Jochen Peter Breuer Connecting Emotional and Business Needs

- 1 -From Heart to Hard Facts © he2be 2015

Cost cutting

EBIT

Deadlines

Process Shareholder value

Bonus

Predictability

ROI

Facts & figures

How to connect emotional needs to rational business needs

Jochen Peter Breuer

From Heart to Hard Facts


Some of the business challenges I was involved in the last 30 years

An European consortium for the construction of a helicopter, having

already invested 1,7 B€, threatened to

collapse

An international merger in the

transportation sector lost high market

shares

A German mail order group impended to

close its UK subsidiary due to continued high

losses

A French and a German bank co-operating in Eastern Europe took

each other’s best customers away

A car supplier was going to lose its largest customer

because of serious quality defects


» And what is the common denominator of all these challenges?

There are PEOPLE behind each business challenge


»And the second common denominator

of all these challenges?

The ROOT causes for the problems were:

»Deficient processes

»Low budgets»Technical failures»Time pressure»Fiscal constraints»Legal issues»Staff shortage»…

»Power & money issues

»Personal fears»Different values &

beliefs»Missing language

skills»Lack of

appreciation»Bursted certainties

& dreams

NOT: BUT:


• Who dares to address the „hot potatoes“• How can you fix the „emotional viruses“?

Emotional Viruses

Objectives and strategy

are clear ...

RIGHT! Let’s just do it!


Constant change & pressure create self-defence reflexes ...

… and activates “emotional viruses”


Emotional viruses“:Negative emotions with contamination

potential


Emotional Viruses absorb a great quantity of energy…Fear

s

Temptations

I have to protect myself!

How to avoid conflicts?

Will I loose my job?

I’m going to look after my turf!

I’m not going to tell them that…!

Arrogance

… inducing a “mental pollution”

Resignation

I give in! They always want to have it their way…When it was only ‘us’, it was much better!

I’ll show them they’vegot it wrong!

Those guys over there know nothing!


Headlock

“Mental pollution”: Negative state of mind generated by emotional

viruses


How to deal with the mental pollution

in the organization?


The most simple way is to value people !


»The most simple way to value people is: Gather their

perceptions Do not judge

their perceptions Share your own perceptions


» From desire to action: How to connect individual emotional needs

to rational business needs?


Unlock.Align.

Deliver.


1.Unlock: Gather

PERCEPTIONS

Identify emotional viruses generating protective intelligence behavior and structure them

The process: mentalmerger®


It’s all about “Perceptions

”

»There is no “one” reality. You can only get the commitment of your team mates, if you value

their individual perceptions


We don’t see

things as they are. We

see things

as we are.

OSHO ZEN TAROT


66! 9!

1. UNLOCK.


The aim is not to judge the correctness of a perception, but to understand the “Why“

of the perception.

6 1. UNLOCK.


Using metaphors and visualisation

1. UNLOCK.

A powerful tool to fix emotional viruses


Is there a pilot in the plane ?

No clear strategy strongly affects employees.

They mention a lack of leadershipand clear directions.

1. UNLOCK.


Informations

Statistics

Reports

STOP !

The French headquarter bombard us with requests for

reports and statistics

1. UNLOCK.


« German steamroller »

1. UNLOCK.

The German managers don’t care about the

specifics needs of the Swiss market


You can’t describe

emotions.

You have to

express them.Jochen Peter Breuer

OSHO ZEN TAROT


Gathering perceptions: Enables to put

emotional viruses “under quarantine”

“Rebalances” the organization emotionally

Prepares the organization for a switch into “collective intelligence” mode

It’s all about “Perceptions”

1. UNLOCK.


1.Unlock. Gather PERCEPTIONS

2. Align. Get PERMISSION

Treat emotional viruses and align key players to enable solutions

finding

2. ALIGN.


It’s all about “Permission

”

»You cannot align people on strategic and organizational issues

unless they are emotionally aligned.

2. ALIGN.


the N°1 cause of dysfunctions in ambitious projects

2. ALIGN.

28

Get lost! I’m working on

important matters!

HEARTFACTS

The «Business is Business» mindset

Cost cutting

EBITDeadlinesProcess

Shareholder value

ROI

Facts & figures

Motivation

Subjectivity

Trust

Emotion

Mystery

Relationsship

Fun


The « Business is Business » mindset provokes a protective intelligence behaviour

2. ALIGN.

The Nr. 1 cause of dysfunctions


2. ALIGN.

Protective Intelligence Self-defense reflex to protect its interests and knowledge


Increase pressurein order to IMPOSE

a new behavior.

Just do it !

Protective intelligenceattitude

2. ALIGN.

The established way of management:


Emotional viruses

Drop of productivity:Objectives not reached

STRESS

Caricaturalbehavior

Cooperation=

burdenManagement by“damage control”

Fear of

failure

The strongest side dictatesthe law, or … break down

1+1= 0

Growing mistrust

Increased control & pressure

The toxic spiral of “business is business”


If we use our protective intelligence,

we discourage one another.

2. ALIGN.


If we use our collective intelligence,

we encourage one another.

2. ALIGN.


2. ALIGN.

How to turn « protective intelligence »

into« collective intelligence

»


How to getPermission ?

2. ALIGN.


2. ALIGN.

Workshop objectives:1. Generate practical and concrete business

solutions2. Improve relationship effectiveness3. Differentiate between intercultural and

personality driven misunderstandings4. …

Dealing with

taboos


2. ALIGN.

“Our leadership

reality inside our

company”

Germany

Objective

Logistics

Hierarch

y

Export Champions

Reporting Bala

nce

Dealing with

taboos


2. ALIGN.

“Our leadership

reality inside our

company”

Vision & ambition

Enemies’ Target

Sharks

No means

France

Crocodiles

Archer

Archers

Good

teammate

Objective

Courageous

teammate

Opportunistic

teammates

We are the

best!

Dealing with

taboos

- 40 -From Heart to Hard Facts © he2be 2015 Spain

2. ALIGN.

“Our leadership

reality inside our

company”

Objective

Try to

catch the bus!

Follow me, or …

Blood

Enemies

Blood

Blood

Dead

enem

ies

Dealing with

taboos


“Our leadership

reality inside our

company”

Spain

Germany France

2. ALIGN.


More effective than imposing your power

Empowers people

The team builds its own collective perceptions

It’s all about “Permission”

2. ALIGN.

Getting permission


Anchor positive behaviors in the daily routine

to speed-up objectives achievement

1.Unlock. Gather PERCEPTIONS

2. Align.Get PERMISSION

3. Deliver.Put into PRACTICE

3. DELIVER.


It’s all about “Practice”

»A change in behavior is a process, that requires Practice, Practice,

Practice.

3. DELIVER.


1+1=11

1+1= 0

Growth

Collapse

Stagnation

1. Optimism

EV3. Fear & Insecurity

2. Wait & See

4. Rebeillion or Resignation

EV

5. Confusion CRISIS

EVEV

6. Crisis management

EVEV

7. Identification

8. Stabilization

1 2 3 4 5Years

9. Performance

3. DELIVER.

The change curve is unavoidable. Integrating collective emotions helps reaching stability faster

and with less damage.


3. DELIVER.

A powerful tool: the Ambassadors’ network MISSION

To coach change projects by preventing and removing emotional barriers in order

to enhance the human capacity of the

organization


3. DELIVER.

Key-playerA person who is essential for the

success of a project, regardless of its hierarchical position


3. DELIVER.

Creating an Ambassadors’ network to:Gather the key-players and maintain a shared visionEncourage and speed up the crucial exchange of

information and know-how

Anticipate upcoming emotional viruses leading to time-consuming and expensive blockages

Intervening as facilitators and mediators throughout the organization

Keep on the momentum and practicing


3. DELIVER.

The 3 areas to take care of:Set-up quick

fixes on work-

issues:From

«Reacting»to

«Anticipation»

Re-enchant your mission: From «We shall do» to «We walk the extra

mile»

Become professiona

l in

relationships:

From «What’s in it

for ME?» to

«What’s in it for US?»


A behavior change is a process, not a one-shot “teambuilding”

Re-enchanting the mission builds up the basis for emotional involvement and a sense of community

The ambassadors’ network helps to remove emotional barriers in order to make behavior change happen

It’s all about “Practice”

3. DELIVER.

Practicing


Hard Facts

HEART Facts


HEART Facts

HARD Facts

Emotions are an asset !

Turn the iceberg upside down!


Remember…

Here is the …

golden rule !


All you will do and say…… will be retained in your

favour !

The golden rule


or not to be !

A last important message

Connecting HEART to HARD FACTS requires…

courage !

Thank you !

Leadership & Management

Jochen Peter Breuer Connecting Emotional and Business Needs