The Power of Imagination

What is Hypnosis?

Hypnosis defies precise definition, as it is a personal experience with few objective points of reference available to the observer. What is agreed is that hypnosis involves and altered state of perception, characterized by a focusing of awareness, stillness of the conscious mind and is accompanied by physiological changes such as slowing of respiration and circulation, muscular relaxation, lacrimation of the eyes and feelings of either heaviness or lightness.

In this course you will be introduced to the latest breakthrough in Autogenic and Flow State Training systems to help YOU achieve your goals.

What is the mind?

To date, experts have not been able to pinpoint the location of the conscious and subconscious minds within the brain. This failure does not, however reflect on the existence of the mind, but rather on our inability to come to terms with things we cannot see or measure. Until the last century we could not measure or detect activity at the nuclear of sub-nuclear level, yet that does not mean there was no activity at these levels previously.

What we have determined in the laboratory, under EEG and fMRI is that certain areas of the brain are associated with certain functions, however, this being said, it is interesting to note that in some, stroke victims have learned to grow new neural pathways to previously unused areas of the brain, and these areas have taken over the work of the damaged neurons.

It is my opinion that the brain is the hardware, and looking for the mind within the brain is like looking for programs (software) by taking a computer apart. Using this model, the subconscious mind is the software, while the brain is the hardware. The subconscious mind is a set of programs – or mindmaps that are accessed via the hardware and used like we use Apps on our smart phone - to manage behaviors or functions.

What we do know…

The conscious mind is associated with the Somnic Nervous System – or the activation of the voluntary muscles, centered within the Cerebral Cortes, or the outer layer of the brain.

The information receptors of the brain are located in a lateral strip of neurons that sit across the top of the head, at the front of the Parietal Lobe of the Cerebral Cortex. The area that controls voluntary movement is located just in front of the Parietal Lobe, in an area at the back of the Frontal Lobe. One of the oldest areas of the brain is the Thalamus, which is located at the base of the Cerebrum. It interacts with the sensation receptors in the Parietal Lobe to alter the intensity of sensations, and it is thanks to this interaction that pain does not completely overwhelm us – for example without it, the pressure of our clothes would be unbearable.

The thinking, reasoning part of our brain is located in the extreme Frontal Lobe and Cerebral Cortex. These are all implicated in the workings of the conscious mind.

The subconscious mind, on the other hand, is identifies with the Autonomic Nervous System or areas controlling the use and regulation of the involuntary or smooth muscles such as the lungs, heart and digestive system and glands. More significantly to our interest, the subconscious mind is the realm of memory storage and retrieval.

Memories are stored in the Temporal Lobe of the Cerebral Cortex, located either side of the front of our brain, near the temples.

The Cerebellum sits in the back of the brain stem, and is the storehouse of chain motor responses learned in infancy by trial and error. It operates at the subconscious level, coordinating the movements of voluntary muscles in an habitual, learned fashion, that no longer requires detailed conscious thought.

The Frontal Lobe directs these movements and the Cerebellum provides the detailed instructions that allow fluid, efficient operation of muscles. Damage to the Cerebellum causes the loss of co-ordination. The Cerebellum then is part of the subconscious mind that works in concert with the Conscious Mind.

In layman’s terms, the Conscious Mind has come to be associated with the ‘will’, while the Subconscious Mind is associated with day dreams and imagination – it is these very characteristics that the practice of hypnosis is based upon.

Left and Right Brain

To complicate matters, much of twentieth century psychology and psychiatry has been based upon division of the brain into two hemispheres. The Corpus Callosum is the connective area of the brain that links right and left hemispheres. Interestingly it is thicker in women than men, suggesting that there is great integration of left and right brain functions in women than men.

In modern society we have come to associate left hemisphere dominance with intelligence, success and rationality, and have undervalued the creative, intuitive abilities that characterize right hemisphere functions. Perhaps that is due to the dominance of male values and patriarchy in the modern era, and a society steeped in Newtonian, mechanical certainties. With the coming of Quantum Physics, Einstein’s Theory of Relativity, Quantum Biology and Psychoneuroimmunology, and Neuroscience, and a growing awareness within the scientific community that much more is going on than can be explained by a mechanistic view of the Universe, however, the right hemisphere and the Split-Brain theory is being re-evaluated.

Evidence gathered from fMRI, EEG and during brain surgery suggest that rather than the brain being split by function, the two hemispheres are divided and unified by perspective. The right hemisphere provides context, and an abstract understanding of the world, including an ability to create internal language and recognize patterns. The left-hemisphere conversely provides our ability to ‘act’ in the world; to manipulate objects, language and ourselves to influence the world.

Another way to look at this is that the right brain provides the framework to understand the world and create new ideas, while the left brain provides the tools to enact those ideas. If an artist was only right-brained they would have no way of conveying their creative ideas into any manifest form, the ideas would be locked inside their head. Likewise if a mathematician was only left-brained they would have no ability to recognize patterns, envisage solutions or make connections between things.

So the next time you see one of those ‘Are you left or right brain dominant’ quizzes, walk away – it’s based on outdated science and is pure rubbish.

It is now agreed, that in order to function at optimal levels we need the integration of both hemispheres of the brain. How much of each hemisphere we regularly use appears to be correlated with personality, but that’s a whole other lecture.

What is REM?

Rapid Eye Movement (REM) sleep time has long been regarded as necessary to our very mental survival and people deprived of this deep sleep state experience major psychological disturbances and emotional upheaval. REM sleep is characterized by the rapid movement of the closed eyes from left to right and back again, and seems to be some kind of rapid integrative process, where the left and right hemispheres communicate with each other, relaying information, retrieving memories and formulating responses to the day to day demands of our lives. This process is akin to what happens when you back-up your computer onto an external drive. It allows short and mid-term memory to be converted to long-term memory and is associated with mental health.

We can create this process through hypnosis and by repeatedly practicing this technique, which takes less than ten minutes, we can synchronise both the hemispheres and the electrical activity of the brain.

Here is some background to the powerful phenomena of Brain Wave States you’ll be experiencing:

Beta

Alertness

Concentration

Cognition

You are wide-awake, alert. Your mind is sharp, focused. It makes connections quickly, easily and you're primed to do work that requires your full attention. In the Beta state, neurons fire abundantly, in rapid succession, helping you achieve peak performance. New ideas and solutions to problems flash like lightning into your mind. Beta training is one of the frequencies that biofeedback therapists use to treat Attention Deficit Disorder.

Beta-centred Flow Training help you prepare to take an exam, play sports, give a presentation, analyze and organize information, and other activities where mental alertness and high levels of concentration are key to your success.

Beta waves range between 13-40 HZ. The Beta state is associated with peak concentration, heightened alertness, hand eye coordination and visual acuity. Nobel Prize Winner Sir Francis Crick and other scientists believe that the 40HZ beta frequency used on many Brain Sync tapes may be key to the act of cognition.


Alpha

Relaxation

Visualization

Creativity

When you are truly relaxed, your brain activity slows from the rapid patterns of Beta into the more gentle waves of Alpha. Your awareness expands. Fresh creative energy begins to flow. Fears vanish. You experience a liberating sense of peace and well-being. In biofeedback, Alpha training is most commonly recommended for the treatment of stress.

Alpha-centered Flow Training help you tap your creativity and are excellent for problem solving, finding new ideas and practicing creative visualization. Choose Alpha programs when you want to attain deep levels of relaxation that are so essential to your health and well-being.

Alpha waves range between 7-12 HZ. This is a place of deep relaxation, but not quite meditation. In Alpha, we begin to access the wealth of creativity that lies just below our conscious awareness - it is the gateway, the entry point that leads into deeper states of consciousness. Alpha is also the home of the window frequency known as the Schuman Resonance - the resonant frequency of the earth's electromagnetic field.

Theta

Meditation

Intuition

Memory

Going deeper into relaxation, you enter the elusive and mysterious Theta state where brain activity slows almost to the point of sleep, but not quite. This is the therapeutic hypnogogic state. Theta is the brain state where magic happens in the crucible of your own neurological activity. Theta brings forward heightened receptivity, flashes of dreamlike imagery, inspiration, and your long-forgotten memories. Theta can bring you deep states of meditation. A sensation of "floating." And, because it is an expansive state, in Theta, you may feel your mind expand beyond the boundaries of your body.

Theta rests directly on the threshold of your subconscious. In biofeedback, it is most commonly associated with the deepest levels of meditation. Theta also plays an important part in behavior modification programs and has been used in the treatment of drug and alcohol addiction. Finally, Theta is an ideal state for super-learning, re-programming your mind, dream recall, and self-hypnosis.

Theta waves range between 4-7 HZ. Theta is one of the more elusive and extraordinary realms we can explore. It is also known as the twilight state which we normally only experience fleetingly as we rise up out of the depths of delta upon waking, or drifting off to sleep. In Theta, we are in a waking dream, vivid imagery flashes before the mind's eye and we are receptive to information beyond our normal conscious awareness. Theta has also been identified as the gateway to learning and memory. Theta meditation increases creativity, enhances learning, reduces stress and awakens intuition and other extrasensory perception skills.


Delta

Detached Awareness

Healing

Sleep

Long, slow, undulating. Delta is the slowest of all four brain wave frequencies. Most commonly associated with deep sleep, certain frequencies in the Delta range also trigger the release of Human Growth Hormone so beneficial for healing and regeneration. This is why sleep - deep restorative sleep, the kind that Delta frequencies help induce -  is so essential to the healing process. Delta centred Flow Training can promote conversion from short term to long-term memory.

Delta is the brain wave signal of the subconscious, the seat from which intuition arises. That means Delta-based programs are not only an ideal choice for their sleep and deep regeneration potential, but also when you want to access your unconscious activity and help that wellspring of information flow to your conscious mind for clearing and for empowerment. Delta waves range between 0-4 HZ.

When we are in REM sleep we are alternating between low Alpha and high Theta activity, so that alternating our attention between our right and left hemispheres synchronises our brain’s electrical activity into a range somewhere between 6 and 10 HZ, which has been shown in bio-feedback to be extremely beneficial physiologically and psychologically.

The Power of Imagination

It is an interesting feature of living, thinking human beings, that our Will Power is often overwhelmed by our imagination, especially with the importance we place on Will Power in our society. Many people when beginning a diet, for example, say they will rely on their will and very soon find themselves thinking almost exclusively about food, even to the point of dreaming about their favorite foods.

At the opposite extreme, a person who suffers from claustrophobia may be able to logically convince themselves that this fear is irrational and resolve, time and time again to use their Will Power to overcome their feelings, yet when confronted with an enclosed space their Will Power flies out the window and their imagination takes over.

The two examples above demonstrate the destructive ability of the subconscious mind to overcome the conscious will. What hypnosis does is to tap into the imaginative power of the subconscious mind, to facilitate growth and personal development and to help individuals use their imaginations as a tool for goal attainment.

Imagination is a skill, and like any other skill the direction and manipulation of the imaginative mind be greatly improved by practice. You will find, during this course, that both the quality of your imagination and your control of your imagination are greatly enhanced, opening up a whole new realm of creativity, intelligence and personal discovery you thought belonged to the world of the genius.

Elisabetta is a Clinical Hypnotherapist with over 25 years experience facilitating behaviour change and maximising performance. Elisabetta is the author of The Energy Code, The Infidel and Veritas (all available on Amazon), and the creator of the online Personal Transformation Course - Activ8DNA on Udemy. Discover how Elisabetta can help you or your organisation achieve its potential at:

http://elisabettalfaenza.com 

  

Unlocking the DNA of Innovation through Strength Analysis

Everyone talks about innovation, as if it something they can make happen, just by deciding it. Innovation is the product of very specific abilities and attitudes, and therefore is driven by people with specific talents, and requires an organisation-wide mindset shift, that results in an Innovation Culture.

The rationale behind developing an Innovation Culture is to ensure all that every employee within an organisation is being engaged in work that utilises their strengths, and provides the authority to manage, innovate, implement and engage in collaboration. This level of autonomy is crucial to the development of Rainmaker teams to drive innovation and maintain a leading edge within the sector.

In my experience Rainmaker Innovation Practices can be implemented in two stages:

    •     The Business Opportunity Analysis Team (BOAT) process
    •     The Business Implementation Team (BIT) Process.

A detailed level of personality and strengths profiling will reveal whether an organisation has the existing Starter human capital to create a BOAT, or whether they will need to recruit key personnel. Many organisations already have sufficient staff with the requisite finisher profiles to create a Business Implementation Team (BIT), but these will still require proper training in BIT processes and an adequate respect for the BOAT skill-set.

This mix has been shown to create an ideal return on investment on R&D and new enterprises as long as:

    1.    The finishers (BIT) are utilised in the enterprise-modelling phase.
    2.    Founders and C-Level management are consulted and their GLI (Gut Level Intuition) is utilised in the brainstorming phase; all enterprise proposals must be run through the BOAT before any commitments are made to potential enterprise partners, or product development.
    3.    It is essential that the strong Finishers lead the BIT process and ensure they do not bury an enterprise model created by the BOAT before implementation, and trust in the information and intelligence provided, once approved.  It is equally crucial that the BOAT fully briefs the BIT members to achieve real acceptance and ownership of the enterprise at the ‘coal-face.’
    4.    Once sign-off is achieved, enterprise plans should be implemented, tracked and re-assessed at pre-determined times. These enterprises should not be tinkered with outside of the BOAT / BIT process.
    5.    Regular (monthly) group meetings are essential in order to track feedback on new and existing enterprises, manage resources, and to identify any potential unforeseen opportunities, capacity constraints, weaknesses and threats.

Barriers to Innovation

Some powerful barriers, in particular risk and scrutiny, have a specific impact on innovation. Managers are judged on their success and, in seeking to avoid criticism or failure, they can become conservative or resistant to innovative approaches, because innovation is inherently risky. In the not-for-profit sector, failures tend to happen in the full glare of public scrutiny, with consequent risks for the reputations and careers of all those involved. It can therefore be much easier to avoid criticism by not taking risks.

A Strategic Masterplan should acknowledge and examine a diverse range of barriers to innovation. These include risk aversion; failure of leadership; resource constraints; lack of direction and measurement; value conflicts; hierarchical attitudes; silo mentality; legislative limitations; accountability concerns; and resistance to change. Some are a function of necessary requirements for accountability, profitability, impartiality and transparency and cannot be easily swept away. There is no panacea. Finding ways to overcome such barriers will take creativity and determination.

Innovation is also anti-hierarchical—a new idea can come from any level within an organisation or from an external source. Organisations that are open to a range of ideas and suggestions and that encourage development and experimentation thus tend to be innovative. A narrow range of inputs and rigid, multi-tiered approval processes discourage innovation. The BOAT and BIT processes aim to streamline New Business Development without stifling innovation or undermining the value of experience. Innovation requires a tolerance for experimentation and thereby, by definition, for failure. For each innovative success there will be multiple unsuccessful attempts. Such failures have a value in demonstrating what does not work and why; and can contribute to later successful innovations. A culture that punishes failure is not conducive to innovation. It is the nature of management to not focus on the 90 percent of things that go well, but rather on the 10 percent of things that have problems. This mindset is personality dependent, and arguably, this contributes to a culture in which failures or shortcomings are regarded as unacceptable.  Conversely identifying failure early and acting upon it is a crucial part of developing an innovation culture.


Finally, innovation can be transformational or it can be incremental. Both types of innovation are important. Incremental innovation (e.g. streamlining processes) drives continuous improvement and a steady growth in productivity. Transformational innovation (such as introducing a new technology into a workplace) is often highly disruptive, but can lead to large leaps in performance and productivity. It will be the purpose of the Masterplan to provide the context for both incremental and transformational innovation, set out the strategies for both, indicate timetables for their development and implementation and create the benchmarks for tracking results.

It is important to recognise that innovation is more than just coming up with a good idea. Translation of an idea into a successful outcome is what is required for innovation to take place, and it is failure at this point that often causes an innovation culture to stall .

It is this level of innovation that is required to transform any start-up into a sustainable entity and ensure it not only survives but also thrives.

Past, present and future enterprises should be profitable, autonomous, and linked within a collaborative culture of continuous improvement and innovation, once identified and developed. While processes are crucial, all research shows that it’s the business strategy and people, rather than the process alone, that matters. There is little evidence that success rates for research and development productivity can be increased much by just having a new product or process. In fact research suggests these have absolutely no impact on performance or profitability. It’s the people that drive these that determine success or failure.

More specifically, the strategy is to create a Business Opportunity Analysis Team (BOAT) to identify appropriate, innovative new enterprise development opportunities to enable financial sustainability. It is advisable that all new enterprise proposals, regardless of their origin, would be put through the BOAT process once developed.

Growth from innovation is a fundamental business strategy. To succeed, there must be a corresponding innovation mindset across the organisation as well as in Research and
Development (R&D).  However, abdication of growth to R&D without support and involvement from the BOAT (including marketing and production support) means the growth initiatives are likely to fail. A Business Opportunity Analysis Team with the authority to drive innovation through collaboration, and thus growth and profitability is an essential part of any start-up Masterplan strategy.

Myers Briggs (MBTI) and Dow have identified - through a 10 year study - the five steps that drive effective New Business Development (NBD):

Five Steps to More Effective NBD:

1. Determine if R&D leadership is innovative enough:

Dow identified two main personality types: Starters, later characterised via the MBTI instrument as NTPs and NFPs  - preference for intuition, thinking / feeling and perceiving, and Finishers characterised as STJs - people with sensory, thinking and judging preferences.

The Starter Personalities are creative, intuitive, visionary and curious. They continually challenge the status-quo, and tend to be difficult to manage as well as difficult to follow
when in leadership roles without training. They tend to dislike details, agendas, may be viewed as impractical, and can be procrastinators.

In contrast the Finisher personality types are far more pragmatic, better focused, more respectful of authority, and more task-oriented. They like details, agendas, and are far
steadier, consistent workers. They are the people who get the job done. They capture the cash as they exploit the developed opportunity, but can be rigid and negative when faced

with a change to the status-quo. They may resist innovation with the attitude ‘if it ain’t broke why fix it?’

While Starter personalities suit Business Opportunity Analysis, both Starters and Finishers are clearly needed in BOATS, but require initial induction and appropriate management.

Because individual personality is determined to a large extent by genetics, researchers believe it must follow that organisational cultures are also determined to a large extent by genetics, when organisational culture is defined as the collective mindset of the leadership in that organisation. For BOATs to flourish the culture most likely needs to shift its mindset, and thus its culture toward an autonomous / collaborative culture.

2. Match leadership personalities to job roles:

People tend to perform best and gain the greatest job satisfaction in roles that enable them to use their natural gifts. Therefore, understanding the genetic nature of personality means it is critical to match the personalities of the leaders with appropriate job roles, otherwise productivity suffers dramatically.

Starter personality types are best suited to job roles involving innovating and developing, requiring them to operate in an area of ambiguity. These job roles include determining what new types of enterprises or products are needed to meet customers; needs, and then creating them and the marketing and sales plans they need.

Finisher personality types are best suited to growing and enhancing job roles that usually rely on using well established procedures to solve problems. These jobs include commercialising existing products, keeping plants running well, and implementing procedures. Both continuous improvement and incremental advances are hallmarks of Finisher roles.

When Finishers are asked to innovate, they typically fail and are miserable as well. Likewise, when Starters are asked to implement established procedures, at best they typically perform at a lacklustre level.

It is important to emphasise that there are no right or wrong personality types. All are needed, but in the right roles in the right balance.

3. Train and coach Rainmaker BOATs

Rainmakers are a specific type of BOAT that includes a majority of Starters and minority of Finishers who have been selected for their ability to innovate, think outside the square, gather information quickly  and morph one idea quickly into another.

Rainmakers should be trained to assess opportunities in the following ways:

    •    Making sure the new product concepts fit within the business. BOAT leaders use a ‘Gut Level Screen’ ensuring that the opportunities presented to them by the BOATs would truly excite top management from a stand-point of potential size and profitability, timing, geography, technology and markets.

    •    Visiting customers and stakeholders at their locations and plants, testing the draft propositions, determining the customers’ true functional requirements (which they often cannot articulate themselves), and analyzing the results.

    •    Building system cost-performance models of the way customers use products or services (including labor, capital and raw materials), both today and tomorrow - so the next generation of products is already on the drawing board. These results then need to be compared with potential new offerings based on both performance and cost, to determine whether the new business concepts will beat the best-performing competitors, and by paying greater attention to developing a sustainable competitive advantage by establishing exclusive intellectual property rights, or through commercial agreements

    •    Morphing the concept until a winning concept for commercialisation is identified, then reporting to upper management, while typically staying with the zone of top management’s Gut Level Screen

Typically the Rainmakers are likely to discover why the starting point idea should be shelved or even killed. This is a major problem a linear business development process - turning them into killing machines. Successful BOATs need a creative mindset which enables them to morph a starting point idea (statistically doomed to fail) into a winner.

Dow’s study found that the top performing Rainmakers BOATs uncover the real customer’s unmet needs (often unspoken, and sometimes unknown) along with the value of meeting those needs. In short, they morph the starting-point idea. Statistically 95% of the morphed ideas made money after commercialisation vs. the normal 11% odds of success from the end of the early stages of an NBD process.

New businesses are typically begun by innovative Starters. For those that do survive, there is far more work requiring Finisher skills (production, selling, accounting, safety,
quality, shipping and logistics) than Starter skills (innovating in R&D, marketing, advertising). Therefore, the leadership of most firms typically shifts over a period of time toward becoming a culture of Finishers, operationally excellent but no longer able to innovate at world-class levels. The end result is usually a sudden turn-over catastrophe, from which only 1 in 3 businesses recovers. Most organisations literally have a biological lifetime based on their natural ageing process as they gradually shift from a genetic Starter culture to genetic Finisher culture.

Understanding the largely genetic nature of personality should allow  any organisation to have subgroups of creative leadership composed of more Starters, even within a larger organisation that needs to be more heavily staffed with Finishers - allowing the business to be both low cost and highly innovative at the same time. This would create a remarkable people-based sustainable competitive advantage, making the organisation nearly unstoppable.

In the research it strongly suggests that managers who refuse to take the right actions based on the BOAT’s findings (or do not refute those findings with better information) they
should be reassigned. This requires fast and strong action from top management. Far too much is at stake financially. Another way to say this is that NBD managers who make bad decisions usually go on to make many more bad decisions if allowed to do so. Nothing is more damaging to the future success of an organisation than poor decision making by NBD management.

4. Ensure enough Finishers among non-leadership professionals:

Someone has to grow the opportunity to make money. The evidence suggests this requires a higher percentage of Finisher personality types within the larger group of Implementers, than within the BOAT group.

From the research to date  it appears that whereas BOAT groups should be 60% Starters, and 40% Finishers, the implementation group should be only 20-30% Starters with 70 -  80% Finishers.


Research shows that the leadership mix needs to be continually rebalanced with each businesses portfolio and product life-cycle, while the non-leadership groups among both should be primarily Finishers.   For a new organisation this means that the initial phase should be driven by the the R&D team, but once the model is implemented, tested and refined, it should be handed over to a team pre-dominated by Finishers, while the R&D team investigates and develops revenue streams derived from spin-off opportunities.

5. Review Middle Management’s Implementation Plan:

The BOAT’s final step is capturing the information in a clear presentation to the business management, describing why it fits the founder’s Gut Level Screen and why it will win. But then what? Sometimes middle management does the right thing and takes action to commercialise the new business opportunity.  Sometimes they legitimately ask for more information.

However, far too often (Stevens and Swogger found approximately half to two-thirds of the time) middle management fails to take the right actions. After a BOAT presentation with a recommended course of action, a manager should either agree with the information and take appropriate action, or disagree with the information, refuting it with better information and take a different course.

Either way all decision making should be evidence based, even if the initial line of innovation was prompted by a founder’s Gut Level intuition.

The research shows that there are two major categories of management failure from a BOAT:

    •    Management fails to shut down the work which the BOAT proved cannot succeed. In all of the cases where BOATs clearly showed why the starting ideas were doomed, and management tried to commercialise them anyway, failures occurred, often ending in massive write-offs involving hundreds of millions of dollars.

    •    Management fails to commercialise the positive morphed ideas from the analyses. The opportunity costs of missing out on new commercial products and services can be substantial. In both cases the financial impact of improving management’s actions is high.

A better fit of leaders’ personalities with job roles - especially managers who are Finisher types - is needed to understand the importance of Starters involvement when innovation is needed. Achieving an excellent fit between personalities and job roles is critical for all the business functions and leaders, not just within R&D.

With the odds of success for BOAT initiated projects being between 84% and 95% it is clear that projects identified by a BOAT should be implemented. Review of implementation plans must be periodic in order to raise implementation rates, dramatically capturing the otherwise lost opportunity cost of stalled projects.

While the BOAT team need to be dominantly Starter, the model requires the implementation staff (BIT) to be comprised of teams that are 70 - 80% Finishers, ensuring completion.

Pre-implementation action-planning meetings for middle management, with top management and the BOAT present are recommended. It is simple to measure whether or not the pre-implementation planning review meetings are taking place. It is also possible for top management to take fast and appropriate action based on the results from these meetings.

It is worth noting that Starters form less than than 5% of top managers, as they are usually lost early in their career, and they occur less than 200 times out of every 10,000 people.  The starter trait is emergenic - meaning that while it is a genetic trait, it isn’t inherited from one generation to the other, but instead arises from a lucky combination of a series of unrelated genes, that when all present create a highly intuitive,  innovative individual with the ability to think logically.

The attributes of a Starter cannot be learned, so no amount of creativity workshopping will turn someone into a Starter. Within the workplace, these individuals generate 9,500 times the revenue of their non-starter peers when placed in a conducive environment. When an organisation attracts Starters it needs to do all it can to keep them, and it needs to listen to their advice. Simply being creative is not enough, it is the ability to think through the logical steps for modelling or assessing an innovation that is crucial, so not all intuitive types, and not all creative types are suitable.

Elisabetta is the author of The Energy Code (2014, Motivational Press), The Infidel (2015, True North) Veritas (2015, True North) and is a Performance Expert with 30 years experience working with individuals and organisations world-wide.

Click here to visit her website

References:

Stevens, Greg A, and Swogger, Kurt; ‘Creating a Winning R& D Culture, Vol I and II’  Industrial Research Institute Inc, Jan- Feb 2009, pp 22- 50.
Nardi, Dario, The Neuroscience of Personality, Radiance House, Los Angeles, 2011.
Kirton, Michael. Editor. 1989, Adaptors and Innovators; Styles of Creativty and Problem Solving. Routledge, London.
Stevens, Greg, James Burley and Kurt Swogger; 2003 Dow Chemical Achieves Major Transformation of PO&E R&D Group: Personality-Oriented Aproach Improves NPD REsults. PDMA Visions XXVII, No. 3, pp 6-10.

What is Energetic Health? Excerpt from The Energy Code by Elisabetta L. Faenza

 To celebrate the launch of The Energy Code, today's blog shares an excerpt about the very important concept of energetic health; a concept that relates to our internal well-being as well as how we interact with the world at large.

Enjoy,

Elisabetta 25th of August 2014




If we think of our bodies, cells and relationships as buckets of energy
that we can have conscious awareness of, we start to be able to better
manage our health. And by this, I am not referring solely to physical
health. The latest scientific discoveries imply that the physical, mental,
emotional and even metaphysical are intertwined via the DNA feedback
loop, and cannot be understood in isolation.


One area of our life links to another, so I use the term Energetic Health
to represent the sum-total of the health of these systems. Using the 7 Key
Principles I outline in The Energy Code, we can manage the Energetic Health of our
cells, and organs, with a flow on effect to the health of our body, mind
and spirit.

This doesn’t stop at the individual. Because of the DNA’s ability to
broadcast its health into the environment, each of us affects the Energetic
Health of everyone we interact with. So managing our own Energetic
Health, by implication, helps us to manage the health of our close
relationships; whether at home, at work or at play.

The alternative to Energetic Health is Energetic Disease - a state that
leaves us vulnerable to the over or under methylating (silencing) of our
genes, toxic overload of our organs and cells, mind-blocks rather than
healthy, flexible mind-maps, and negative feedback loops between our
peptide receptors and information/emotion molecules. Perpetuated over
time, this leads to a state of chronic fatigue or unwellness, eventually
resulting in acute illness. It is clear we are all born with the
mechanisms to self-heal; we are in fact a self-healing organism, with all
the mechanisms and back-up systems to promote health.

For some, the decline into disease, whether it be classed as mental or
physical illness (I believe the distinction is a misnomer, as the mind is
the body), leads rapidly to an under functioning in many areas of life;
for others, it leads to acute illness and death. For a great many, the path
is slowed by watching the actions of those around us and changing our
behavior to mimic theirs. If we adopt the habits of the energetically
healthy, we can return to wellness bit-by-bit.

If you think of our body’s ability to store physical and mental energy as
akin to a battery that is recharged through rest, diet, exercise and healthy
thought patterns, then just like a battery, we can be drained - in our case -
by poor diet, lack of exercise, not enough rest, and negative thought patterns.
Just like a car battery can be used to jump start another car battery that has run flat,
so the human energy system can be drained by those around us.

All too often, we charge ourselves up by stealing energy, often
learning these techniques at quite a young age. The energy theft required
is unsustainable as one-by-one those we have stolen from succumb to
illness or leave for self-preservation. Bullying is a common example that
drains the victim and temporarily tops up the bully. Countless studies
have shown that both the bully and the victim have increased incidence
of mental illness, depression and incarceration as young adults. The bully
has learned this behavior by observing adults or older children and
then mimicking it. You can often see this playing out in family groups
where a dominant, aggressive parent will berate and bully their spouse,
draining them of energy, who may then use passive-aggressive techniques
to gain pity and sympathy, from friends or family draining them in turn.

Children observe this and learn to adopt either:
♦ A passive aggressive, ‘poor-me’ style, demanding sympathy and assistance without any serious
   intention to change their situation
♦ An aloof, detached style, requiring others to spend a lot of time and energy trying to    
    connect with them
♦ An interrogating, critical style, seeking to undermine others through criticism, sapping
    all joy
♦ Or the more aggressive and overt, dominator style that seeks to overpower and intimidate
    others

I class all energy theft as a form of predation, and the thinking that
goes with it as ‘the predator’, because regardless of whether the technique
is covert or overt, it involves the theft and devouring of someone else’s
energy - their life-force.

In extreme cases, this is obvious - the work place psychopath, the
sociopath and narcissist have developed successful techniques for stealing
energy from others in a conscious, planned way, literally draining the
reserves of those around them. Do not be fooled however, we all do it to
some degree if we are not taking care of our system’s energy needs through
healthy means.

Entertainment and media, especially, reinforce these patterns by
feeding the dominant thought patterns of this predatory mind-set,
through fuelling our fears, anxieties and insecurities, prompting division
over gender, race or beliefs and draining society and the individuals
within it of energy. Ill-gotten gains are never sweet, however, and the
predatory path of energy management leads to more despair, insecurity
and ill health, leading us to consume more of the earth’s resources, trying
desperately to re-charge our batteries.

Clearly the predatory path is not sustainable and it is at the root of
many of society’s ills. It is the voice in your head telling you ‘I’m not
good enough’ that fuels jealousy, greed, anxiety, violence and addictions.
It sets in motion chemical feedback loops within the body/mind that
may persist for years, reinforcing and deepening our unhappiness, until
we believe that voice is us, forgetting that it is something we learned and
adopted. It is a false mind that prevents us from activating our natural
predisposition to living in harmony with each other, our environment
and ourselves.

Fortunately, we can free ourselves from this negative energy pattern, by following
some common-sense steps that free our body-mind to be healthy and energized, allowing
us to be the best we can be, and make the most of our time on this precious planet.*

To discover the 7 Keys to Energetic Health go to:
The Energy Code by Elisabetta L. Faenza

*Faenza, Elisabetta L., The Energy Code, Motivational Press, New York, 2014, pp88-89

An introduction to The Energy Code by Elisabetta L. Faenza

When I began studying human performance back in the early ‘80s I was full of questions. There was in fact very little published literature on the impact of the environment on DNA, our cells and the brain, and how these influence the way we develop behaviors.

The classical literature in the field treated the brain as a black box (to borrow an analogy from my good friend Dr. Dan Diamond). We had evidence of people’s response to the environment in the form of the things they did, and we could ask them about how they felt about their experiences. Behavioral scientists could even predict certain behaviors based upon reflex and the theory of conditioned response. But we had little idea how behaviors linked together neurologically, how habits were formed, or how we could unlearn an old behavior and adopt a new one. These things were literally hidden from view inside a black box that some believed we would never be able to peer into.
Whenever researchers proposed a theory or created a new therapy to treat behavioral problems they were often guessing, and hoping that these methodologies would help people, and make a positive difference to their lives. As a result psychology, psychiatry and neuroscience were not considered ‘hard sciences’ because much of the theory was untestable.

All the while, biologists, quantum physicists, psychologists, psychiatrists and neuroscientists, assisted by breakthroughs in the technology of peering into the black box, were gathering two types of evidence:

1.    Evidence that the brain’s functions are localized and fixed and therefore would one day be able to be predicted, and controlled.

2.    Evidence of anomalies to the accepted map of brain localization that signaled the brain might be plastic - highly changeable and not fixed, and that our approach to the brain and behavior was built on a false premise.

Today, some thirty years later, science has accepted the view that the brain is plastic, and that behaviours and memories are not stored in fixed locations. The evidence is overwhelming.
This new science is starting to be taught in universities all over the world, although it will be years before high-school biology textbooks reflect it. And in the ‘real’ world where people work and live together, we behave as if the older theory is still intact. We count humans as a cost rather than an exceptional resource, and change as something to be feared and survived rather than embraced.

In our interactions with each other in our homes and workplaces, in our hospitals and communities, many of us labor under the illusion that once injured, the brain cannot heal itself, and that ‘old dogs cannot be taught new tricks.’

My own experiences and obsession to understand the deeper biological underpinnings of behavior has of course influenced my practical work as a hypnotherapist and personal effectiveness expert.
In working to improve the performance of groups and individuals in the workplace, I was aided by my knowledge of the mind, and assisted by productivity and time-management tools.
Over and again I would be asked by managers to help them teach Stephen Covey’s ‘Seven Habits of Highly Effective People’ to their teams, or embed the ideas in the latest Time Management Blockbuster into the workweek. Books like David Allen’s ‘Get Things Done’ or Tim Ferris’ ‘4 Hour Work Week,’ contain helpful strategies to more effectively manage the things we do in the limited time available to us.

These strategies cannot and should not be undervalued. They provide useful tips to getting more done in less time.

However, unless we address the workings of the ‘black box’ of the mind, all we are ever doing is tinkering around the edges of productivity. While it is important to know how to handle the ‘stuff’ of our lives - the stuff that happens to us, the stuff we experience around us, and the stuff we do - our habits do not change through intellectual realization alone.

The reason for this is that habits are laid down over time and by repetition. Any new habit has to compete for resources within the brain and is competing with well-resourced, highly entrenched older habits. This is why, for most of us, habit change is a difficult process filled with fits, starts and reversals. It’s why our old, bad habits reassert themselves so prominently when we are under pressure and most in need of newer, better ones, and why we resist change in any area of our lives.
It is when our jobs are on the line, our company is in trouble or budgets are squeezed that we should be able to rise to the challenge and demonstrate highly productive behaviors. In my experience, working with sales teams around the world, the opposite is usually the case.

Eleven years ago I met Matt Church, the founder of the ‘Thought Leaders’ community, and he encouraged me to turn my passion for understanding the ‘black box’ of the mind into a practical guide for individuals and managers. ‘The Energy Code’ is the end result of that process.

My purpose then in writing this book is to provide a practical guide for the layman: extending the influence of complex multi-disciplinary fields like epigenetics, neuroscience, quantum biology and concepts like brain plasticity into our homes and workplaces and into our schools and hospitals, so we do not miss the opportunity to revolutionize the way we work together, the way we heal after trauma and build resilience into our personalities.

The Energy Code is a very practical book designed to help people to understand how the mind works and how three things determine behavior:

1.    Our genetics,
2.    Our environment, and
3.    Our energetic health

It is my sincere wish that you, the reader, embrace the ideas and concepts in this book and question them, test them and prove them for yourself. If out of that comes a positive change in the way you interact with your family, work colleagues and community, my purpose will have been met.


The Energy Code is published by Motivational Press and due for release in the Northern Hemisphere summer of 2014.