What is your goal with learning?  Is it enough for participants to get information, or do you want some change, some transformation, as they actually APPLY the learning?

What makes that work?

One the reasons Six Seconds’ programs are transformational is our commitment to a rigorous approach to learning.  We come from a “constructivist” history, rooted in the humanistic school of education.  In constructivism, the goal is for learners to build (construct) meaning.  Rather than imparting information or telling them what you’ve just taught, a constructivist focuses on facilitating learners to answer their own questions and to integrate new insights.  We are also influenced by “confluent” theory, the notion that richness in learning comes from the flowing together of cognition and emotion.

In recent decades, “brain based learning” captures these schools of thought and advocates for learning that builds “hot cognition.”  Hot cognition means there is a highly activated brain state where thinking is accelerated and deepened because the learner is fully involved.   I’ve posted before about our learning philosophy, the five principles we use to guide the way we teach, coach, facilitate, mentor, and consult so that we fuel hot cognition – this is the “how” of our methodology.

In addition to that underlying “how,” we have a very specific design methodology which structures learning as a change process.  Because learning and change are so closely linked, we use our Change MAP as a structure (a good orientation to this model can be seen in the Case Study about our change program with the US Navy).  As we apply the change process to learning, we get a very powerful structure.

The Change MAP, and our learning design method, is a spiraling cycle.  There are three phases which we present in a circle to emphasize the fact that learning (and change) require numerous iterations.  In the MAP, you can see the critically important “red lines,” the emotional transitions required to accelerate change.  These same transitions are essential for learning, because if we don’t get emotional connection, we don’t get hot cognition.  The three phases are:

• Engage:  Create cognitive and emotional hooks to create interest, activate pre-existing knowledge, and develop a context for new learning.  At the end of this phase, participants should see the value of the subject matter and be ready for more.
• Activate: Build capability and enroll the brain through real-time experiences that blend emotional and cognitive content; bring powerful mental models to life so participants can begin to learn and test out new concepts.  At the end of this phase, participants will have new knowledge plus a “gut level” experience of the concept.
• Reflect:  Integrate new learning by synthesizing and concluding, so this knowledge, attitudes, and skills can be more readily applied.  At the end of this phase, participants should know what they’ve learned and a commitment to put that into action.

 

Iterative Cycles

These phases apply equally to a twenty-minute module, a 90 minute keynote, a five day workshop – or a three month development program (which will include hundreds of iterations of this cycle within one large “meta cycle” spanning the program).  Here’s a concrete example from our Developing Human Performance curriculum about “Leader As Coach.”  In the two-hour module, we go through the cycle at a high level:

• Engage:  Participants identify key attributes of leaders they admire and are introduced to the importance of coaching and the concept of emotional intelligence.  They learn a simple, powerful mental model for structuring these ideas, and then see an emotionally engaging video of how this could appear in action.  At this point, they’ve activated prior knowledge (the key attributes) and begun to see the importance or value of this concept; they’ve received a “cognitive coat rack” in a robust mental model so they can structure the learning; they’ve developed some emotional energy and curiosity about the topic.
• Activate:  Next, participants learn some of the key skills of being a leader-as-coach and are introduced to a “trust formula” which provides a way of strengthening coaching relationships.  They do an active exercise where they move around the room having a structure conversation with other group members so they can actually put this skills into play – “real play,” not role-play.  Then they analyze the experience using the mental model from the Engage phase.  So in this phase they learned some techniques to achieve the goals that were emerging after the Engage phase, and they found how those worked – and analyzed their results using the organizing “coat rack” so the new insight is starting to integrate.
• Reflect: Coming to a close, they practice the skills again doing an exercise where they work together to identify specific opportunities to apply the new methods.  Finally, participants synthesize their own key points and identify at least one specific action step.  In this phase they linked the learning back to the real world, decided what they could use and why, and made a decision of how to go forward.

 

As you can see, this overall two-hour cycle includes many small pieces – and each of these pieces is organized around the E/A/R phases.  In addition, we can zoom out to consider this module in a larger context.  Let’s imagine we’re planning a whole learning program for XYS, inc., to support organizational change.  They want more proactive teams and greater buy-in from people, so they’ve decided to shift from autocratic management. The module above could be one component:

• Engage: We conduct a virtual classroom meeting 12 team leaders in the XYZ ops group and lay out a plan.  The 12 work groups (including the group managers) all take the Team Vital Signs (TVS) assessment.   We look at the data and, together with the site manager and HR Director, agree to focus on trust.
• Activate: In a ½-day session, they review the Team Vital Signs data and focus on the Trust dimension of the assessment.  Then we run the Leader As Coach module described above.
• Reflect:  Following the workshop, each manager has a planning matrix on which they draft three key improvements.  We have a 1-1 coaching session to review the TVS report and the action matrix.  The matrix documents are delivered to the ops manager.  We have another three coaching sessions with the ops manager to support her to followup on these commitments and to role model cascading the skills to the workgroup managers.

 

I’m not going to detail this, but we could zoom out again to look at this ops team project in the context of the change project.  In other words,  the E/A/R workflow about trust may be part of a larger iteration of the E/A/R cycle.  In the larger cycle, the Engage phase would include identifying specific hard metrics for the project, and building consensus with the ops manager, GM, and HR Director to make this a priority.  At the end of this larger cycle, the Reflect phase will look at those metrics to see ROI.  As we discuss in the book, INSIDE CHANGE, this spiraling process is key because each time around, we build momentum going into the next spin of the Change MAP.

 

Next Up

How can you use it?  Whether you’re a trainer, teacher, coach, operations leader, HR professional, parent, or friend you can use this framework for learning.  Where do you want to make learning stick?  What would happen if you structured the process more carefully so your group (and you) can take in new info and actually make meaning?  Think about the next keynote you’re giving, the next meeting you’re facilitating, the next car ride where you’re chatting.  How can you build momentum with these phases?

• Engage:  Draw them in with emotion, data, and a substantive model or framework.
• Activate: Bring it alive and make it real.
• Reflect: Invite the participants to pull it together and commit to the next steps.

Then do it again!

To learn more about these phases and the cycle, I recommend INSIDE CHANGE.  It’s about how to make organizational change work by starting with people – so it doesn’t talk about learning design.  But following the logic of this article, you’ll see how the Change MAP applies to many different kinds of transformation.

 

(By the way, this article is structured in Engage, Activate, Reflect.  Can you see the phases?)

If we don’t shift gears, we are choosing global devastation — socially, environmentally, economically — and while millions of people are working to make things better, humanity is still finding it incredibly difficult to change the game to a sustainable, prosperous, and joyful future.  At Six Seconds we’ve found incredibly powerful methods of catalyzing positive change, and teaching people to lead transformation, each of us starting with ourselves.  By leveraging current neuroscience, we teach the learnable, measurable skills of emotional intelligence:  Will you join us?

My daughter recently shared a powerful video about leading action.  Simon Sinek says it’s about starting with the why  – then the how and what, as I did in the description above (see more about this in the video below).  It resonated with me because at Six Seconds, we measure and teach the skills of emotional intelligence so people can lead positive change.  We articulate these skills in What, How, and Why:

What:	Know Yourself (self-awareness) – what is happening, what am I thinking, doing & feeling?
How:	Choose Yourself (self-management) — how am I responding or reacting – is that how I really want to show up?  Are there other options?
Why:	Give Yourself (self-direction) – why am I here right now?  What is my real purpose?  Am I aligning the What & How with this WHY?

 

Substantiating these three “pursuits” we offer eight learnable, measurable competencies that enable people to put emotional intelligence into action.  These pursuits and skills drive some 60% in the variation of performance, they’re cross culturally valid, and they can be developed and utilized.  With dozens of published assessments, books, training tools, and development programs, we equip people to learn and use these competencies.  In our training and coaching, we use these three pursuits as a process framework to enable people to move from their current situation toward their most important goals — at work, school, home, and in the community.  Because the current status quo is not working — and the most powerful lever for transformation is tapping the power of emotions.

In my experience, some people are more convinced by the “what and how” – having rigorous data and powerful methodologies.  And, I completely agree with Sinek that the WHY is often missing, and the piece that actually drives the emotion, which drives response.  The Six Seconds Model of Emotional Intelligence is unique in that we’ve identified a competency called “Pursue Noble Goals” as part of emotional intelligence.  When we are totally clear about our purpose, and we put that in action, we’re able to transform our own and others’ emotions in a profound way.

I’ve found that fear of not being accepted causes me to emphasize the “practical” and “businesslike” aspects of my work.  So, if I take Simon’s advice and put the WHY first, it will compel me to put it out there — to stand up and stand out for this message.  Since I see that this is one of the most important commitments I can make, I’ll say again:

If we don’t shift gears, we are choosing global devastation — socially, environmentally, economically — and while millions of people are working to make things better, humanity is still finding it incredibly difficult to change the game to a sustainable, prosperous, and joyful future.  At Six Seconds we’ve found incredibly powerful methods of catalyzing positive change, and teaching people to lead transformation, each of us starting with ourselves.  By leveraging current neuroscience, we teach the learnable, measurable skills of emotional intelligence:  Will you join us?

Will you?

Here is Simon’s video to help you communicate your choice:

Is emotional intelligence important for coaches and coaching clients?  Why?

Here are six ideas, please comment and add your perspective.

EQ Equips Coaching Clients:

1. Coaching clients are looking to create change – and most change fails because of a lack of understanding the human, emotional drivers.  By developing and using their EQ, clients are able to tap powerful insight and the motive force of emotion to fuel transformation.
2. Coaching clients need to improve results — which means improving their methods and actions, but equally how they go about these actions.  With increased EQ, they see that the impact they create is based not just on what they do, but on how they do it.
3. Coaching clients need practical tools.  In addition to powerful insight, an effective model of emotional intelligence supports this.  A tool like the Six Seconds Emotional Intelligence Assessment provides a process framework for using EQ — and a set of applicable competencies that drive performance.

EQ Empowers Coaches:

1. People are more than rational, emotions motivate us and focus our attention.  If coaches can’t see the intangible drivers of behavior, they will miss what’s actually fueling their clients… while high EQ coaches will have the insight to spark deeper awareness and transformation that starts from the inside.
2. Emotions are a filter that shape what we see and how we evaluate information.  Emotional intelligence allows coaches to perceive and manage these filters so they get a more accurate and useful understanding of their clients.
3. Emotions are contagious.  When coaches develop emotional intelligence they are more skilled at accessing and generating the emotions that let them connect with and influence their clients to deeper reflection and more powerful motivation.

 

Are you a coach looking for powerful tools and processes to supercharge coaching with emotional intelligence?  We have a few more seats in the “SEI Coach” course, Toronto (Canada) Feb 6-9, 2012: http://seic212.eventbrite.com/

It’s a glorious sunny day here on the Central Coast of California — I was just writing to some of our international office Directors (now we have 10, and an 11th coming soon) — and I realized that it’s already 2012 in many Six Seconds offices.  So many different weathers at the one moment.  So many languages.  So many flavors and sights and sounds.  All together – here, now.  This one instant is bursting with possibility.

Recently my family and I I had the pleasure of sitting zazen with an amazing monk.  He’s the fifth generation of monks in this 600-year-old temple, Shunkoin, in Myoshinji (in Kyoto), and his son will be born soon.  Sitting on the tatami mats glowing in the morning sun, looking at the simple geometry of hand-cut wood framing the walls, watching the incense smoke curling around my 10-year-old son (in his bright orange signature colors), I was touched by the confluence of all these rivers coming together in that one moment.  Kawakami-san, “our” monk, reminded us that every moment, the moment is passing.  And as the moments pass, often we end up with fewer and fewer choices.  Life is not a static experience, but one of continuous flow.

This morning, we buried Max’s favorite chicken, Puff.  I tied a few of Puff’s orange-gold feathers with a white ribbon, and gave them to Max.  As the kids filled in the grave, Patty sang “The Red River Valley,” the song we sang to say goodbye to my dad, and I was overflowing with this strange mix of feelings.  Sorrow and loss, but also joy and appreciation.  A stunning day in this glorious place we live — beautiful golden feathers in my lovely boy’s hands, a boy gentle and caring enough to be completely in love with a soft fluffy bird.  This part of my family together, but many of us spread far and wide, including beyond this life.  So many paradoxes, so many threads together.

I thought of Kawakami’s council, that just because life is constantly passing and flowing, we don’t have to lose the choices if we stay more aware, more awake, in the passing moments.  My experience today was that letting myself feel the beautiful mix of emotions awakens something in me, not fighting against myself, not trying to hold still in the flowing current — but feeling it for what it is, opening to it, and learning from it.

So, a New Year’s wish for you, and me, is that we feel more moments.

May your 2012 be abundant, verdant, and exuberant.
– Josh

Ever have one of those days where you look at your list, you look at your desk, and you just collapse back into your chair wonder, “Where the whatever should I even START??”

There’s a technical EQ term for that state — it’s called, “Confusion.”

Frequently confusion seeps in when you’re “running on empty” or you’re juggling too many balls. A kind of mental, emotional, and physical fatigue creeps in — maybe as a defense mechanism, it’s your body saying, “Hey! Take a break or I’ll make you!!”

When you feel that “slow down,” of energy and engagement the first challenge is to notice it. Then take an effective break.

I spent a good part of the morning in overload — going between stress and wet blanket. I literally stared at my “to do list” for a few minutes and it all was a blur — nothing stood out as important… but I KNOW I’ve got some important work to do!
Luckily, today the sun was breaking through the clouds, so I picked up a sandwich for lunch and headed to a favorite beach for a 15 minute renewal break.

It’s wonderful to go to the beach in winter — there were five people on the mile of beach I walked. The sun was warm, and the water sparkling. I walked and tried to pay attention to all that.

I kept thinking about work, about this article, about whatever — thoughts just spinning without much focus or direction.

So I had to break out the “big guns” for renewal: my senses.

I stopped. Stood still. Looked at the water and tried to just see without evaluating. I picked up some sand and felt the texture. I reminded myself, “Don’t think about feeling the sand — actually Feel the sand.” I listened to the waves.

I just about gave up — I was telling myself, “I’m too busy to spend another minute on the damn beach — no wonder it’s empty!”

I tried again, really paying attention to the physical sensations instead of the mental “chatter.” And like a light switch, I experienced a cessation of “noise” and extraneous thought. I felt myself breathe more deeply and see more clearly. For just two minutes I sat down and was truly still — and my energy shot back up, my muscle tension dropped, my back pain was less, and I felt excited to go back to work. Not agitated, but excited!

For me, the beach is a compelling symbol of renewal. The constancy of the waves, the sand washed clean each day. Walking, it seems, upon land that’s never seen a human footprint. It’s also easy for me to get to the beach — but you can apply the same method anywhere.

Tom Wojick, a colleague and resiliency expert, teaches about “rituals of renewal” as simple mechanisms that restore energy and balance. A ritual of renewal can be as simple as walking to the water cooler, or looking at a photo, or putting on a favorite piece of music. Thirty seconds an hour, according to Dr. Robert Cooper, is enough to increase energy and resilience by 100%.

A Ritual of Renewal is not intended as a complex feat of logistics and time. It should be easy enough to become automatic. It needs to shift your body, your mind, and/or your heart — and ideally all three, without adding stressors to the body. So coffee, cigarettes, candy, and soda are not as effective as:

• Go give someone an appreciation in person.
• Look out the window at something beautiful.
• Sing a song you love.
• Sip icewater.
• Walk around the floor.
• Shoot a few hoops.
• Weed 1 square foot of garden.
• Pick up 5 pieces of trash.
• Laugh at a silly joke.
• Call your love and tell her so.
• Read an EQ Reflection (collected on www.6seconds.org)
  

And remember — don’t think about feeling the sand: feel the sand!

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Originally posted 3/16/04 by Joshua Freedman on www.6seconds.org

This study shows that people who take a short nap are less reactive and more accurate in their emotional appraisal.

A Role for REM Sleep in Recalibrating the Sensitivity of the Human Brain to Specific Emotions

Perhaps obvious that when we’re rested we’re better able to access our emotional intelligence — but a good reminder.  Sleep deprivation is extremely common, and has serious effects on our physical and mental wellbeing (here’s some data from Stanford University).  My experience is that when I’m tired, small things bug me more, I’m less patient, and less creative in my problem solving.  I also “don’t feel like exercising” when I’m tired… which, of course, leads to another vicious circle.

So, I’m off to bed now!

I was recently talking to a group about the fact that we can choose how we feel.

“But didn’t you say emotions are an automatic biological response?”  

Yes, in fact, I did… but don’t we have choice about our biology?  I remember years ago interviewing neurobiologist Debra Niehoff about the way some people seemed to be “programmed” toward violence, and she pointed out that since we’re constantly changing our own brains by the way we use them, it’s a mistake to think of biology as a fixed condition.

We can illustrate this in simple terms:

Yawning is an automatic biological response to being tired.  So do we have a choice about if we yawn or not?  Isn’t it a choice (for most of us) to sleep more?  Headaches are an automatic biological response to dehydration – but isn’t it a choice (for most of us) to drink enough water?

We are contributing to the creation of the conditions under which our biological systems function — and these have profound impacts on our “automatic” emotional reactions.

I just read an excellent book excerpt by Jonathan Fields, called The Creative Brain on Exercise on Fast Company.  He discusses work by  Dr. John Ratey called Spark: The Revolutionary New Science of Exercise and the Brain (2008)…

“Exercise isn’t just about physical health and appearance. It also has a profound effect on your brain chemistry, physiology, and neuroplasticity (the ability of the brain to literally rewire itself). It affects not only your ability to think, create, and solve, but your mood and ability to lean into uncertainty, risk, judgment, and anxiety in a substantial, measurable way…

Ratey details many data points on the connection between exercise and mind-set; among them the following:

• A 2004 study led by Joshua Broman-Fulks of the University of Southern Mississippi that showed students who walked at 50 percent of their maximum heart rates or ran on treadmills at 60 to 90 percent of their maximum heart rates reduced their sensitivity to anxiety, and that though rigorous exercise worked better. “Only the high intensity group felt less afraid of the physical symptoms of anxiety, and the distinction started to show up after just the second exercise session.”
• A 2006 Dutch study of 19,288 twins and their families that demonstrated that those who exercised were “less anxious, less depressed, less neurotic, and also more socially outgoing.”
• A 1999 Finnish study of 3,403 people that revealed that those who exercised two to three times a week “experience significantly less depression, anger, stress, and ‘cynical distrust.’”

Ratey points to a number of proven chemical pathways, along with the brain’s neuroplastic abilities, as the basis for these changes, arguing that exercise changes the expression of fear and anxiety, as well as the way the brain processes them from the inside out.

Studies now prove that aerobic exercise both increases the size of the prefrontal cortex and facilitates interaction between it and the amygdala. This is vitally important to creators because the prefrontal cortex, as we discussed earlier, is the part of the brain that helps tamp down the amygdala’s fear and anxiety signals.”

(And now I’ve quoted an excerpt, quoting a book, quoting another book – welcome to 21st C authorship…)

There are also many links between foods and emotions.  Just ask Six Seconds’ President, Anabel Jensen, about the emotional effects of eating — and trying not to eat — chocolate.  For years its been her “one vice,” a reward that has many positive physiological effects (as well as tasting great).  Lately she’s been told to give it up. 

No doubt, from our those relished dishes of our grandmother, to spices that enchant us to other worlds, foods do more than nourish our corporeal selves. Recently my favorite blogger, Jonah Lehrer, shared an outstanding piece in the Wall Street Journal Online, called  The Yogurt Made Me Do It, where he discusses several studies about this — including one on probiotic foods:

The experiment, led by Javier Bravo at University College Cork in Ireland, was straightforward. First, he fed normal lab mice a diet full of probiotics. Then, Mr. Bravo’s team tested for behavioral changes, which were significant: When probiotic-fed animals were put in stressful conditions, such as being dropped into a pool of water, they were less anxious and released less stress hormone.

How did the food induce these changes? The answer involves GABA, a neurotransmitter that reduces the activity of neurons. When Mr. Bravo looked at the brains of the mice, he found that those fed probiotics had more GABA receptors in areas associated with memory and the regulation of emotions. (This change mimics the effects of popular anti-anxiety medications in humans.)

Furthermore, when he severed the nerve connecting the gut and brain in a control group of mice, these neural changes disappeared. The probiotic diet no longer relieved the symptoms of stress.

Though it might seem odd that a cup of yogurt can influence behavior, the phenomenon has been repeatedly confirmed, at least in rodents. Earlier this year, Swedish scientists showed that the presence of gut bacteria shapes the development of the mouse brain, while French researchers found that treating human subjects with large doses of probiotics for 30 days reduced levels of “psychological distress.” There’s nothing metaphorical about “gut feelings,” for what happens in the gut really does influence what we feel.

So, do we have a choice about our emotions even though they are automatic responses?  Perhaps not in all ways, but clearly we can influence the algorithm that shapes the set-points of this automation.  We might not be able to turn the instant flash of irritation to delight, but we can set ourselves up so the hot-button produces a larger or smaller jolt.

Now for the confession:  As I write this piece, I realize that (a) I have not been sleeping enough since I came back from India this week.  I wake up tired in the morning (which is late night there), and so though, while I’ve gone through the motions, (b) I have not really been exercising much this week, and (c) I have not eaten any yogurt!  So, if I my kids start arguing and “push my buttons” and I yell at them… will that be an “automatic” biological reaction, or simply a delayed result of my own choices?

The World Academy for the Future of Women (WAFW) leadership program is a bold and rigorous training initiative for young women students committed to acquiring skills and confidence to develop as campus, community, national, and eventually global leaders. These young women found a focus on emotional intelligence played a big part of how they evolved and developed as leaders in the nine-month program.

Supported by a grant from Six Seconds, The Emotional Intelligence Network, and the commitment of network member Angie Wong, the WAFW participants had the opportunity to experience the Six Seconds Emotional Intelligence Assessment and EQ training program.  The Six Seconds EQ toolset helped the 87 young women at the Sias University in Henan, China to become more aware, more intentional and more purposeful with their emotions.

Through facilitated curriculum, dialogue, and interactive programs, the young women students are prepared for leadership roles in the new economy as global citizens.  Team projects based on the United Nations Millennium Development Goals are the centerpiece of the WIFW program.  Together with other volunteer facilitators, Wong provided the Six Seconds assessments and training to compliment the other components of the WIFW curriculum.

As a result of the EQ work, these WAFW women had a greater understanding of their own emotional intelligence competencies and were able to apply what they learned in building the capacity in influencing others.  By developing more clear self-awareness and practical tools for becoming more masterful with their own emotions and reactions, they gained much more confidence as leaders and were able to apply their EQ strengths for personal and team effectiveness.

One participant, Acqua Shui, described the need for this aspect of leadership development, and the changes she experienced in the program:  “At the beginning, I have fear in my heart instead of confidence, courage. I was fearful to speak out. I fear to have a challenge and make a difference. Even when I wake up and open my eyes I feel helpless and weak. Fears fill up my heart so I cannot focus on my study and I didn’t have any passion.”

After the program, Shui had a dramatically different perspective:  “In my future, I want to be a strong, powerful and heart centered leader. I want to be a leader who will inspire the female to be independent and become a whole person. I also want to be an educator, to help educate future generation. I want to support others to live a happy life with positive heart in difficult life.”

 

Coco Lee, another participant, shared a similar perspective of her life before the program:

Firstly, in the past, I am timid, even when answering questions in class, I will be shrinking. I am scared to speak in public and am not comfortable of who I am. I am overly concerned with how others think of me. I am nervous about who I am. I feel unhappy.

I know nothing about the feelings. I think they are just feelings and let them control me. When I am angry, just yell out at others and regret what I have done later. What’s worse, I am so easy to lose my temper. I think we can do nothing about our nature.

I don’t care about the outer world. I only focus on my trifles around me. I think I am an ordinary person, a female, and I can do nothing about the world. What I need to do is to live my life. Other things are not my business. I am selfish.

Finally, I used to be living a life without thinking. I have no idea about my future, my life, my direction. Just live one day and the other day. I don’t like to communicate with others. I have no interests to explore people, life’s meaning and others things. I am a person who doesn’t recognize her soul and the meaning of life.

In her writing about her current state, after the program, Lee describes a dramatically different experience of herself as an emerging leader:

Now, I am confident and finish my presentation successfully. I know confidence comes from sufficient preparation, self-awareness and self management. I am happy that I find myself. I have the confidence and courage in my heart. Sometimes I am a little afraid. But it is OK, I think. I can control it well. Confidence helps me find a life.

I know the skills of controlling my feelings. I don’t escape from the condition. I face my feelings, analysis them, and work through my negative feelings.  I am more skilled in responding to my feelings when I get influenced negatively.

I wake up my conscience and build universal love. I learn that all of us have challenging situations that create sufferings in us.  We are humans and we should care about each other. Helping others is also helping me. It is like paving a road, and then you can walk smoothly. Only when you help others, and you spread this spirit, then you can receive others’ help when you are in trouble. Nobody is lucky all his life.

Finally, I start to think now. Even though I don’t figure out until now; life is complex as it is. Maybe the life’s meaning is the process to find the answer itself. I am on my way.

Shui’s and Lee’s descriptions characterize the three key elements of Six Seconds’ approach to utilizing emotional intelligence in life and leadership:

• Increased self-awareness, with recognition that we all have feelings, and that these affect our choices.
• Increased self-management, including using emotions as a source of important information.
• Increased self-direction, articulating a larger vision and increased commitment to create positive impact.

 

Given the success of the program, WAFW is continuing this effort.  Six Seconds has extended the grant to the World Academy for Future Women to provide assessments and support for their 2011-2012 program.

For more information about The World Academy for the Future of Women, see www.globalinteractions.org.  Angie Wong is a volunteer facilitator, and a member of the Six Seconds Emotional Intelligence Network.  She lives in both Hong Kong and the US, and her mission is to support women leaders in Asia, for more information, see: www.6seconds.org/profile/awong

Six Seconds is a global organization supporting people to create positive change and increase people-performance.  Founded as not-for-profit corporation in the US in 1997, the organization is now led by offices in 10 countries.  Six Seconds’ change agents work to improve leadership, collaboration, and effectiveness in every sector.  The organization gives a limited number of grants to educational and community programs to provide powerful emotional intelligence assessment and development tools to support positive change.  Visit www.6seconds.org for more.

Six Seconds has organized many different conferences, ranging from intimate programs for 20 change leaders, to the international NexusEQ events with all the world-famous names and 600 participants from forty countries.

In a few weeks in California, then in November in Singapore, and March in Dubai, we have our annual Living EQ Conferences.  I loved hosting the big NexusEQ conferences, and I am sure we’ll do more of them.  But in many ways, the intimate Living EQ events are far more powerful.

My experience is that good conferences conferences are interesting.  They engage your head.  Experts speak about their books, their research, their models, and participants gain new ideas.

Excellent conferences engage the heart as well.  There is a sense of connectedness, of meaning.  NexusEQ events have been like this, and we’ve often heard, “this is the best conference I’ve ever attended” because of the richness of the experience, head + heart.

But what would happen if we took a step further to engage head + heart + hands?  If the conference is not just “ideas,” not just “connection,” but also application?  The goal of the Living EQ series is to show how emotional intelligence comes to life in various sectors.  So participants actually experience the way experts inside a huge multinational engage managers in this work, or how a school principal enrolls his faculty make EQ a priority, or how a parent has used EQ create peace in a family.

Why does it matter today?

I suspect we are passing through the “information age” to a new frontier.  Now we have too much information.  What do we do with all of this data?  How do we decide what’s relevant and significant?  We need to build wisdom — the judicious blending of intelligence and action to produce meaningful results.

This is the goal of Six Seconds’ approach to transformational learning. A process of engaging head + heart + hands.  Of equipping people with rigorous insight, compassionate connection, and powerful tools to create positive change.

Oct. 6 and 7, Menlo Park, CA  For more information, go to: http://www.6seconds.org/events/

Bleary from travel, en route to Mumbai I wandered into the lounge in Frankfurt yesterday, and couldn’t find a table.  “You can share this table,” a guy offered.  Around my age, he had the casual rumpledness of someone who spends at least as much time in airports as I do.  We chatted in the usual way of fellow jet lagged travelers, desultorily passing a few minutes, looking for signs of life and connectedness as we hurl ourselves around the globe.  It’s a strange fellowship of strangers passing anonymously.  I’ve come to appreciate these glimpses into many different lives.

He works for United auditing maintenance programs.  We got talking about how the airlines industry is incredibly effective with safety.  “We have checklists for everything.  Pilots don’t take off or land without going through a checklist, same with all our processes.”

I mentioned that it seems like they’ve managed to build a culture of safety, unlike many other professions (such as healthcare and politics), in aviation the norm is to deal openly with mistakes.  I couldn’t quite summon the brain power to ask the question that’s really important here:  It’s not just checklists, its the attitude of the people using the checklists.  It’s not just procedure, there is meaning behind it.  How do you keep that alive?

All too often, organizations miss this.  They develop a code, a five step acronym, a “way” that focuses on enforcing certain behaviors.  These rarely have any meaning beyond the few people who give the speeches and make the posters promoting the idea, because they’re just checklists.  Steps to follow, not expressions of a deeper meaning.

Soon he packed up to get to his next flight.  Paused and turned back:  “Hey – thanks for flying with us.”  I smiled and said something vague, and he took a small step closer:  “Without you, I wouldn’t have a purpose.”

Could be cheesy, right?  I’m sure I’ve read that phrase in an inflight magazine, and dismissed it as platitude.  I’m just one of a million passengers, my choice of airlines has no real consequence on anyone’s job.  And, as you’ve read in other posts I’ve written about this, I believe purpose is something we each can choose to pursue without regard to a particular customer, or even a particular job.  Purpose is something we bring and create, not something we receive.

Yet in this moment, there was something more, this was not just an exchange of words. We were two guys who, in a very real sense, appreciated each other for the role we play in one another’s lives — albeit never having met, and still not knowing even one another’s names.  I felt a sense of connection and value.  It wasn’t a “big emotional experience,” yet there was heart in it; this moment of connection was much more than ticking off the last item on the checklist.