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Mita Pillars for Excellence

To be honest, I wanted to lead excellence, far more than I wanted to design a model to make it happen. Had there been a model out there that valued people of all cultures, or that lead excellent results for all, I’d have gladly forfeited a life’s work to design the brainpowered leader approach in this article. Had I located more managers who invited wonder, delighted in new discoveries and supported people to live the scientific method for the sake of new discoveries, I’d have leapt for joy to lead with it. Instead, managers I met seemed settled in a maze of myths about leadership roles.

Mita Pillars for Excellence

Had I found manager, for instance,  who engaged and investigated new ideas, rather than talk as insular experts at meetings, Mita’s brainpowered approach wouldn’t have been necessary. To think I’d have saved 30 years of global travel to consult leaders in many countries and learn from diverse cultures. Rather than promote managerial traditions or foster broken routines, I spent a lifetime riding an advanced magic carpet over amazing wonders and woes of change.

If mentoring had resembled reciprocal coaching more, I’d have embraced it.  I’d not have bothered designing Mita’s mindguide approach which teaches and learns as it leads. Or if conventional managers had modeled the fact that IQs are more fluid than fixed, I’d have grown capabilities with them in response. Just that one lived reality would have helped to find more of the leadership excellence that I sought. Where was the manager who reached for the wider good or cultivated values and ethics at the helm?

Had current leadership shaped mental and emotion health for people – promoting more laughter than harsh performance reviews, I’d have helped its contribution to workplace well being. Instead I added a critical component to Mita’s approach to ensure access into the brain’s heightened capabilities through laughter. How painful it’s been to observe political leaders unprepared to engage civility or without skills to learn from opposing views. The possibilities of what could be managed, compelled me to harnessing multiple intelligences into brainpowered tools for a finer future.

Had managers helped workers me rewire more for peace that cultivates freedom, liberates humanity, and leaves folks primed for shared solutions rather than settle for violence or war, I’d have jumped on board. Instead, when I spotted holy cows of critical thinking, promote cynicism and truncate innovation, I ran to brainpowered tools. Determined that Mita approaches lead on the other side of cynicism, I regained hope alongside managers I admired.

Check out the ratio between what people and organizations might have been, and what they’ve become, and you’ll likely agree that rejuvenated leader approaches are urgently needed. It was that reality check, that launched Mita brainpowered tools with so much positive response.  It’s also why the Mita Brain Center continues to align workplace progress with dynamic neuro discoveries.

After years of working across many countries and cultures where tone-related-gridlocks too often limit managers, Mita’s five pillars both cultivate and sustain tone that fosters innovative initiatives as norm. How so? Brainpowered tone stokes innovation as people: (1) Question possibilities with the kind of tone that engages opposing views, while at the same time building goodwill among those who disagree, (2) Target improvements and collaborate solution possibilities from diverse angles, (3) Expect quality inventions by facilitating differences and engaging shared possibilities, (4) Move multiple perspectives into well-shaped conduits that blend people’s strengths, and (5) Reflect on sustainable growth possibilities – in brainpowered celebrations– hosted across your entire organization to cross pollinate ideas and track initiatives.

Five key pillars shape brainpowered leadership yet each find roots in seventeen learning and leading theories. Each pillar is impacted by relevant neuro discoveries, and by diverse cultural practices in several countries where it was implemented and designed. Constructed to counter workplace toxins (see green boxes in figure 1), the model offers entry points for rewiring the brain in ways that promote innovative growth across differences.

Mita™ Leadership Growth Chart – 5 Pillars (figure 1)

QUESTION

Pillar 1

+ TARGET

Pillar 2

+ EXPECT

Pillar 3

+ MOVE

Pillar 4

+ REFLECT

Pillar 5

= GROWTH

Pillars 1-5

+ TARGET+ EXPECT+ MOVE+ REFLECT=  PASSIVITY
QUESTION+ EXPECT+ MOVE+ REFLECT=  CONFUSION
QUESTION+ TARGET+ MOVE+ REFLECT=  SLOPPINESS
QUESTION+ TARGET+ EXPECT+ REFLECT=  WASTE
QUESTION+ TARGET+ EXPECT+ MOVE=  STAGNATION

In the chart above, growth (illustrated in blue boxes of figure 1) results from implementing all five brainpowered pillars, while any one omitted (as illustrated in yellow boxes) results in commonly encountered barriers to corporate innovation (represented in green boxes.)

Mita brainpowered tools illustrated here, offer a basic building approach to support managers as cultivators of advanced potential in any organization.  Have you seen it in action?

Imagine your workplace alive with innovative on-the-job problem solving tactics. Feature motivated people who wield clever devices that impact the department’s bottom line by opening new spigots to brainpower.  Ahh now you’ve looked straight through Mita’s leadership lens. In reality, it’s more dynamic that its manifesto and packed with more neuro related punches that excellent leaders tout.

On its most basic level, Mita simply offers equipment to help drive winning productivity.  Leaders like you become its genius parts. Let’s discuss how so, by highlighting three problem areas that urgently need to change before prosperity can surface.

In leadership courses at graduate levels we facilitate,  excellence is required in three areas: 1. Tone that builds goodwill, and reduces toxins among those who disagree; 2. Talent that converts hidden and unused cognitive capabilities into cutting edge workplace solutions across formerly isolated silos, and; 3. Training (or mindguiding) that drives innovation for ongoing novel ventures. A closer look shows the pitfalls and the possibilities for all three.

How would Mita’s brainpowered tools equip you to lead goodwill, unleash talent, and mutually engage others for a finer future where innovation is the norm?

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