Top Executive Coaching with Tony Mayo

This latest podcast is part four of a funny and useful conversation between top executive coach Tony Mayo and his longtime client Ron Dimon. Ron is an expert on the use of information by executives of large organizations. Listen as two experienced business people play with useful ideas in this episode including;

• Low stress mindset for high performance on a variety of unstructured and unpredictable tasks
• Meditation & centering for executives
• Transforming overwhelm into flow
• Procrastination
• Creating vs. fixing
  • “Something’s wrong, & it’s me!”

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Living apart and at peace with myself, I came to realize more vividly the meaning of the doctrine of acceptance.
 
To refrain from giving advice, to refrain from meddling in the affairs of others, to refrain, even though the motives be the highest, from tampering with another’s way of life – so simple, yet so difficult for an active spirit.
 
Hands off!
 

– Henry Miller

 

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It doesn’t interest me what you do for a living.
I want to know what you ache for,
and if you dare to dream of meeting your heart’s longing.

 

It doesn’t interest me how old you are.
I want to know if you will risk looking like a fool for love,
for your dreams, for the adventure of being alive.

 

It doesn’t interest me what planets are squaring your moon.
I want to know if you have touched the center of your own sorrow,
if you have been opened by life’s betrayals or
have become shriveled and closed from fear of further pain!

 

I want to know if you can sit with pain, mine or your own,
without moving to hide it or fade it or fix it.

 

I want to know if Read the rest of this entry »

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Making change in organizations is central to my work. The nature of organizations, however, is to resist change. That’s why we call them organize-ations, not random-izations or adapt-ations,

One common way for organizations to resist innovation and change is for people to collect evidence that any novel tool or procedure is causing problems–even if the problems predate the change.

Waterless Urinals

Craig Hansen, the Army base’s energy engineering technician, decided to retrofit all 740 of his urinals over the objection of local plumbers. “The plumbers felt that these things were a threat to their livelihood,” Hansen says. “They don’t like change.”

Hansen heard a flood of complaints early on: The urinals stank. They were dirty. Where was the flush handle?

In one building, the complaints were so vociferous that Hansen started an investigation. He found that the bathrooms did indeed stink, but the urinals appeared clean. He suspected there was something else going on and decided a little experiment might flush out the problem. He bought a smoke bomb, lit the fuse, dropped it down the main sewer line, and waited. Hansen observed that the sewer vent outside the building was placed directly in front of the structure’s air intake. Smoke flowed out of the vent and was immediately sucked back into the building. He also found a cracked toilet in the women’s rest room that spewed smoke. The urinals, however, emitted nothing. The cartridges were doing their job.

Hansen concluded that the smell had always been there, but people didn’t have anything to blame it on until the new urinals arrived.

 

–Pissing Match:
Is the World Ready for the Waterless Urinal?
WIRED Magazine

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People continually and automatically evaluate situations and objects for their relevance and value …

The evidence suggests the real possibility that there are no emotion mechanisms in the brain waiting to be discovered, producing a priori packets of outcomes in the body. Emotions may not be given to humans by nature …

If the clearest evidence for the distinctiveness of anger, sadness, and fear is in perception, then perhaps these categories exist in the perceiver. Specifically, I hypothesize that the experience of feeling an emotion, or the experience of seeing emotion in another person, occurs when conceptual knowledge about emotion is used to categorize a momentary state of core affect…

Categorizing is a fundamental cognitive activity. To categorize something is to render it meaningful; it is to determine what something is, why it is, and what to do with it. Then, it becomes possible to make reasonable inferences about that thing, predict how to best to act on it, and communicate it to others. In the construction of emotion, the act of categorizing core affect performs a kind of figure-ground segregation (Barsalou, 1999, 2003), so that the experience of an emotion will stand out as a separate event from the ebb and flow of an ongoing core affect…

The conceptual act model suggests an intrinsic role for language in perceiving emotions in the behaviors of other people (see Lindquist et al., 2006). It is consistent with the linguistic relativity hypothesis (Whorf, 1956), which states that language forms the basis of experience. In the case of emotion, language shapes Read the rest of this entry »

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Scientists find ways to confirm their preferred hypothesis, disregarding what they don’t want to see. Our beliefs are a form of blindness.

…

We like to pretend that our experiments define the truth for us. But that’s often not the case. Just because an idea is true doesn’t mean it can be proved. And just because an idea can be proved doesn’t mean it’s true. When the experiments are done, we still have to choose what to believe.

–Jonah Lehrer
The New Yorker
The Truth Wears Off
December 13, 2010, p. 52

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