Adam Smith, the grandfather of capitalism said:

“Concern for our own happiness (self interest) recommends to us the virtue of prudence (self-command), concern for that of other people, the virtues of justice and beneficence –- of which the one restrains us from hurting, the other prompts … (us) to promote that happiness.”

He didn’t intend for some people to become extremely wealthy at the expense of everyone else and everything else including nature.

Much like the stoic emperor Marcus Aurelius, Smith believed in the virtue of moderation because it threatens our social structure and the capacity for effective decision-making when you confuse wealth and power with wisdom.

Unfortunately, economists seem to have taken what benefits elites and ignored the warnings for excess.

How will business leaders operate in a future world which can no longer accept simplistic and short term thinking, decision-making and hierarchy?

#power #happiness #leadership #ecologycheck #decisionmaking #decisionmakingskills #complexity #future #business #superteamconcept

Jump Off The Stoopid Bandwagon

The challenge is that the UK, like many around the world are taking the capitalist system too seriously.

Gödel’s incompleteness theory states that any model of the reality is incomplete and must be continuously refined/adapted in the face of new observations…..

Unfortunately the winners of this paradigm don’t want the rules to change out of their favour. So they compete for power positions in politics, corprotocracy, media, military-oil complex, then rip the ar*e out of it.

We’re just going to have to sit by and watch it all unfold unfortunately, Revolution and civilisation collapse…Its been happening for centuries.

Since tech gave some bloke an advantage which kick-started the agrarian revolution.

One community that has survived various dynasties are the San people. A hunter -gatherer community that live in equality with each other and nature. They employ STOP’s to overcome power. Usually satire, much like the TV show of ‘Have I Got News For you!’

If, as a business owner, you want to jump of the stoopid bandwagon and build an organisation which is sustainable, socially just and a satisfying place for people to work and co-exist. Create an employee owned organisation. Take some of the the stress out of running a business and collaborate as a community.

That’s actually how we’re designed to live and operate.

Be an inspirational leader on a mission (ILM) instead of a dopamine fuelled mercenary with a lust for profits and power at the expense of people and the planet.

#sustainable #business #tech #community #sociallyresponsible #ecology #healthy #ecosystem #leadership #superteamconcept

Mentoring is a powerful way of imparting knowledge and developing people within organisations.

Mentoring is a powerful way of imparting knowledge and developing people within organisations.

Mentoring is a powerful way of imparting knowledge and developing people within organisations.

The word Mentor originates from Homer’s classic poem, ‘The Odyssey’, describing a time around 1200BC when Odyssus was preparing to travel a great distance. He asked ‘Mentor’ to act as a teacher, guide and friend to his son, Telemachus.

Many famous people who have enjoyed success have had the benefit of a mentor relationship. Oprah Winfrey looked on the writer Maya Angelou as a trusted mentor.

The mentor – mentee relationship is also referred to in the Hypocratic Oath: ‘To hold my teacher in this art equal to my own parents; to make him partner in my livelihood;’

Mentor programmes in organisations are beneficial to all parties and increases retention within organisations.

From Mercenaries to Missionaries -Designing, Developing & Leading High Performance Teams

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Website: https://martinmurphy.coach/

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What is the Elite Team Concept?

Using friendly competition to boost performance in your business…

Competition is seen as a natural part of life and work. There is always a creation stage when an idea must compete for its place in the world. You have to compete for a new job. The entrepreneurial stage in business is when the start-up must prove it’s worth and activity is primarily about winning customers without which the product or service will not survive.

But not everybody enjoys competition whilst some people thrive on it. Leaders have to be careful that when they frame competition that it doesn’t create anxiety and negative impacts on people’s wellbeing.

Competition increases psychological and physiological activation and exercised correctly leads to creativity and supportive behaviours. Done incorrectly, competition leads to cheating and sabotage as we’ve witnessed by banks leading to long term pain for the organisation, employees and clients.

Competition needs to lead to happiness not humiliation if you want to get positive outcomes.

Here are some key points to consider.

Compete originates from the Latin Competere meaning to strive together to achieve a common purpose. Chances are that competition was a key driver of human progress along with the peak performance flow states that competition can engender. It is important to remember that humans collaborated their way to the top of the evolutionary tree, probably in friendly competition.

Constraints

Introduce constraints and be clear about boundaries and ethical values that you are all agreed to upholding. Research has shown that saying the Lord’s Prayer before a competition decreased the cheating that took place by a group of students in a test when the answers were easily obtainable.

Open to Feedback

As a leader encourage the right behaviours and attitude by modelling them such as being open to feedback. Also, introduce the concept of ‘After Action Reviews’ so that the focus is on improving the behaviours and processes not just achieving the results. Keep it non-threatening and friendly.

Mutual accountability

Measure team results more than individual results so that the team members are mutually accountable to each other not a manager. Peer pressure is more effective than dominant pressure. We feel more compelled to help our own people more than a person who is not ‘one of us’.

Purpose vs Material

Make competition success about improvement and personal growth, don’t design rewards purely based on money or status. If you introduce monetary and status rewards then it can lead to jealousy and resentment. Peer-to-peer recognition is useful as we do enjoy basking in the limelight sometimes, even the quieter team members.

Excellence

Regularly emphasise that the aim of competition is to encourage the pursuit of team excellence. If an individual achieves great results, that process should be modelled and shared with the other team members.

Team Building

Brain storming sessions, quizzes around work, shared social experiences are all excellent ways to bring people together and build esprit de corps.

Egalitarian

In military special forces units, hierarchy is shunned and people are recognised for their indivdual expertise. They’re not encouraged to be clones but have individual skills. If you promote egalitarianism and appreciation of individual strengths in your organisation, then it will encourage creative teamwork but harnessing that creativity is a skill.

Collective intelligence from a diverse group is just as effective as having a lone genius- and there aren’t many lone geniuses around- so work on boosting team engagement.

With everything that has happened this year and how that will impact us all going forward, when would now be a good time to make facilitating effective meetings, decision-making and learning to use collaboration tools for effective communication and coaching, a core competency in your business?

Interested in learning more? Mission Power meeting Facilitation Online Course

The 4 Responses to Big Shifts

About every decade or so there are shifts. Big impacts land which affect personal and business domains. For some people its good news and for others not so.

I personally think this is part of a universal life cycle which encourages evolution. I also think that big changes are happening more often due to advances in technology and because of environmental and ecological challenges which are reaching critical threshold points.
I would suggest that the current situation – in the middle of a pandemic – is only a small wave within bigger ones to come , unless we dramatically transform our intentions, modus-operandi and social systems.
I’ve observed these responses in clients and often a mix of all four and this is how I explain it.
We have four basic operating systems, thinking, doing, feeling and sensing/communicating. Individually we have preferences for some over the others. But we are able to use all four with self awareness and training and need a blend. This is our evolutionary advantage to work as collaborative groups.
Our basic intelligences become archetypes. In paleolithic times it was probably Hunter/Gatherer- Shaman/Scout. Nowadays in business leadership we call them Entrepreneurs/Coaches- Managers/Founders. But again, we can utilise all these operating systems if we’re situationally and self-aware enough to realise what operating system is required and when.
So when we experience change, it’s a good idea as a leader to understand the paradigm you’re in and where the next paradigm will take you and what you need to do to thrive.
Before COVID we all operated within particular societal and personal paradigms. Now we’re not. We’re having to respond to what’s happening. Here are the four responses that we’ll see.

Collapse

Some sectors like hospitality are experiencing a collapse. With the best will in the world, the pandemic is going to be here for the rest of 2021. It’s not likely that some industries will ever come back the same, if at all. When that happens all is not lost, there is potential within the people which can be re-directed. Firstly, it needs acceptance of reality and as Buckminster Fuller advised:

Don’t Fight the Existing Reality,

Create a New One Which Makes the Old One Obsolete

It then needs a Founder mentality to create new ideas and bring together people with renewed purpose. People can re-organise, make new connections and create something new. Much like the mythically Phoenix, rising from the ashes they’re often a lot more resilient after experiencing post-traumatic growth.

Consolidate

Some people and industries will find themselves in the enviable position of being able to consolidate their position. This time around, the circumstances have suited the incumbent and they’re able to reap a fine harvest, push ahead of their competitors and even aquire some of them.
For them, they were in the right time at the right place. They’ll probably carry on their modus-operandi by managing the basics well. It would be prudent to remember that whilst they’ve been fortunate this time around, next time, and there will be a next time, the paradigm shift might not be so accomodating and smaller competitors may leapfrog ahead of them. It would be useful to remember:

All Glory is Fleeting

Change

When shifts occur, some people will find themselves not in collapse or consolidate but in a fight for their lives. This is when the manager will make changes and prune the organisation looking to cut costs. The entrepreneur also comes back into their own and motivates the team to tackle the challenges head on. Of course:

Lessons are Repeated

and it will often need more than change to survive in the long term. There maybe a need for some radical transformation and creativity.

Create

Whenever there is a crisis there will also be equal and new opportunities. But it will take a Founders mindset to spot the:

Diamonds in the Dirt & the Gold in the Grit

Then it will take a collaborative and highly engaged team to bring the new ideas, products and services into existance. They will become the foundation for a new paradigm and may even become the next dominant players, utilising all the latest technology and achieving more with less.
We’ll probably find that we’re implementing more than one of the four responses mentioned. This is when leadership skills are important. Leaders must rise above the storm and get clarity on the situation, then leverage the potential of the situation and people.
If you need a sounding board to help you get clarity, get in touch
Martin Murphy – Catalyst

What are you going to Stop-Start-Recover & Adapt?

Scientific philosopher, Thomas Khune, stated that ‘advancement is not evolutionary, but rather a series of violent revolutions and in such revolutions one conceptual worldview is replaced by another’. Khune called these revolutions in worldviews ‘Paradigm Shifts’

As I was explaining the universal life cycle to a client yesterday, the pandemic was a useful example of the latest paradigm shift.  Every decade or so, we experience upheavals because shifts happen. As much as we’d like the world to be certain, it seems that the second law of thermodynamics regarding entropy of systems always comes to pass.

A shift is when the world as we understand it suddenly stops working and we go into some sort of emergency event. Examples of shifts I’ve experienced are 9/11, the Great Recession and now we’ve got Covid-19 and the fall-out from that in terms of second and third order effects are yet to be fully realised.

Right now, the pandemic has disrupted our lives and business behaviours but it is also an opportunity to create new beginnings. Winners of the present paradigm however, are not very good at accepting reality and adapting, especially when it comes to giving up power, status and wealth. So, it is vital that whilst the incumbents are wrestling to maintain the status-quo, that we get busy challenging, connecting dots and creating a brave new world.

There are three responses:

  • You can create some new ‘things’ to do.
  • You can stop doing some things.
  • You can recover and adapt whatever you were doing before.

However, in the recover and adapt stage, one has first to recognise and understand why something collapsed in the first place. Then work out what you need to do to make that ‘thing’ more resilient, valuable and sustainable.

Whilst we might not want to throw the baby out with the bathwater, it will be necessary to adapt otherwise you head into the realm of ‘lessons are repeated until they’re learnt’.

When that happens, the weak point will become more difficult to recover in the future. Moreover; lessons are repeated more often and cost more resources often leading to a slow death. How long organisations bounce up and down from collapse to recovery and back again, depends really on how much money they have to waste.

A better response if you don’t feel adaption is going to be beneficial is to indulge in some creative destruction, get rid of the old and create something new.

Ten Benefits for Implementing the Elite Team Concept in Your Business

Notes: HERE 

For a complimentary digi-copy of my book, ‘From Mercenaries to Missionaries – Designing, Developing & Leading High Performing teams in Your Growing Business’ send a message using the form below:-

Great Leaders are Learning to Paradigm Shift

“The biggest paradigm shifts happening right now are ironically the increasing awareness of the existence of paradigms…”

Paradigms are a worldview shared amongst a group of people so they can experience group identity
and achieve a common purpose. Our world is governed by them very much like seas influence the
life of a fish.

Examples of paradigms include the idea of countries, money, religion.

They are a set of beliefs, values and stories which enable collaboration with greater numbers of people and even with people living different locations. It is our ability to use paradigms that enabled us  to climb to the top of the species hierarchy.

One monkey left on a deserted island might survive more ably than one person might (unless he’s Bear Grylls). But if you put one hundred people on the island, then they would organise themselves more effectively than the monkeys.
But there are a few problems with paradigms….  Read More

From Mercenaries to Missionaries

A favourite quote of mine is Buckminster Fuller’s, “You never change things by fighting against the existing reality. To change something, build a new model that makes the old model obsolete.” I’ve been looking for a way to implement this philosophy into my work.

I spent some time with overseas intelligence officers last year, teaching leadership. For amusement I used the opportunity to subversively challenge their worldview under the guise of improving decision-making skills. By challenging them to argue for their enemies’ viewpoint, it soon became apparent that both sides had ideas worthy of consideration. People are complex beings. Ultimately though, the officers realised that after leaving the course, they would hit the paradigm inertia present within consolidated organisations and governments and have to continue working on the assumptions they held before.

So, upon my return I wrote a book called ‘From Mercenaries to Missionaries’. It’s a fusion of

Blank bookcover with clipping path

experience, observations and research whose purpose is to help business owners evolve into leaders who can unleash more of the purpose, passion and potential of the teams in growing businesses. Within society entrepreneurial people are creating wealth by selling products and services. To be successful they have to compete for their place in the Universe and bringing a product to the marketplace often requires a Herculean effort.  I realised by working with business owners, that once they achieve a certain measure of success, they can be persuaded to challenge the present paradigm, much like I did with the intelligence officers.

Businesses usually follow the ‘growth for growth sake’ mentality. This leads to growing teams of people who become less engaged, trading their time for money, constantly in need of a pay rise to maintain the levels of dopamine they get from opening their payslips. It’s the mercenary approach.  It becomes soulless and frustrating working in mercenary organisations as people become widgetized to remove uncertainty. But I help leaders harness the complexity and creativity within the team, not hide from it.

To challenge this paradigm in larger, consolidated organisations, is possible but it meets more paradigm inertia. So, this book helps founders and entrepreneurs develop high performing, intra-dependent teams who can make ecological decision which don’t sink the ship. This then allows the entrepreneur the freedom to solve other more meaningful problems and they can be guided to help their communities thrive too. I would say:

‘Inspirational leadership is ordinary people doing extraordinary things in a constantly shifting world. Leading themselves and, by example, others into a better world for everyone. A world which is environmentally sustainable, socially just, and a personally fulfilling place to live and work’.

Until we change the way we operate in society, I’m on a mission to challenge the entrepreneurial lifecycle helping them become purpose focussed instead of purely profit driven. By unlocking more of the potential of the team’s collective intelligence, organisations can become platforms for developing a new world which makes the old world obsolete.

Martin Murphy

Available on Amazon: http://www.tinyurl.com/ELITETEAMCONCEPT