an
environment that was save for communications to take part in.
(05:26):
Have this safe environment without challenging the basics assumption that
everyone wanted good communications, the company would have moved along
rosally putting together good communication development strategies that focused on
techniques and mechanisms. A few months later down the line,
(05:50):
management will wonder why the changes weren't working. Ah even
more deeply held that our assumptions about our organizations and
activities within them are the autopilot roles for our behavior.
(06:11):
Usually these roles are so old that we aren't even
aware of them or the way they cripple. They can't
cripple their organizations and their ability to respond consciously. In
the process of identifying autopilot roles, a management group identified
one person as their main idea man could have been
(06:36):
a woman. Upon examination, they discovered that they enabled his
role so well that others in the group had abdicated
their individual responsibility for idea generation. It's the same idea
within the safety world leadership without title. We all have
(07:00):
an individual and collective responsibility likewise in the creating of
ideas and solutions to problems that come along the roadway.
At the same time, they realized that since ideal generation
was his role, they collectively and individually rarely seriously challenged
(07:25):
his ideas and limited their inputs to refining the details
that he had given.
Speaker 1 (07:33):
I.
Speaker 2 (07:34):
When we lead from the heart, we recognize that everything
we do in the workplace is based on assumptions. When
we are conscious and intentional, we consciously identify what our
assumptions are and challenge him. We bring consciousness to underlying
beliefs upon where our ideas are based, and then we
(07:58):
consciously challenge because we know that with only one perspective
our own for input, we can't really be accurate and
is assessing all the conditions. Until we have the courage
and intentions to challenge our every assumption, we find ourselves
(08:22):
operating reactively, feeling as if we're always putting out fires
firefighting with having a clue what's the cause, what's caused
this to happen in the first place. However, leaders leaders
recognize everything in business and in life for that matter,
(08:49):
and all aspects of life, it's a choice. Everything's a choice.
When we say we don't have time or money to
do something that we think would be good for the company,
we're actually saying that there are other things we choose
to spend our time or money on. For instance, it's
(09:12):
not unduly uncommon when I go to a company an
organization to hear workers complain about poor training that they've
got to do their jobs, particularly when they started and
also in projects when new pieces of kit comes in,
(09:34):
management often responds they didn't have the time for training
because he needed the person to do the job. Instead
of investing a few days at the beginning of the
workers employment the person has put straight away to work,
the worker flounders, flounders and takes lots of co workers'
(09:59):
time to obtain to obtain it in a hit or
a misfashioned information that could have came to them in
an organized way if they've been trained eno al lot
of the learning that they receive comes in the form
of negative feedback. When it's done wrong. We don't do
(10:21):
it that way. They're told, Oh, how should we do it?
What's the optimum way of doing that? Why do we
do it? Give some background to it, what's the core principles?
A lot of this allows us to clarify, if you like,
(10:44):
what our core values and beliefs are, and that's the
things that influences are individual or team behaviors are corporate culture.
A worker who's no effective training needs ITTRA time to
reach full prospectivity, and again, from a safety perspective, accidents
(11:06):
are far more likely to happen. The worker self esteem
usually dips from the high amount of negative feedback, and
co worker team productivity falls because there's so many interruptions
your colleagues, your teammates. Attendance may even fall as people
(11:30):
become frustrated with frequent. Oh, come on, there is a
break the experience when working with the newcomer, not another person.
I was aware of this. I was working in It
was actually in the anchor handling vessel and then all
(11:53):
see I was doing some safety leadership development and training.
I know. This is when there was a Danish new
lad that had been working with a primarily or a
Norwegian team. Now there was cultural differences, slight differences in language.
(12:14):
English was the common common language throughout and particularly for
emergency spons and procedures, they were written in English. Actually
both that were written in English and the local language.
So there was a communications challenge within there. But they
(12:37):
get frustrated with this new trainee. Oh he's just a
waste of time and there's a lot of friction there.
A couple of months later, the guy had a transfer
to another versel. It was a Danish primarily Danish crewed vessel.
(12:58):
Communication was a lot stronger. It was come into the
body of the kirk the hold principle, and that lad
flew very very smart person. But initially it was there
was the coworker of the teammates frustration within there. So
(13:19):
I found lack of investment in workforce training at the beginning,
at the beginning of employment as a choice to spend
much more money over time, probably not a conscious choice,
but a choice why I have always done it that way?
(13:40):
You think or swim? That's a culture we have here.
Have you got it? A leader recognizes that we're always
making choices. It's only when a choice is recognized that
more information will be looked for. Will we sought more
(14:00):
questions as and consciously assessing the situation objectively? The leader
who leads from the heart considers not only productivity issues
and this would be in the case with support Ray,
(14:21):
but also considers the impact a lack of training on
the spirits of the workforce on the team. Newcomers who
come to think of the selves as inny no good
because they're slow learning will take a long time to
recover their self, team self esteem, and self respect if
(14:44):
they ever do. The team. Their teammates, who become frustrated
with the lack of committed to newcomers learnings success are
neither inspired, trusting, or even connected to the way we
do things here, the way they project, the way the operations,
the way the office runs. When I've worked in union environments,
(15:10):
I've often discovered. Employers feel they're at the mercy of
the union and there isn't anything they can do about
the situation. What they're really saying is they've not been
willing to choose to change the situation, either because they
didn't want to admit they didn't know how, or because
(15:34):
they were unwilling to make the changes in themselves that
would be required. What going to do differently to change
this relationship? Trapped, trapped by their own adversal, adversarial I
had to choose their fight, their backs up. They're unwilling
to choose to be partners with the union in creating
(15:57):
They're all there, We're all there, was saying Scotland will
jack Damson's bairns to create a better workplace, better working environment.
Some have been so trapped by this challenging, this fighting
adversity mentality. It's been to the employer's detriment because I
(16:21):
want to resist what the union wants. We're not letting
them get away with it. It's an US in them
mental attitude. It's it's all about I and them. It's
not a we and us environment. It's not an US
in we culture. One of my friends, one of my colleagues.
(16:48):
He worked at a medical center earlier in his career,
and he said the CEO insisted that an outside negotiator
rann and And and the HR human resources staff be
used for barning a new labor agreement with the nurses
(17:11):
before newtgation new negotiations, the CEO negotiations without any input
from HR developed this STRATEDY, well do the bargaining this way.
I They succeeded in reaching their targeted settlement, but very
(17:36):
soon the human resources staff was unable aim to approach
satisfying satisfying the hospital's needs for nurseries. Within months, highly
paid temporary nurses who have been flowing in from all
over the country to fill really crucial positions. Other work
(17:58):
units had to stop operations temper because a lack of staff.
Within six months, the hospital was forced to go back
to union, say we want to increase the wage skill
we greed upon with you. We want to do because
we can't we can't fill the positions at currently and
(18:21):
knowingly the union politely however, said we could have told
you so, you wouldn't listen. There was no act of listening.
A heart leader recognized leading from the heart, recognize that
everything's a choice. Here's she makes of coming in to
feed the process within with information in order to discover
(18:46):
the best choice possible. Planning towards a goal that creates
a sustainable position rather than than fighting, you know, having
this a fighting mentality to say we want it. We
(19:06):
told them, we showed them what to do. Waste times
and resources, and it damages trust, and it damages morale.
Rom thebout critical information from people doing actually at the
shop floor, at the coal phase. Executive managers make bad choices.
(19:32):
The heart leaders would never ever consider. Living from the heart.
Is about caring, it's about trust, it's about working in
unison and unions, unison working together, collaboration, AYE, and the
(19:54):
whole is bigger than all the individual people. So heart
leadership leading from the heart, the heart leader can see
all forms of possibilities when they've got good, solid information,
good data coming in. So next week we'll look at that,
(20:17):
we'll look at seeing the possibilities, saying the heart leadership,
how does a heart leader, how do they do? What's
their strategies, what's their insights, what's their culture? What's the
behaviors in seeing the possibilities? So this week we ask
(20:39):
for you. Have you got the capability of just asking
us simple questions. Maybe there's something that you're troubling with,
you're not so sure about, and asks the great question
that I ask many of my attendees, what if the
(21:00):
opposite what you believed to be true was true. It's
the same as we said. They're about communication. Ah. Of
course everyone wants to communicate, but in reality, there was
a whole host of reasons why people didn't want to communicate.
Have you got something like that within your workplace? Just
(21:21):
explore that for the coming week and see what insights
you get and see how your hats start. Stay sing
with live life with passion, goar bye now
Hi everyone, Welcome back once more. Last week we were
we're looking at the way of following a learning environment
where we follow the natural rhythms of life. This week,
I'd like to explore that a wee bit more. We
(00:25):
discussed about preparing soil for planting and watering the seeds
of innovation and creativity, having the best nurturing environment for that,
I like to explore the leading from the heart. Much
of us spend our lives and autopilot. Traditional manager's autopilot
(00:49):
the way through interactions and decisions.
Speaker 2 (00:53):
They operate from assumptions or certainties that haven't been challenged
for a long time. If Ever, when we depend on
all the assumptions, we automatically filter out a lot of
important information. Early explorers graphically proved that they did things
(01:17):
differently and get very different answers. When they changed the
assumptions that the world was flat to one that world
was round, they're literally discovered a whole new world. Many
leaders discover that when they begin to challenge some of
(01:38):
their more basic assumptions, they too make very different decisions
and to often discover a whole new world of possibilities.
I found that when we lead to when organizations lead
from the heart. We want as many people as as possible,
(02:01):
challenging as many realities as possible, contributing as much information
pertinent information particularly as possible, and collaboratively making the best
decisions for their particular enterprises. One of the projects I
(02:26):
can do as groups of leaders helps him identify what
things they need to do well as an organization in
order to successfully achieve their organization's purpose. The process gives
them tangible insights about what and how to do business.
(02:47):
At the same time also helps them learn them portant leadership,
quality of intentionality. A group of what was a little
while ago that had to be they had to be
good at communications communicating in order to be successful. After
(03:11):
discussing who they needed to community communicate with, what needed
to be communicated, and how to communicate, I challenged an
underlying assumption. Why I said, we would not want to communicate? Yes,
(03:34):
blank stares and a long, long silence came my way.
Finally I clarified the question, what if instead of wanting
to communicate the organization's the classic determined that the opposite
(03:58):
was true, that I didn't want to communicate. Why would
we not want to communicate? More silence followed. Finally, a
Wee Boyes Are two started ended up being one of
(04:18):
the most useful inputs of the series of sessions. There
was a number of reasons some people, not everyone, wouldn't
want to communicate. Primarily, it was fear. Fear of loss,
fear of misinterpretation, loss of their power based fear of conflict,
(04:43):
avoidance of uncomfortable topics, fear of failure, fear of change,
fear of any shortcomings would be revealed. This was important
information for a group that wants to foster communications. All
(05:03):
the reasons that people don't want to communicate can be
summarized as one word, fear. The group determined then ordered
encourage people to communicate, they would have to create an
environment that was save for communications to take part in.
(05:26):
Have this safe environment without challenging the basics assumption that
everyone wanted good communications, the company would have moved along
rosally putting together good communication development strategies that focused on
techniques and mechanisms. A few months later down the line,
(05:50):
management will wonder why the changes weren't working. Ah even
more deeply held that our assumptions about our organizations and
activities within them are the autopilot roles for our behavior.
(06:11):
Usually these roles are so old that we aren't even
aware of them or the way they cripple. They can't
cripple their organizations and their ability to respond consciously. In
the process of identifying autopilot roles, a management group identified
one person as their main idea man could have been
(06:36):
a woman. Upon examination, they discovered that they enabled his
role so well that others in the group had abdicated
their individual responsibility for idea generation. It's the same idea
within the safety world leadership without title. We all have
(07:00):
an individual and collective responsibility likewise in the creating of
ideas and solutions to problems that come along the roadway.
At the same time, they realized that since ideal generation
was his role, they collectively and individually rarely seriously challenged
(07:25):
his ideas and limited their inputs to refining the details
that he had given.
Speaker 1 (07:33):
I.
Speaker 2 (07:34):
When we lead from the heart, we recognize that everything
we do in the workplace is based on assumptions. When
we are conscious and intentional, we consciously identify what our
assumptions are and challenge him. We bring consciousness to underlying
beliefs upon where our ideas are based, and then we
(07:58):
consciously challenge because we know that with only one perspective
our own for input, we can't really be accurate and
is assessing all the conditions. Until we have the courage
and intentions to challenge our every assumption, we find ourselves
(08:22):
operating reactively, feeling as if we're always putting out fires
firefighting with having a clue what's the cause, what's caused
this to happen in the first place. However, leaders leaders
recognize everything in business and in life for that matter,
(08:49):
and all aspects of life, it's a choice. Everything's a choice.
When we say we don't have time or money to
do something that we think would be good for the company,
we're actually saying that there are other things we choose
to spend our time or money on. For instance, it's
(09:12):
not unduly uncommon when I go to a company an
organization to hear workers complain about poor training that they've
got to do their jobs, particularly when they started and
also in projects when new pieces of kit comes in,
(09:34):
management often responds they didn't have the time for training
because he needed the person to do the job. Instead
of investing a few days at the beginning of the
workers employment the person has put straight away to work,
the worker flounders, flounders and takes lots of co workers'
(09:59):
time to obtain to obtain it in a hit or
a misfashioned information that could have came to them in
an organized way if they've been trained eno al lot
of the learning that they receive comes in the form
of negative feedback. When it's done wrong. We don't do
(10:21):
it that way. They're told, Oh, how should we do it?
What's the optimum way of doing that? Why do we
do it? Give some background to it, what's the core principles?
A lot of this allows us to clarify, if you like,
(10:44):
what our core values and beliefs are, and that's the
things that influences are individual or team behaviors are corporate culture.
A worker who's no effective training needs ITTRA time to
reach full prospectivity, and again, from a safety perspective, accidents
(11:06):
are far more likely to happen. The worker self esteem
usually dips from the high amount of negative feedback, and
co worker team productivity falls because there's so many interruptions
your colleagues, your teammates. Attendance may even fall as people
(11:30):
become frustrated with frequent. Oh, come on, there is a
break the experience when working with the newcomer, not another person.
I was aware of this. I was working in It
was actually in the anchor handling vessel and then all
(11:53):
see I was doing some safety leadership development and training.
I know. This is when there was a Danish new
lad that had been working with a primarily or a
Norwegian team. Now there was cultural differences, slight differences in language.
(12:14):
English was the common common language throughout and particularly for
emergency spons and procedures, they were written in English. Actually
both that were written in English and the local language.
So there was a communications challenge within there. But they
(12:37):
get frustrated with this new trainee. Oh he's just a
waste of time and there's a lot of friction there.
A couple of months later, the guy had a transfer
to another versel. It was a Danish primarily Danish crewed vessel.
(12:58):
Communication was a lot stronger. It was come into the
body of the kirk the hold principle, and that lad
flew very very smart person. But initially it was there
was the coworker of the teammates frustration within there. So
(13:19):
I found lack of investment in workforce training at the beginning,
at the beginning of employment as a choice to spend
much more money over time, probably not a conscious choice,
but a choice why I have always done it that way?
(13:40):
You think or swim? That's a culture we have here.
Have you got it? A leader recognizes that we're always
making choices. It's only when a choice is recognized that
more information will be looked for. Will we sought more
(14:00):
questions as and consciously assessing the situation objectively? The leader
who leads from the heart considers not only productivity issues
and this would be in the case with support Ray,
(14:21):
but also considers the impact a lack of training on
the spirits of the workforce on the team. Newcomers who
come to think of the selves as inny no good
because they're slow learning will take a long time to
recover their self, team self esteem, and self respect if
(14:44):
they ever do. The team. Their teammates, who become frustrated
with the lack of committed to newcomers learnings success are
neither inspired, trusting, or even connected to the way we
do things here, the way they project, the way the operations,
the way the office runs. When I've worked in union environments,
(15:10):
I've often discovered. Employers feel they're at the mercy of
the union and there isn't anything they can do about
the situation. What they're really saying is they've not been
willing to choose to change the situation, either because they
didn't want to admit they didn't know how, or because
(15:34):
they were unwilling to make the changes in themselves that
would be required. What going to do differently to change
this relationship? Trapped, trapped by their own adversal, adversarial I
had to choose their fight, their backs up. They're unwilling
to choose to be partners with the union in creating
(15:57):
They're all there, We're all there, was saying Scotland will
jack Damson's bairns to create a better workplace, better working environment.
Some have been so trapped by this challenging, this fighting
adversity mentality. It's been to the employer's detriment because I
(16:21):
want to resist what the union wants. We're not letting
them get away with it. It's an US in them
mental attitude. It's it's all about I and them. It's
not a we and us environment. It's not an US
in we culture. One of my friends, one of my colleagues.
(16:48):
He worked at a medical center earlier in his career,
and he said the CEO insisted that an outside negotiator
rann and And and the HR human resources staff be
used for barning a new labor agreement with the nurses
(17:11):
before newtgation new negotiations, the CEO negotiations without any input
from HR developed this STRATEDY, well do the bargaining this way.
I They succeeded in reaching their targeted settlement, but very
(17:36):
soon the human resources staff was unable aim to approach
satisfying satisfying the hospital's needs for nurseries. Within months, highly
paid temporary nurses who have been flowing in from all
over the country to fill really crucial positions. Other work
(17:58):
units had to stop operations temper because a lack of staff.
Within six months, the hospital was forced to go back
to union, say we want to increase the wage skill
we greed upon with you. We want to do because
we can't we can't fill the positions at currently and
(18:21):
knowingly the union politely however, said we could have told
you so, you wouldn't listen. There was no act of listening.
A heart leader recognized leading from the heart, recognize that
everything's a choice. Here's she makes of coming in to
feed the process within with information in order to discover
(18:46):
the best choice possible. Planning towards a goal that creates
a sustainable position rather than than fighting, you know, having
this a fighting mentality to say we want it. We
(19:06):
told them, we showed them what to do. Waste times
and resources, and it damages trust, and it damages morale.
Rom thebout critical information from people doing actually at the
shop floor, at the coal phase. Executive managers make bad choices.
(19:32):
The heart leaders would never ever consider. Living from the heart.
Is about caring, it's about trust, it's about working in
unison and unions, unison working together, collaboration, AYE, and the
(19:54):
whole is bigger than all the individual people. So heart
leadership leading from the heart, the heart leader can see
all forms of possibilities when they've got good, solid information,
good data coming in. So next week we'll look at that,
(20:17):
we'll look at seeing the possibilities, saying the heart leadership,
how does a heart leader, how do they do? What's
their strategies, what's their insights, what's their culture? What's the
behaviors in seeing the possibilities? So this week we ask
(20:39):
for you. Have you got the capability of just asking
us simple questions. Maybe there's something that you're troubling with,
you're not so sure about, and asks the great question
that I ask many of my attendees, what if the
(21:00):
opposite what you believed to be true was true. It's
the same as we said. They're about communication. Ah. Of
course everyone wants to communicate, but in reality, there was
a whole host of reasons why people didn't want to communicate.
Have you got something like that within your workplace? Just
(21:21):
explore that for the coming week and see what insights
you get and see how your hats start. Stay sing
with live life with passion, goar bye now
Popular Podcasts
Las Culturistas with Matt Rogers and Bowen Yang
Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Brothers Ortiz
The Brothers Ortiz is the story of two brothers–both successful, but in very different ways. Gabe Ortiz becomes a third-highest ranking officer in all of Texas while his younger brother Larry climbs the ranks in Puro Tango Blast, a notorious Texas Prison gang. Gabe doesn’t know all the details of his brother’s nefarious dealings, and he’s made a point not to ask, to protect their relationship. But when Larry is murdered during a home invasion in a rented beach house, Gabe has no choice but to look into what happened that night. To solve Larry’s murder, Gabe, and the whole Ortiz family, must ask each other tough questions.