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00:21:51
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[music]00:28:19
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[applause]00:28:28
[music]00:28:46
We have representatives today00:28:48
an international French company want them00:28:51
I would also like to congratulate my son-in-law on his birthday00:28:54
and today00:28:57
I war And I want00:29:00
to honor the memory of those people thanks to whom00:29:02
we can learn here today00:29:05
we can develop, we can meet00:29:08
hug I want to honor the memory of these00:29:10
people for a moment of silence00:29:37
I to you00:29:39
Thanks for the insight00:29:42
I want us to spend this day with00:29:49
because there will be many of us today00:29:51
there are many important performances00:29:54
today00:29:56
because you and I have these days00:30:01
the main thing is that we ourselves have changed00:30:06
important elements of life at work00:30:10
in our acquaintances in our attitudes00:30:12
to each other in the family at work00:30:14
team and considering that today we00:30:17
let's talk about emotional intelligence00:30:19
teams00:30:21
three different knowledges in how to be with yourself00:30:27
and what to do with the company because everything is like that00:30:31
intelligence And you have already made sure of this00:30:34
it is an important tool in order to00:30:36
the company was viable00:30:43
it makes sense because we work for00:30:46
on the economic front, maybe not so much00:30:47
love that expression00:30:50
and I realize that he is important and I am00:30:52
I realize that it is important for us to be in00:30:54
context and that is why I am very grateful that you00:30:57
here today Because I understand what you have00:30:59
there is a desire to be in context and understand what00:31:02
takes place in this crazy world00:31:04
at this stage of chaos uncertainty and us00:31:07
today we will get a little closer to00:31:09
the truth00:31:11
I want to say that you and I are really00:31:14
thanks to our glorious Armed Forces of ours00:31:17
saviors, our doctors, all those people00:31:20
who protect us give us the opportunity00:31:22
to wake up every morning to meet00:31:25
work rely on hope and I thank you00:31:30
also to people and companies today00:31:32
helped us arrange this meeting00:31:35
hospitality company00:31:37
Ramada that accepts us and you and everything00:31:40
to the collective of this team I want to say that00:31:44
we will talk about emotional00:31:46
intelligence as such a thing that is needed in00:31:49
work that is needed in the team because00:31:51
emotional intelligence helps recruiters00:31:54
helps people responsible for00:31:57
to rely on human capital00:32:00
on the right people to collect the right ones00:32:03
people and for that I want to thank right away00:32:06
team work ua our such00:32:09
the constant partner of the company that is00:32:12
platform for job search in Ukraine and00:32:15
whose services are used by How you00:32:17
think 4 million people and you have na00:32:21
There are beautiful notebooks on the tables today00:32:23
another note about the helpe about the new one00:32:25
free product from the company00:32:27
robota.ua why I paid attention today00:32:30
there will be many possibly unfamiliar words00:32:32
new insights and therefore you can in these00:32:35
notebooks these insights to enter And we to you00:32:37
we will definitely send it after the forum00:32:39
convenient magazine with main keywords00:32:42
by theses of our forum Well, of course we are00:32:45
today they couldn't bring themselves not to think00:32:49
to think ponder with tension if not00:32:52
team founder00:32:55
which translates as kipihat only00:32:58
forward And that's why we are on this energy if not00:33:02
it was hard to find energy00:33:04
sustainability and thanks to our founder00:33:07
Alyona Zhupikov's team and I want00:33:09
invite her now to the stage00:33:12
[music]00:33:16
Good morning friends Good morning who00:33:19
who is in the Good Morning Hall today?00:33:21
looks at us On the other side of the screen I00:33:24
first of all, I am very grateful that you are here today00:33:26
were able to get out of your operational trenches00:33:30
in order to join this event00:33:34
with the main idea and purpose of rethinking00:33:36
rethinking leadership rethinking00:33:39
the impact of emotional intelligence on business00:33:42
it seems that he is not there, but he is, and you know00:33:46
when we started two years ago00:33:49
forum Q Business forum00:33:52
we really had to explain to the market00:33:56
that emotional intelligence is not spherical00:33:59
Horse Vacuum This is really influential00:34:01
a tool that allows us to understand00:34:05
their reactions reactions of other people two00:34:09
the years of the pandemic have shown us that00:34:11
it is important to properly interact with others00:34:14
people and the last year and a half when00:34:16
cobleros passed us 5 times a day00:34:21
times there and back00:34:23
we really rethought what emotional is00:34:27
competence is the ability00:34:29
recover to understand your reactions00:34:32
affects the decisions we make00:34:34
Today, of course, we will not talk00:34:37
only about emotional intelligence as a phenomenon00:34:40
in business We will be very much00:34:41
to talk about the multiplicity of experiences we00:34:44
let's talk about reintegration00:34:46
military and we will talk like00:34:49
really do this software skill00:34:52
zagardova and do00:34:54
an integral part of our00:34:58
corporate social responsibility00:35:00
and to which we call he he Bo00:35:05
today we have to think not only about00:35:07
business is not only about teams, but also about everyone00:35:12
better side I thank you very much What you00:35:15
I want you to be with us today00:35:17
maximally open to new knowledge and00:35:20
be sure to keep thought A with in mind00:35:23
with whom you want to share that insight00:35:27
be open to a fruitful day for you00:35:30
We wish you new ideas00:35:35
intelligence and leadership against for00:35:37
today00:35:41
I want to thank Elena00:35:46
there are such, you know, on refrains on repeats00:35:49
phrase of Peter Drukker who said that00:35:52
the most important work of the century will be00:35:55
conversation and we understand that emotional00:35:58
intelligence that helps to understand how we are00:36:01
we think how our thoughts affect us00:36:04
emotions how our emotions affect the00:36:06
conversations in the morning metaphors for negotiations00:36:09
on brand storm in teams today00:36:11
let's talk and you will find out today00:36:13
even how to make conflicts effective00:36:15
really How to do fruitful work today00:36:19
different people with different contexts in00:36:22
let's talk to one team about how to teach00:36:24
the team through the pile through questions and how not00:36:27
it is strange not to create greenhouses at this time00:36:29
conditions for their people, how not to allow00:36:32
people fall into infantilism And generally how00:36:36
to work as managers for sure00:36:38
today the whole audience is dear audience00:36:40
and here in the hall is the audience that is with us00:36:42
I joined online, it's managers, it's not00:36:45
just people who know how to know a certain00:36:48
have certain chordal competences and people in00:36:51
which is the most important and the most difficult00:36:54
the task of managing people is to manage the human00:36:56
capital in companies00:36:58
and we for this purpose00:37:00
had a very interesting conversation with00:37:03
We were lucky to have Manfred Kettdevriz00:37:07
to talk to him, a professor who already00:37:10
85 years old agreed to come to us on00:37:13
interview for 45 minutes per interview but we00:37:16
they talked with him for an hour and a half and talked00:37:18
they talked about management with him00:37:20
leadership talked about the role of sio talked about00:37:24
about how to work with experience00:37:27
military personnel how to join new teams00:37:30
how to work with ptsr how to work with another00:37:34
reality and you know what else they were talking about00:37:37
about families and about happiness and as a leader00:37:39
to be happy because the main thing is to have00:37:42
to understand the person who manages people00:37:45
she should get drive and thrill from00:37:48
joint work under any circumstances00:37:49
because the business is put on hold00:37:52
impossible and we would like today00:37:54
symbolically start small00:37:56
an excerpt from an interview with Professor Rom for sure00:37:59
with the leader00:38:02
psychoanalysts in leadership number one00:38:05
in general, the author of famous books in the world00:38:07
you probably read the leader on the couch00:38:10
Mystique of leadership small excerpt from00:38:14
an interview that just mentions a few00:38:17
very interesting cases about non-violent00:38:20
communication about the feature of communication00:38:22
and about a very special one00:38:26
this is a skill for all school leaders00:38:30
listen and therefore 17 or 15 minutes with00:38:34
interview00:38:35
manfredakets devriza and we will continue00:38:39
advance through our program00:38:43
[music]00:38:53
the level of emotional intelligence is decreasing00:38:56
such is emotional intelligence for a leader00:38:59
in 202300:39:01
answering this question is not so easy00:39:04
emotional intelligence has always existed00:39:08
when they were always used then00:39:12
I am engaged in personal work and probably already00:39:15
too long about 28 cm I sometimes call it00:39:20
his seminar00:39:22
directors it00:39:40
qr-code Why has it now appeared with us on00:39:43
scene I very much ask you to bring yours00:39:45
screens and this qr code will take you to00:39:48
Telegram chat where we will be with you00:39:51
communicate where you learn about each00:39:54
the next performance on the program ie00:39:57
the program will be at your fingertips00:39:59
learn about our00:40:01
partners and you will be able to communicate with00:40:03
let's talk What, for example, do you have something00:40:06
you need yes You can express yours00:40:08
thoughts and wishes, compliments00:40:12
so please make it very important00:40:14
please go to the chat everything00:40:17
very easy and be in touch with us at00:40:20
this Telegram chat00:40:27
everything is very easy there if you have them00:40:29
problems, I will now ask you to come to me00:40:31
and till00:40:34
Good00:40:45
then what affects the level of emotional00:40:47
intelligence What is emotional intelligence for00:40:51
leader in 2023 to answer this00:40:55
the question is not so easily emotional00:40:57
intelligence, it has always existed. And we are people00:41:00
they were always used. That's what I do00:41:04
personally, it's probably too much for me00:41:07
long about 20 months I sometimes call it00:41:11
with his evil cycling seminar, Gen00:41:14
directors and this is a kind of my mission U00:41:18
I have 21 managers from different companies and00:41:21
all of them manage about 100,000 people00:41:24
if not more And I would like to think00:41:28
that I make them a little more emotional00:41:30
competent And what it can have00:41:33
positive impact on the organization00:41:36
they manage I generally wrote about that00:41:40
called00:41:41
this is the name of the authentizotic organization00:41:44
sounds terrible, but it is what it is00:41:46
a combination of two Greek words00:41:49
ovsentikosis ie authentic real00:41:53
isotikos i.e. full of life it is very00:41:57
looks like Utopia but in simple words it is00:42:01
such organizations whose employees00:42:03
feel alive and like me00:42:06
the best way to check seems to be00:42:09
cool company for authenticity and00:42:12
find out if her leadership is emotional00:42:15
competent to find out for themselves00:42:18
leaders would like their friends and members00:42:21
families worked for this company if00:42:24
answer Yes, this is a very good sign00:42:27
Of course, everything is not as simple as it seems00:42:30
at first glance It is important to00:42:32
employees had the right00:42:36
there was a team spirit at work00:42:39
and so on. All these things matter00:42:42
So back to options00:42:45
definition of the concept of emotional intelligence00:42:47
you can read Daniel's research00:42:51
golmena on this topic but it is quite difficult00:42:54
process, I try to help people00:42:57
to develop a tendency to think00:42:59
strive for self-awareness and to00:43:02
self-knowledge so that a person understands well00:43:05
your strengths and weaknesses00:43:08
for example, I have one husband, he00:43:11
runs a bank and has done very well00:43:14
bring this bank back to life from it00:43:17
Ale turned out to be a great anti-crisis manager00:43:20
now that he has already managed to deliver00:43:23
The time has come to get your Bank back on its feet00:43:25
adjust your leadership style and00:43:28
this is where this man ran into00:43:31
huge difficulties is the fact that00:43:35
his heightened anxiety prompts him00:43:38
constantly interfere in work processes00:43:40
companies from an emotional point of view00:43:44
these interventions take a toll on the intellect00:43:46
he is an unreasonable character with his actions00:43:50
creates an atmosphere of mistrust in the company00:43:52
he behaves like that policeman who00:43:56
constantly points out to the workers that they00:43:58
they do it wrong And it would be much better00:44:01
if he acted as a mentor what00:44:04
works side by side with his team00:44:07
Surely he knows better and00:44:10
more for their than other employees00:44:13
bank, but this is his secret weapon00:44:16
the secret weapon must be used at all00:44:19
that's not how you should keep your mouth shut I00:44:23
only when there is an emergency00:44:25
then you get your secret weapon and00:44:30
it is interesting that he actually understands all this00:44:32
but in an emotional no he simply cannot00:44:35
keeping oneself in one's hands is one of the reasons00:44:39
why is my seminar taking so long because it00:44:42
not the kind of work that is ready for people once or twice00:44:45
it is necessary to work out such things well00:44:49
sometimes As an example, I give more00:44:52
it was one woman from his audience00:44:55
a few years ago, let's call her00:44:58
Maria Maria was the head of the board and00:45:01
she had such a habit of talking a lot00:45:05
me at classes so that you will be given the floor00:45:08
you had to raise your hand So00:45:11
every time I saw a raised hand00:45:13
of this woman I thought about myself, oh my God00:45:16
again Well, only not Maria and her again00:45:19
But I had to make it possible00:45:23
that's why I allowed her to express herself00:45:26
speak and she spoke I at this time00:45:29
I told myself that I should restrain myself and00:45:32
keep quiet because I am a person with a high level00:45:34
emotional intelligence, so I spoke in00:45:37
to your head, shut up, be yourself00:45:40
I have as much grace as possible00:45:43
you know self-control, but I have it here00:45:46
to confess a couple of times I barely shaved myself00:45:49
in order not to ask her to shut up I was already there00:45:52
on the edge So, the continuation of my study00:45:55
program was After two and a half00:45:57
months and here we are again among the listeners00:46:01
Maria and you know that you don't hear from her. No00:46:04
the sound of Not a single word, it's somehow me00:46:08
it bothered me, so after class I came over00:46:11
to her and asked Maria how are you and everything00:46:15
you are fine and she answered me you know00:46:18
at lunch and during dinner My colleagues00:46:21
They told me that I talk too much00:46:24
that I should learn to listen to others00:46:27
so I studied for these two and a half months00:46:30
I actually listen to people too00:46:32
learned a lot, so you see, man00:46:36
I took Narcissus and healed myself and myself00:46:40
by no means put everything into it00:46:43
what I did was hold my tongue00:46:46
teeth and Oh, if I told her Maria You00:46:49
You talk too much. Probably she would00:46:52
I got angry, that's why I always say that to Kuz00:46:56
iron when it is cold Because when it00:46:59
a hot person will not hear you, this is a part00:47:03
formulas of emotional intelligence00:47:06
By the way, I recently wrote one here00:47:09
you have probably heard about the article about fraud00:47:13
her Arabic collection of fairy tales One Thousand and One00:47:15
night That's what Scheherazade is for me00:47:19
She was a real heroine, wasn't she?00:47:22
the most effective agent of influence and change because00:47:25
she took the psychopath king if you00:47:28
do you remember this story, there was a betrayed king00:47:31
married again and again and every night00:47:34
he ordered his new wife to be cut off00:47:37
head so that she did not catch him again00:47:40
to betray and In the kingdom is almost not00:47:43
there are only two women left00:47:45
the latter were the daughters of a respected visa00:47:49
now As the prime minister at that time and here00:47:52
one of those daughters was Scheherazade00:47:56
managed to change the thinking and mood of it00:47:58
a psychopath and make him normal00:48:00
Scheherazade is simply an incredible person00:48:04
told stories to the king at night and did00:48:07
she is incredibly subtle and very careful00:48:10
not obtrusive, so as not to call the king00:48:13
any resistance at all there are some00:48:17
clinical theories regarding how00:48:19
correctly push a person to change00:48:22
As for me, I am open to any00:48:25
methods if they work in this00:48:27
plani And I am not orthodox at all. Yes, I am00:48:31
studied classical psychoanalysis but on00:48:34
practice I resort to various00:48:37
of methods it can be a method00:48:39
predoxal intervention or method00:48:42
there is no positive reframing for me00:48:45
meaning how to get people to move from00:48:47
places I even stand on my head if it00:48:50
event at the same time I perfectly00:48:53
I understand that awareness is cognitive and00:48:56
emotional awareness is two things altogether00:48:59
Different things00:49:01
i deal with a lot of micromanagers00:49:04
and managers of the company All of them were00:49:07
successful businessmen They built00:49:10
their business and their management style was00:49:13
very effective and their fortunes were close to00:49:16
one million dollars, or something like that00:49:18
but now it is already billions of dollars00:49:22
some things they don't do anymore00:49:25
it is necessary how to wean them from certain ones00:49:28
habits of pointing out their stupidity00:49:31
they come to me and complain00:49:34
Manfredi I do not live, my life passes00:49:37
past me and I say But you are in your mind00:49:40
you are the main shareholder you are the general director you00:49:44
the head of the board and you don't have time for00:49:47
life and exhaust yourself to death00:49:50
a job you don't have to do anymore00:49:52
advice on alloying these has been needed for a long time00:49:55
duties and this responsibility to others00:49:57
to people Well, of course you know and can00:50:00
more than others, but maybe it's time00:50:02
pass on your knowledge and skills to others00:50:05
Teach them and then you can finally00:50:08
relax and go play golf or something00:50:11
you dream of doing there, go fishing00:50:14
go hunting and do whatever you want00:50:17
for the benefit of your state of mind and00:50:19
Mind you I tell them that in enough00:50:22
in a pragmatic manner Look at your own00:50:25
role in your organization through the prism00:50:28
of the so-called magic square or00:50:31
matrix two by two divide the matrix00:50:35
as follows on one side00:50:37
write like to do don't like to do a00:50:40
on the other hand Important is not important So00:50:44
one of the four squares will contain those00:50:48
exercises that you don't like And besides00:50:51
it's not important what kind of bead you are00:50:54
are you engaged in them? Are you out of your mind?00:50:57
the next one never goes there at all00:51:00
square - these are the things that matter to you00:51:03
likes but are not important better go and00:51:06
play golf because it's good for you00:51:09
of mental health. Yes, you can00:51:11
distract yourself from daily routines00:51:13
By the way, I wrote one article about that00:51:16
how useful it is sometimes just not00:51:19
do Nothing, for example, I wrote a lot00:51:22
books even too many books to be honest00:51:25
But I wrote them sitting on my own00:51:29
I wrote them with a table while walking in the forest00:51:31
swimming is when it starts in the head00:51:34
free flow of thoughts and that's it00:51:36
the most interesting ideas appear, so if00:51:39
golf is good for you Go and play00:51:42
golf, we have business going on. What's up00:51:46
important but do not bring you00:51:48
you never have the pleasure of doing them00:51:51
it will turn out to make them well, better hire them00:51:54
someone who will be happy to do it all for00:51:56
you learn to delegate and finally00:52:00
a square with those duties that concern you00:52:03
likes And what is important, here's where you go00:52:07
really worth investing your energy if00:52:10
you are an emotionally aware person, it's easy for people00:52:16
you need to understand this and team sports00:52:20
what is good for you and what is not. Unfortunately00:52:23
many people do not understand this and want it00:52:26
to do everything at the same time and just drive away00:52:29
himself and then some of these come to00:52:31
they say my life is passing me by00:52:34
Well, I listen to them and laugh. But that's it00:52:37
just some madness00:52:42
I recently wrote about two goddesses00:52:44
Greek goddesses because they know me00:52:47
intrigued in their latest book00:52:50
I was very interested in the story about the gold00:52:53
the apple, that is, the apple of discord This is a story00:52:56
what about the golden apple and Paris young man00:52:59
He was faced with a terrible choice00:53:02
had to do And the worst thing was that00:53:05
whatever choice He made it anyway00:53:09
entailed terrible consequences00:53:12
So there were these two goddesses called the first00:53:15
hybris, she was the personification of perniciousness00:53:18
precisely confidence and excessive pride and00:53:21
the second one was called Mazita. If combined00:53:24
the two of them together will be the result00:53:26
extremely destructive because it is not Mesida00:53:29
it was aimed at everyone, you know00:53:31
received on merit. That is, she was00:53:34
short revenge as I mentioned earlier00:53:38
there was once a wise Greek philosopher00:53:40
named Fales Miletsky I think he lived00:53:44
somewhere between 400 and 300 BC00:53:48
and he was once asked what is the most difficult thing to do00:53:52
life and you know what he answered to know00:53:55
oneself00:53:57
It was these words that were carved at the entrance to00:54:00
temple of Apollo and it really is so00:54:04
Nowadays, many managers simply do not know00:54:06
and do not understand themselves as me00:54:10
this especially applies to people in leadership positions00:54:12
positions. Actually, this is the reason00:54:15
with whom I conduct my workshop for SEO00:54:20
misunderstanding of oneself can have quite a lot00:54:23
consequences if you suddenly start00:54:25
behave as if you are not normal00:54:28
the fate of so many people is in the hands of that understanding00:54:32
awareness of who you are00:54:35
play an incredibly important role00:54:38
self-talk is more about the here and now00:54:40
but self-understanding is when you know what00:54:43
it is you who is driven to figure these things out00:54:47
this is critical in any scenario00:54:50
your game is happening, what do you want?00:54:53
I have one more person to reach00:54:57
I keep asking Whom would you like?00:54:59
really be You want to be a seller00:55:01
ice cream or dentist a00:55:04
his problem is that this00:55:06
a person really wants to be loved by everyone00:55:10
in fact he would like to sell00:55:12
ice cream Because when the seller appears00:55:15
ice cream, all the children are very happy. That's right00:55:17
so cool but as a leader Unfortunately you have00:55:20
sometimes you have to be able to say no00:55:22
it is not always possible to outline some boundaries00:55:26
do whatever you want with this one00:55:29
it is incredibly difficult for a person to deal with this as well00:55:31
he can no longer accept it00:55:33
by a dentist because it means constantly00:55:36
he always hurts someone00:55:39
feels depressed and unhappy c00:55:42
this is the whole paradox he tries00:55:45
to be very polite and very kind and through00:55:48
this excessive kindness of his constantly00:55:51
gets into some trouble because of him00:55:54
you have to learn to say no and00:55:57
restore some boundaries And that's it00:55:59
many managers find it extremely difficult00:56:02
I was dealing with another woman in that one00:56:06
outlandish ideas kept popping up00:56:08
directly one after another the ideas were actually00:56:12
but the people who worked for this are brilliant00:56:16
woman But she just drove them crazy00:56:19
and None of them had enough00:56:21
confidence to tell her00:56:23
finally listen This is a very interesting idea00:56:26
But in order to implement it Tell me00:56:29
please which of my duties I00:56:32
have to leave it relates to the problem00:56:35
setting priorities00:56:37
that woman, she was a fool, what do you think?00:56:41
are brought past And as a result everything was00:56:44
done anyway and the quality of the work is very good00:56:46
suffered So returning to ours00:56:49
question one of my books is called00:56:52
anstable AD The Top is unstable at the top00:56:55
that I want you to solve people on00:56:58
management positions should be aware00:57:00
how big their personal influence is00:57:03
corporate management style00:57:06
the culture of the company is influenced by this style00:57:09
as well as how they are accepted00:57:11
decision and on the other hand I always say00:57:15
that leadership is also teamwork00:57:18
by the way, I once made a questionnaire00:57:21
held the position of director of the leadership center00:57:23
Insa, I also founded this center, by the way00:57:28
each manager has a certain00:57:30
management style and so I tried00:57:33
identify eight such distinct styles00:57:36
some people, they are like part-builders00:57:40
I once had to deal with one such person00:57:43
he is always a Russian boss00:57:45
liked to say nothing makes the weather like that00:57:48
if the deal was done, he was still that00:57:52
But then it was solid00:57:55
catastrophe because the organization is a designer from00:57:57
There was no one, and there are leaders, rulers00:58:01
there are always strategists in charge of everything00:58:04
they cannot live without strategies and there are00:58:07
leaders, mentors, I had one of those00:58:09
from the board of the Bank of Australia He was00:58:12
he is an unsurpassed mentor00:58:14
knew a hundred of the best workers well00:58:17
bank and always tried to put them on00:58:20
right places but he was bad00:58:23
strategist and he was well aware of it00:58:25
so the roles can be different and you like00:58:29
a leader must be able to understand his people well00:58:31
weaknesses and build around yourself00:58:33
such Pleiades head of roles therefore I and00:58:37
he created this comprehensive questionnaire00:58:39
It will help people to have a better idea about00:58:41
themselves about what they do well and what not00:58:44
not much it will help a person to determine to00:58:47
which of the archetypes of managers is she00:58:49
belongs Here's an example for you I quite a lot00:58:52
worked with the bank Goldman Sachs and like me00:58:55
already mentioned Some people are very good00:58:57
it turns out to make deals But00:59:02
languages in this organization00:59:06
it is not for us to organize the work of the directors00:59:11
always That's how they wanted to leave these people00:59:17
used to conclude agreements00:59:31
english00:59:33
very fast a00:59:37
already00:59:38
technical nuances00:59:41
then in your final Manfred in general00:59:44
called me Scheherazade because we were talking00:59:46
with him twice as much as planned and he00:59:50
I really wished the Ukrainian leaders00:59:53
Ukrainian business sustainability and00:59:56
self-knowledge00:59:57
spend invest in yourself time00:59:59
try to prioritize your time01:00:02
more rest thinking and thinking with01:00:05
tension ago We thank Professor Ya01:00:08
after all, I have hope that it is possible for us01:00:10
let's see a certain time he worked with01:00:13
Russians He even wrote about theirs01:00:16
character about the desire for anarchy01:00:20
he has a lot of desire01:00:23
ask to talk with01:00:26
Ukrainian businessman because he01:00:28
believes in Ukrainian business believes in01:00:31
Ukraine and is very interested in the manifestations01:00:33
precisely Ukrainian leaders and therefore01:00:35
internally I applauded the managers01:00:37
to the heads of all our companies because01:00:39
it's really an honor to hear that from01:00:42
professor at the initiation level01:00:44
Thank you for your attention and I understand you01:00:48
heard from the speech01:00:50
Manfredak-Devriz about what to the leaders01:00:53
you need to be able to listen and you need to do01:00:55
it's always a choice between who you are as a seller01:00:58
candy are you a dentist because in your01:01:03
you have to with your leadership style01:01:04
make children different and about this leadership01:01:08
a tightrope between caring and demanding01:01:10
today we will talk practically in01:01:12
every performance in every discussion and precisely01:01:14
about how to operate with such concepts as01:01:17
empathy and sympathy How to distinguish between01:01:20
use cognitive empathy i01:01:23
please tell you01:01:26
Natalya Kadya, whom you have known for a long time01:01:29
each surely of you but Every meeting with01:01:32
Natalya is a certain discovery, it is an approximation01:01:34
to themselves01:01:36
Given that Natalia01:01:38
I am a neuroscientist and a neuro-manager01:01:41
She always helps to understand how01:01:42
our brain works as our emotions work01:01:45
and how to use children and other how01:01:48
very strong powerful tools of yours01:01:50
work leaders So I invite you to the stage01:01:53
To Natalia01:01:55
[music]01:02:00
Good morning. Let's check if it will be01:02:03
the topic of my speech is appropriate for you01:02:06
If you are interested, please raise your hands01:02:08
those who have ever bought things that01:02:12
then either never put it on or not01:02:14
used01:02:16
And we do not have a question for you, colleague A01:02:19
please tell me at that moment when01:02:21
it looks at us01:02:24
and we understand that this is the one01:02:26
the moment when we have to meet and01:02:28
stay together forever01:02:32
We don't have the experience we have01:02:34
We don't have intelligence01:02:37
education is definitely there But nevertheless we do01:02:42
and please raise your hand for the one of you01:02:45
who ever to a person who is very strong01:02:48
love all your life And let it be01:02:51
your only child but from time to time you01:02:54
want to cause her physical pain01:02:57
children of teenagers raise yes and what in that01:03:00
we miss time, love, love for a child01:03:03
the feeling that this is our Hope, the future and everything01:03:05
this other No, we remain like this01:03:08
by the most loving parents but01:03:10
something that makes us feel strange01:03:14
way to act, well, it's not a small thing01:03:17
questions, we will conduct a test on ejiza01:03:19
now with the help of all cosmetology01:03:22
I don't consume means and fashion today01:03:25
you will understand in the audience people of your age, children01:03:29
adult pensioners all look01:03:31
it's the same who remembers that time and when01:03:35
I had to talk on the phone01:03:37
say good afternoon. Imagine Natasha at home01:03:40
today we call the ladies and say Good01:03:42
a day on a mobile phone and you definitely have it then01:03:45
Colleagues, do you remember that in those days we01:03:48
you01:03:50
in those days we heard many times01:03:52
the phrase that emotions have no place01:03:54
work You are here Come to work01:03:57
or when someone is angry or very angry01:04:00
fidgety we said went out AND came in01:04:02
OK, you studied at school, remember. Yes01:04:04
Went out and came in normally. Sit quietly01:04:07
you were coming here. You came to tell me how01:04:10
whether you want to work or not, you go to work01:04:13
there is no place for emotions to be friends and work01:04:16
work and many other stories that we have01:04:19
you considered it correct because it is not01:04:21
had some knowledge about that01:04:25
however, they did not have certain knowledge01:04:28
yes how What does it mean to be a person what does it mean01:04:32
A person to be a person with absolutely Let01:04:35
I'll try right away just in case01:04:39
from a completely natural point of view01:04:42
to mean to be human is about what is in us01:04:46
there is something that triggers certain reactions in us01:04:49
that we have such that near one person01:04:52
we feel the desire to act01:04:55
we feel the power01:04:58
whatever challenges are ahead of us01:05:01
we didn't stand, we'll definitely manage01:05:03
being next to another person in us01:05:06
there is only one desire when we will finish this one01:05:09
the conversation and the reaction you are sure of01:05:11
observed from time to time when you once01:05:13
I tell you something, he stands and says01:05:16
I understand, I can go now01:05:20
it's all a story about that arranged from a point01:05:23
vision of our nature and today I want01:05:25
to deal with it a little deeper with you01:05:28
as01:05:31
How can we continue to support01:05:34
our colleagues and at the same time not burn out01:05:36
every time with them01:05:38
everything happens. Our friends, close relatives01:05:42
familiar colleagues and at the same time continue01:05:44
achieve results and I will talk about it01:05:47
speak given knowledge about the brain01:05:51
so we had a cool story in which01:05:54
you and I remember a few years ago01:05:55
back they conducted training on how to search01:05:58
motivation, it's as if everything is there, everything is okay01:06:02
everything turned out perfectly, I want something01:06:05
more And such fashionable trainings were about01:06:08
happy success01:06:10
unhappy he was called a successful success01:06:12
or happy happiness heard01:06:14
Well, you definitely did not go to them and were01:06:18
cool trainings on how to do it there01:06:20
dreaming of affirmations is a whole other story01:06:22
you and I developed spiritually and then01:06:25
February happened and then we realized what01:06:29
somewhere we have such strength, somewhere we have it01:06:32
such inspiration comes from somewhere in us01:06:34
such opportunities are taken as we are talking about01:06:37
later we never knew before that either01:06:40
we couldn't even think about it01:06:42
capable but February dragged on like this01:06:45
strongly that the emotional system is mental01:06:48
system Physical and mental health time01:06:52
from time to time return to us from01:06:54
questions for a long time And how do we do it01:06:56
we feel at the level of teams we feel01:06:59
that somewhere people fall out of our interaction01:07:02
we feel that somewhere more is appearing01:07:04
aggression we feel that somewhere people01:07:07
lose meaning We feel that today01:07:11
emotionally tired and exhausted01:07:14
ask how we will be as leaders01:07:18
and companies to move forward as much as we do01:07:20
will be effective or efficiency we01:07:23
we will lose what was01:07:28
Here we have a story about where we are now01:07:31
Here we have a story about where we are01:07:33
we will What do you think will be determined01:07:37
work behavior, team involvement01:07:41
the interaction between you and your team members01:07:46
you were not told that there would be questions, yes01:07:50
you know that now in your eyes01:07:52
normally told why she is this01:07:56
gave interaction perception takes place01:07:58
renegotiated through rethinking01:08:01
so if you currently have About Me01:08:03
the feeling of mild disgust is shared by others01:08:06
take care yes01:08:08
Well done, the correct answer is ours01:08:11
there will be further work and interaction01:08:13
depend on what state we are in01:08:15
we will be your states and members of your team01:08:19
will determine the results01:08:21
I will give you a very practical example01:08:24
imagine a week in which everything01:08:26
it's going fantastic our guys01:08:28
meter by meter kilometer by kilometer01:08:31
all relatives are vacating our territories01:08:34
loved ones are finally safe at night We01:08:37
sleep normally, have a fantastic week in01:08:39
the team cares about the client on Friday01:08:41
calls in the evening and says listen to me01:08:43
I don't like the color of something01:08:46
you sent me, the week was great01:08:48
fantastic you are charged you understand01:08:50
because victory Here she is And we are01:08:53
we inevitably move towards it no matter what01:08:55
the reaction of you and your team members at01:08:58
because the week was cool01:09:00
stable and some dot flies01:09:03
negative01:09:05
right Thank you in other words you01:09:07
say, and for God's sake, we'll change it for you01:09:10
we will sew the color of the button, yes01:09:13
we will do everything Imagine the same team01:09:16
in which the week was Well, roughly like that01:09:19
how we lived together in May01:09:21
we do not sleep at night with anything unpleasant01:09:24
exhausted, tired and mean01:09:29
comes on Friday and says that he01:09:31
I don't like the color. You understand, look01:09:34
what will be the reaction of us and ours01:09:37
teams on the same comment01:09:41
what kind of question is the answer negative01:09:43
Why Because the state from which we react will be01:09:47
it is not the event that determines our response to events01:09:50
by itself, and Star has some theses of the same kind01:09:54
fix a little why Because information01:09:55
today will be very01:09:57
that you have some such insights with you01:10:00
put into practice, let's fix it01:10:02
The first of them is that our reactions to what01:10:04
what happens is determined by our states and not01:10:08
events in themselves therefore management01:10:11
states01:10:16
this is our huge challenge01:10:19
understood that because of how we01:10:22
we react, the work will depend further01:10:26
we will not correct as we are arranged with01:10:30
the point of view of what is noticed and seen01:10:33
other people here we have behavior01:10:35
behavior01:10:39
and we are often in communication with you01:10:42
As customers, we say don't behave yourself01:10:44
behave like this otherwise don't do it01:10:46
do not speak Yes speak differently01:10:49
Yes, we rely on what we have changed01:10:52
behavior can be must must will be possible01:10:54
it will be possible to change the result01:10:56
change history01:10:58
the foundation for our behavior is something01:11:01
deeper01:11:02
because if you are now wondering what01:11:05
was happening A moment before you01:11:07
said some phrase accepted some01:11:09
solution because something else you remember what you have01:11:11
there was a thought before that01:11:13
everyone has your inner voice01:11:16
voice By the way01:11:17
the one who is sitting now looks like that and01:11:20
says I don't have a fig I congratulate you on this01:11:22
he was not, that is, our thoughts are ours01:11:27
the inner voice that constantly tells us01:11:29
says what to do in other words if01:11:31
to be a little more businesslike01:11:33
is called a way of thinking01:11:36
thinking01:11:38
and how we think about some things01:11:42
about what is happening about that01:11:44
how relevant are the comments now and01:11:46
remarks of customers of managers of members01:11:49
teams will depend on our behavior01:11:52
so when I now talk about how we01:11:55
you as leaders to work with the team01:11:57
I'm not talking about paying attention01:12:00
on their behavior And I am talking about the fact that we01:12:02
worked with you to rethink that01:12:06
how we relate to what is happening01:12:08
how we treat our mental01:12:10
physical health and taught the same01:12:13
stories of our team members then what01:12:16
will occur will occur with01:12:19
of our normal adequate state01:12:24
we need to understand with you what we have01:12:26
we have always had a crisis01:12:28
the question is where to get people to work with01:12:31
where to take normal people with whom01:12:33
to work now this crisis is increasing01:12:36
ten times more because what if01:12:39
take into account the latest materials01:12:41
of the Ukrainian Institute of the Future, yes01:12:44
with01:12:46
He is the 37th and six million Ukrainians01:12:48
now somewhere around 29 million is a huge number01:12:52
Ukrainians left and still haven't01:12:55
there is a number of Ukrainians who have returned01:12:57
probably will not return to us either01:13:00
there is a terrible question of personnel01:13:02
hunger and we have another question01:13:05
that those things we used to01:13:07
implemented with the help of a certain01:13:10
number of colleagues we have to do today01:13:11
the same or even greater results decreases01:13:15
number of colleagues and this leads us to01:13:17
point which is called which is called01:13:19
a person-centered organization is a person01:13:22
centric organization is our second01:13:24
insight is human-centric01:13:28
Why Because today because of what we01:13:32
we have very few people their emotional01:13:34
the condition is exhausted, we understand what's more01:13:38
there will be no people now And the results and01:13:41
the challenges are getting bigger, our main priority01:13:44
the task is to be able to understand very clearly who01:13:47
those people with whom we work, what is theirs01:13:50
condition, what is their feature, what do they have01:13:53
to do in order to be effective which01:13:57
things motivate them and include And what things01:13:59
they are excluded from interaction even today01:14:01
manager's task If it was there before01:14:04
in order to organize people on01:14:06
achieving results is a challenge today01:14:09
the manager's new norm of leadership through01:14:11
understanding and development of people in the team01:14:14
help them do their job better01:14:17
work to achieve financial01:14:19
indicators through understanding and development01:14:22
people and without the first component without01:14:25
understanding who you work with and what it is01:14:27
for people what are their interests and values as they are01:14:30
they feel that something is happening to them01:14:33
affects their states You cannot not01:14:35
not to choose the right motivation01:14:37
management practices do not achieve01:14:39
set results and goals why01:14:42
Today, empathy is a basic need01:14:45
fantastic research that talks about01:14:47
what style of leadership management what how01:14:52
you manage people affects not only01:14:54
on the very colleagues you manage A01:14:57
Imagine how you interact with01:15:01
people will influence how they are01:15:03
will behave at home01:15:06
And now Add here people understanding that01:15:09
that for the majority of Ukrainians today is only01:15:12
someone alone in the family has a job and that01:15:15
means that01:15:17
significance importance of how people01:15:20
feel at work. It is a center for them01:15:23
of the universe and when they are at work01:15:27
feel worthless they feel01:15:31
immediately They feel sadness they01:15:34
feel sadness then this whole story everything01:15:37
this wealth they then return their own01:15:40
families because today we know and01:15:43
we understand that from your leadership01:15:46
style depending on the format you are used to01:15:49
to communicate with people will depend on that01:15:52
what will happen in their families01:15:54
Imagine the level of responsibility yes01:15:56
record somewhere that the leader influences01:15:58
today not only for team A on01:16:01
members of her family and this is our huge01:16:03
challenge with you because because of how we01:16:06
we will organize interaction in01:16:07
it will depend on the team what they will be01:16:09
Ukrainians are not only your colleagues A01:16:12
Ukrainians, the challenges we face01:16:15
only 15% of leaders today feel01:16:17
readiness to work with burnout01:16:19
employees01:16:21
which means readiness means that01:16:23
Since we are managers, we are the same people01:16:26
we have the same emotional exhaustion01:16:28
emotional fatigue itself only 46% of employees01:16:32
trust their line managers01:16:35
and Trust is decisive remember now01:16:38
for a second moment or conversation in which you are01:16:42
did not trust the person with whom you communicate01:16:44
remember who and what said to you, remember01:16:47
How did you react to it, remember the feeling01:16:49
in the body and answer the question Chi01:16:51
such a conversation makes sense01:16:55
the answer is obvious no. Because it's ping pong01:16:57
he thought you twisted the phrase01:17:01
what he wants to say our he says where I am01:17:03
it can check something else you01:17:05
invest in time, she does not have this conversation01:17:07
no sense colleagues third insight Trust01:17:10
the main currency of the leader today is Trust01:17:13
the main currency of the leader Trust01:17:16
the main currency01:17:23
it is very simple and not very banal01:17:26
there is no trust, no understanding, no awareness01:17:29
There is no mail in hododyv yes And only 27%01:17:32
despite all that, they consider themselves leaders01:17:34
effective in management of various types01:17:36
that's why you and I have a huge team01:17:39
such a challenge is before us Yes Everyone01:17:42
a member of your team lives on his own01:17:44
experience depending on how much01:17:47
the nervous system became stable01:17:49
and before the war we are now someone rather someone01:17:52
slower, but each at his own pace somehow01:17:54
we adapt Yes, it passes in emigration01:17:57
in one way in the emigration of knowledge01:17:59
foreign water language in the third way without01:18:01
knowledge of the fourth is not for me to tell you01:18:04
for 17 months of war, how different we all are01:18:07
we react to what is happening, but yes01:18:10
or else these constant changes are constant01:18:13
challenges they provoked such01:18:15
global epidemic in that and for01:18:18
managers and for your teams only01:18:21
you know what01:18:23
you are one of them and you have many of them01:18:28
and it turns out that you become01:18:31
by that person or that point to which01:18:34
all the problems and difficulties are coming together01:18:37
challenges and you seem to have them all01:18:39
understand show empathy help01:18:43
to save in order to Well further01:18:45
interact accordingly we have the largest01:18:48
the challenge is the state of the leaders, it is ours with you01:18:51
emotional state is our physical state01:18:54
a condition that directly affects ours01:18:57
the ability to live and feel01:18:59
manage emotional states and of course01:19:01
that this is our mental state and see how01:19:05
we said earlier Since our state01:19:07
determines our reactions So now01:19:10
reflex for one second as in01:19:13
depending on how much you01:19:15
exhausted and tired you may or may not be01:19:18
can adequately respond to what01:19:21
happening in your teams And here01:19:24
the question is, what should I do?01:19:26
the answer is very no but true01:19:30
the matter of saving the drowning in the hands01:19:33
the drowning themselves without returning01:19:37
normal physical condition without that01:19:40
to learn to manage their own01:19:42
you are not good in emotional states01:19:45
you can't give a member of your team why01:19:48
very tritely shows the analogy if01:19:51
strongly I did not want to give everyone water now01:19:53
so that you don't feel thirsty, I don't01:19:56
I can do it until it is gone01:19:58
herself is the same, and sympathy is the same for her01:20:02
by understanding the same is the opposite01:20:04
communication link with anything ago01:20:05
there01:20:08
trivial Thank you very much01:20:10
trivial very phrase about01:20:13
he still remembers01:20:22
it became so warm that they hurried there once01:20:25
Boryspil will soon be rejected there as well01:20:27
We talked about the Mask and now01:20:30
in all trainings, he says about her, I speak with01:20:32
one purpose so that you understand by then01:20:34
until you feel bad you can't be01:20:38
good for others because of the task01:20:40
manager to put himself first01:20:43
place not because of selfishness but in order to01:20:46
have resources and cognitive ability01:20:49
to help and support other people01:20:51
why do we have that feeling now01:20:55
import-empathic empathetic Lord01:20:57
fatigue and distancing why because you already01:21:00
not the strength to enter the position every time01:21:03
understand everyone, support everyone01:21:05
save01:21:06
what is empathic fatigue is relatively speaking01:21:10
the price of caring for those who are suffering01:21:13
difficult times yes Regardless of whether it01:21:16
direct impact of traumatic events or01:21:18
secondary impact of traumatic events01:21:20
every time you are with a person01:21:23
you are worried about what happened01:21:26
use your emotional resource and01:21:29
We are faced with the challenge of what to do01:21:31
because in general, when today is spent01:21:34
survey of how managers feel well01:21:37
the conclusions are so-so Yes exhaustion01:21:39
burnout decrease empathy they already01:21:41
are starting to be tougher why?01:21:44
because there is no emotional resource to help and01:21:47
to maintain, well, it is obvious that the violation01:21:49
sleep anxiety irritability is difficult for us01:21:52
it is difficult for us to concentrate01:21:54
the solution, well, in one word, too much01:21:57
an empathic leader he burns himself and01:22:00
becomes untenable01:22:02
support and help its members01:22:05
teams01:22:07
let's empathic fatigue and burnout01:22:09
let's talk about these two concepts briefly01:22:12
empathic fatigue and burnout are not the same thing01:22:15
and you will feel the same burnout01:22:18
there when you experience a significant period of time01:22:21
you can't stress related to work01:22:23
many processes to influence and achieve01:22:25
set goals, and empathic fatigue - this01:22:28
voltage from constant transmission through01:22:31
himself emotions of the pain of another and it would seem01:22:35
the solution can be of a very simple type01:22:38
stop empathizing with everyone but this01:22:41
today it is impossible, there is no way out, why, because how01:22:44
only you distance yourself you lose01:22:47
trust you have that gap in people01:22:49
there is a feeling that you don't care what01:22:52
it happens to them as they do and it provokes01:22:54
that's why they have such a distance with you01:22:57
to help managers in times01:23:00
extreme01:23:01
uncertainty and increased danger01:23:03
come such a concept called01:23:05
cognitive01:23:07
empathy01:23:09
the very concept of empathy from anything that01:23:13
it is not defined01:23:16
conscious01:23:17
empathy for the emotional state of others01:23:20
people keyword I understand who I am now01:23:26
together with a person lives some moment of me01:23:30
I realize that I am wasting my strength now01:23:34
resources to try to understand01:23:36
what feels How the other person feels01:23:39
but colleagues effective empathy is01:23:43
conscious experience without loss01:23:46
a sense of the external origin of it01:23:48
experience is when you are with a person01:23:51
when you legitimize his emotions but you01:23:54
you know that everything is okay with you if01:23:57
you will not split it01:24:00
Feelings and your own So imagine what01:24:02
each time together with the experience of grief01:24:05
other people or troubles And you will01:24:07
burn away01:24:09
very important at the moment when you manifest01:24:13
empathy, first of all, it should be yours01:24:15
the decision should not be affective01:24:18
reactions let's fix the fourth01:24:20
insight into us can be affective reactions01:24:22
the first01:24:24
affective and the second effective01:24:28
effective01:24:30
affective reactions are those that arise01:24:33
in the brain without your control and you in01:24:36
affect is fully included in them01:24:40
there is a thesis, there is a sound, there is a smell01:24:43
there is something you immediately turned on and01:24:45
start to react01:24:47
on you on rattled effective reaction in01:24:50
the answer will be whatever you say01:24:52
you were told something dramatically effective there01:24:56
the reaction does not speak to me so what is it01:24:58
effective response effective response is01:25:00
there between where between the trigger something something01:25:03
provoked your emotion and yours01:25:06
the reaction is a pause in which you ask mine01:25:09
my favorite question to myself right now01:25:12
I will react no matter what01:25:15
I have now given the man back what for01:25:19
what should I shout now what am I for now01:25:21
thunder and if it's your decision, it's up to you01:25:25
it became easier to ask yourself another question01:25:28
question What will happen after that why friends01:25:30
any reaction you make triggers emotions01:25:33
the emotional state of your team members01:25:35
Accordingly, we either realize01:25:39
we realize what we are doing now and how it is01:25:42
affects other people's emotions or not a01:25:46
there is such a big evolutionary thing here01:25:50
the word zapadlo is lost in the Ukrainian language01:25:53
Well, let's imagine yes borrowed from01:25:57
why it consists see happening01:25:58
one interaction person to person who01:26:01
makes decisions about how to react and what01:26:04
feel at the moment of interaction of two people01:26:07
interact with each other that we have such01:26:09
that decides what we should feel and how01:26:12
we evaluate this interaction01:26:20
sympathy but And what determines your sympathy01:26:23
loyalty01:26:28
what01:26:29
experience And what else01:26:33
Yes, what is all that we have, such as this01:26:37
manages everything01:26:40
Yes. Where is she?01:26:42
Super Brain01:26:44
agree or disagree what the brain defines as01:26:47
respond01:26:49
not we but him Can we manage01:26:52
brain01:26:56
let's agree on conventional signs01:26:58
You can sit here all day when you agree01:27:00
you do it this way when you don't and that way when you don't01:27:03
you know, because otherwise he stands Lecturer01:27:06
or performing and thinking where to look and how01:27:09
to understand with our feet Why are we brains01:27:11
we cannot manage because friends are the brain01:27:13
today remains the most difficult to01:27:15
end by an unsolved human organ01:27:19
that we can do a little better01:27:21
learn to understand Why he accepts those01:27:23
or other decisions as they can01:27:25
the solution is instant 0.3 seconds is Trigger01:27:28
there is a corresponding reaction that is stored in01:27:31
our experience is our answer and ours01:27:34
the task of learning to be aware of one's own01:27:37
reactions and change them accordingly01:27:40
situations why Because you have it happening01:27:42
some kind of interaction for the first time with a person yes01:27:45
for the brain it means that you need it for the first time01:27:48
go from one end of the field to the other as you01:27:51
the first time you will go more carefully01:27:53
lifting your leg has occurred01:27:56
interaction in which you were not in the mood not01:27:58
we drove there in a good mood and got there in traffic jams01:28:01
and you snarled at each other01:28:04
a feeling or understanding was created that in01:28:07
interaction with Natalya I feel some01:28:10
threat or anxiety Something is constantly wrong01:28:13
then you have to go back you forgot01:28:16
charging and you have to return to the field01:28:19
Will you take the same steps as you already have?01:28:21
trampled on the grass, it is obvious that you will leave01:28:25
they are already familiar to your brain01:28:27
there was a second interaction in which a colleague01:28:30
your Did not so you were you were already01:28:33
tired of that 105 times01:28:36
he repeated, he doesn't do it like that, you yet01:28:38
Once they thundered, he was carried again, he said01:28:40
yes, yes, yes, it's definitely only about Natasha01:28:43
immediately any trouble and then you're done01:28:46
with a charge you turn back on the grass and01:28:48
the brain has already made a strong association in you01:28:51
that Natalya is constantly associated with someone01:28:54
threat and when you will call01:28:56
a person can be told whether to write an email01:28:59
got ready01:29:01
And when it is possible, he says he prepared himself01:29:04
includes all biochemistry he all army01:29:06
includes being ready to defend yourself cortisol01:29:08
Adrenaline Nora Adrenaline in order to01:29:10
we had the strength Yes and then you are surprised01:29:13
what Man enters already in combat01:29:15
mood because pre-interaction01:29:17
communication created a certain history01:29:20
please record the fifth rule01:29:22
any interaction you have with yours01:29:25
by colleagues It is your investment or in01:29:27
building trust and support or in it01:29:30
destruction any interaction any01:29:33
interaction investment01:29:35
Engagement is an investment01:29:39
or in building trust and support or in01:29:42
its destruction And depending on how01:29:45
you create this interaction will depend01:29:48
What are you building that is more important for the brain in01:29:52
his reactions form or01:29:55
context-message form or content01:29:59
form But I can say01:30:03
I am terribly glad to see you today01:30:08
we have an interesting day ahead of us01:30:11
and I can say I am terribly glad of you01:30:13
today to see ahead of us01:30:14
interesting day. Yes, record it for yourself01:30:17
please, I'm very sorry because of that01:30:19
for most of evolution we lived without language01:30:21
and without speech, the brain still responds to01:30:25
form and in what form we communicate01:30:28
was Where to determine what people hear01:30:31
yes, the form determines the meaning01:30:35
form determines meaning01:30:39
It's not about saying what happened01:30:42
to think about how the form in01:30:44
the one you communicate with affects the other01:30:47
the meaning you want to convey to people01:30:49
So empathy is conscious01:30:52
experiences, we understand what is happening01:30:55
now with a person why does she think about that01:30:57
who thinks what decisions she can so01:30:59
perceive yes And that's exactly what empathy saves01:31:03
our critical thinking and ability01:31:05
think rationally Because when they work01:31:08
emotions, remember the things you bought01:31:11
rational thinking with the frontal cortex01:31:13
rests when we have already seen what01:31:16
we really want to buy more and saw that01:31:19
the magic word sale, as someone used to say yes to that01:31:22
even then he is sleeping about the front camera01:31:24
music wife dobrat01:31:26
and even if we somehow understand that it is not01:31:29
very our size or not so us01:31:31
do you need this figurine or candle? Yes01:31:35
maybe the limbic system in general01:31:37
decided to tell him that it is necessary to take you in01:31:40
Churyk's previous interview has no date01:31:42
the kitten was one of the first to receive it01:31:44
The Nobel Prize for proving what01:31:45
no matter how mathematical01:31:48
irrational reasoning we will01:31:50
still make decisions emotionally because01:31:52
think about what emotions you create in01:31:55
teams and only please01:32:06
then depending on how you say01:32:09
I will hear if you want to help me01:32:12
I can humiliate you, give an example01:32:18
Yes, I can say when I really appreciate it01:32:20
You will hear the information twice more01:32:24
mistakes and I won't be able to put you in projects01:32:28
none turn on You got me idiot01:32:30
heartbreaking information is valuable He has01:32:33
understand that he needs to change a little01:32:36
But it doesn't matter anymore01:32:38
he didn't hear because he was caught by threehorns01:32:40
form Well, actually intonation yes through01:32:44
the very words Albert migrabya this formula we01:32:48
perceive only 7% of the information, record it01:32:51
you are trying to crucify the team01:32:54
you say that there are goals ahead of us01:32:56
changes all we do a great job but01:32:59
it will depend on how you say it01:33:01
what they want from this information01:33:03
make 7% only words 93% facial expressions gestures01:33:08
intonation yes they will determine01:33:10
reaction you wanted or ask something01:33:20
Yes, when you have a resource, I am very much with you01:33:23
agree when you are in the resource when you01:33:26
realized when you have the strength to sleep01:33:29
you can understand what a person is now01:33:32
disappointed angry irritated01:33:34
worries because he says so because to01:33:37
example from the emotional point of view01:33:38
competence, any aggression is01:33:40
defensive reaction Yes and when we this01:33:42
we understand that when a person manifests01:33:44
aggression, we understand that she is angry01:33:46
so she needs to be helped, but how often01:33:49
We think about helping a person who is01:33:52
we were rarely rattled during peacetime01:33:54
we will talk about management01:33:57
there is understanding yes And now I am like01:34:00
I want to tell the managers what we need01:34:02
follow what form we are in01:34:05
we communicate and interact because for01:34:07
people will be exhausted and tired01:34:09
decisive in that they will hear01:34:11
Well, I think we spend the same time01:34:14
trainings of emotional intelligence so as not01:34:17
only the Managers monitored it and01:34:20
subject to also that there were cases when01:34:22
and the subordinate can be now more in01:34:26
better condition to help the manager 10001:34:28
500% Yes, thank you very much. It is very valuable to me01:34:32
nice to find an opportunity for01:34:33
such exercises. Thank you colleagues01:34:37
it's a conscious experience and that's it01:34:40
empathy will help you stay critical01:34:43
thinking and let's dispel the myths first01:34:44
empathy - It's not about wanting01:34:47
help, we are afraid to show empathy01:34:50
because it seems to us that we don't have it01:34:51
there will be enough strength to help everyone with this01:34:53
moreover, we have such a term he01:34:55
which appeared during these 17 months01:34:57
it is called the disability of colleagues01:35:00
they started coming to you with01:35:02
you started to solve everything with questions and01:35:05
at some point they found themselves in a situation where01:35:07
you decide everything when your colleagues don't at all01:35:11
have no active position for01:35:14
solving the problem that they have01:35:15
meaning and they come to you before and01:35:18
You charm everyone else. Yes, and so on01:35:21
disability we felt sorry for them I should have01:35:25
more resource and we have grown now in01:35:28
some teams have such an environment where01:35:31
people don't want any solutions at all01:35:32
accept because they are used to having us in them01:35:35
empathy - It's not about justifying actions01:35:38
it's about wanting to understand why01:35:42
therefore, this Decision was the only one01:35:45
acceptable for a person Why in that state01:35:47
It was the only thing a person could do01:35:50
empathy is not about forgiving everyone01:35:53
you went to work there were unhappy people01:35:56
they are sad and upset and you get nothing from them01:35:59
demanded because my So it's hard for them not to01:36:02
you have to touch them, I will do everything myself empathy01:36:05
once again about understanding what01:36:07
colleagues feel and know what's in it01:36:10
able to expect from them and through01:36:12
build understanding and not accusations01:36:15
trust01:36:17
remember the moment, let's be a little lyrical01:36:19
performance, after all, love always has a place01:36:22
about your first love and let it be01:36:24
it was somehow not very happy for you there on the 14th01:36:27
8-15 years old, you have a very first love01:36:32
strong01:36:35
love at some point you eh you01:36:39
informs about what we will surely be01:36:41
break up with you01:36:44
and you, the tragedy of which the world has not yet seen Well01:36:48
because at the age of 14 you already understood exactly01:36:51
that this is not all life and better or better01:36:54
and there is no, you come home and pour01:36:57
pillow with tears01:37:00
Cry out loud Well, because life is already01:37:02
after all, what is life after 14 if not with him01:37:05
or mother does not come to you with her or01:37:08
dad01:37:09
and says Donya What is a mother Everything is a slipper01:37:13
life has disappeared and everything is so cool01:37:16
began And now there will be nothing why01:37:19
Well, because that's how we parted and mom tells you01:37:22
donya Listen, you will still have 50 of them gone01:37:25
it's better to make cool cheesecakes like this01:37:28
tell me if anyone knows01:37:30
the person in the world who says that I am sour cream01:37:34
I will01:37:36
no but you know why Because at the moment when01:37:40
we feel strong emotional01:37:42
experience, we are not able to understand it01:37:45
rethink nature or something else01:37:48
where you heard a pause in the interview, that's what01:37:52
you are saved when you understand that a person01:37:54
your colleagues are in a strong emotional state01:37:57
you know, now there is no point in talking about something01:38:00
them to say what to prove to everyone pause where01:38:02
they can calm down and calm down01:38:04
I will be able to enter into some kind of interaction yes01:38:07
empathy is not only about the emotions of others01:38:10
and this one is about the ability to manage your own01:38:12
emotional states Can we01:38:14
manage emotions Let's do it01:38:18
about conventional signs01:38:20
Yes, it would be cool. Imagine how it would be01:38:24
it looked like a brick was flying at his head01:38:28
you look at her think So what I01:38:30
now I choose to be surprised01:38:33
see what it is made of, because it is necessary01:38:35
to rebuild the house there after the arrival yes01:38:38
think where she is from, wonder where they are01:38:41
produce or why it started in the sky01:38:42
you don't do that when flying cycles01:38:45
you have an emotion of fear on your head01:38:48
instinct to save life and jump out01:38:51
yes or no, that's why we are emotions at the same time01:38:55
we can't control why Because we already have01:38:58
we have already dealt with what happened01:39:00
we feel fear, we already feel it01:39:03
anger we already feel aggression than we01:39:07
friends, we must learn to manage these states01:39:10
emotional and now that I felt it and01:39:12
now when I get angry what choice can I make01:39:16
to do other than to get angry or01:39:19
show aggression, record the answer01:39:21
Please tell yourself that this is not a question01:39:23
stop getting angry immediately because in a state01:39:26
when we feel this emotion we are not about01:39:28
that we do not think otherwise is the question01:39:30
to realize what is with me now01:39:32
what happens is that I feel as such Mine01:39:35
the condition provokes to which we her behavior and01:39:37
choose effective behavior01:39:40
more We have a few more myths about empathy01:39:43
sympathy and of course when it comes to01:39:46
members of your team or your01:39:48
Department they have you milk but in01:39:51
The neighbor doesn't care why01:39:53
what happens in the brain of those people subconsciously01:39:57
which are connected with us our social01:40:00
the environment defines such as are better than01:40:03
others01:40:04
it's a banal such a bais prejudice why01:40:07
because those are the people we spend the most time with01:40:10
as long as we know them, they are safe for us01:40:13
we understand what to expect from them And that's why01:40:15
we will protect their integrity as such01:40:18
when we sympathize with a person it is as if01:40:21
it's easier to empathize if it's yours there01:40:24
the child recited poems and lost three01:40:27
times We are from Cambodia What a great Kolya there01:40:30
there were small stains but nothing A01:40:32
when someone's Vanichka performs after Kolya01:40:35
you say Kol you see Vanya four times01:40:38
lost You are only three what a great man you are with01:40:41
Colleagues do the same, look forward to it01:40:44
friends that absolutely01:40:45
subconsciously when you sympathize with a colleague01:40:49
the good sense of this word is easier for you01:40:51
then to explain some of his troubles that01:40:55
that he does not succeed and when he does01:40:57
it happens that through subjective or other01:41:00
circumstances you are not a very nice person01:41:02
in the team01:41:03
then you when something doesn't happen to him01:41:06
will explain these troubles to him01:41:08
it will be more difficult for you to show reasons01:41:10
empathy, therefore, once again, empathy is01:41:13
conscious empathy notwithstanding01:41:16
your attitude towards the person you try01:41:20
to understand his condition and why he is in that condition01:41:24
he did it in one way or another, and that's it01:41:27
sympathy let's not confuse sympathy -01:41:29
it is an empathetic understanding of human feelings01:41:31
which is accompanied by altruism or01:41:34
desire to act and empathy - it's not only01:41:38
about action, empathy is not so much about action01:41:40
how much about understanding So we have three01:41:43
types of empathy we moved on to01:41:46
the most interesting thing is empathic empathy01:41:49
cognitive empathy and behavioral empathy01:41:56
behavioral empathy let's go with it01:41:58
let's start We have our personal level01:42:01
What is behavioral self-empathy?01:42:04
when it comes to I worry about that01:42:07
feel normal yes If I'm long01:42:11
I don't sleep there for a while. I'll take care of how I am01:42:13
I can make up for this story if we don't01:42:16
there was a stressful situation, I take care of that01:42:19
What mechanisms help me01:42:21
feel better next interpersonal it01:42:24
I am good and what I show in relation01:42:27
to my friends, close family colleagues, yes01:42:31
because I first of all understand how important it is01:42:33
for me, I am able to recover01:42:36
to be aware of such a need in others01:42:38
People and intergroups are cooperation01:42:40
behavioral empathy is a form of empathy01:42:44
which is expressed in specific actions further V01:42:47
we have emotional empathy, you are already talking about it01:42:49
know the basis for emotional empathy01:42:52
mirror neurons by the author01:42:55
In the 90s, he invented and realized that01:42:58
we have neurons that are responsible for what01:43:01
we feel be healthy what01:43:03
feel when we feel emotions not01:43:06
only by ourselves And we are capable01:43:09
to feel the emotions demonstrated by People with01:43:11
with which we actually interact01:43:13
it is customary to say And this is absolutely correct01:43:15
Emotions are contagious and must be monitored01:43:18
this story in us is emotional empathy01:43:20
on an inner personal level it is01:43:23
awareness I know not only my own01:43:26
emotions and the nature of their emergence01:43:29
I understand what are the triggers for me01:43:31
I can do this at the interpersonal level01:43:34
observe the emotions of people interacting01:43:37
they can also be recognized at the group level01:43:40
it is diplomacy or ethical environmental01:43:43
communication with people in different emotional01:43:46
states and let's do it again if only01:43:49
you can show emotional empathy01:43:51
greatly exhaust their emotional system01:43:54
and at a certain time come to emotional01:43:56
exhaustion ti or distancing and01:43:58
ultimately cognitive empathy01:44:02
This is about when we are able to understand01:44:06
the nature of other people's houses as they are on01:44:09
it affects us, we understand What feels01:44:11
another person what she is thinking about now01:44:13
what cognitive empathy is needed to01:44:16
know what to expect at this moment01:44:19
from a person what he will do for what01:44:21
she is inclined not to condemn this one01:44:25
behavior and to understand its nature01:44:28
cognitive empathy friends is not a skill01:44:30
Feeling it means that we can it01:44:33
we can train and we research and01:44:36
develop Yes and cognitive empathy01:44:39
involves a logical understanding of experiences01:44:41
another without response or sympathy it01:44:45
when in communication you communicate with01:44:47
a person knows that something is wrong with her01:44:48
is happening, she is very worried01:44:50
to behave very actively or aggressively A01:44:53
it does not include you because you understand01:44:55
that you are adequate to her situation01:44:58
personal circumstances behavior01:45:00
cognitive empathy allows you to01:45:03
Put yourself in another person's shoes01:45:05
one purpose to help him or her in01:45:09
rise from this situation Get out of this01:45:11
situations when you show cognitive01:45:14
you have no emotional empathy01:45:18
and then you have critical thinking01:45:21
analytical thinking cognitive abilities01:45:23
you save yes well and let's go01:45:26
the key story about what will be01:45:29
empathy is now appropriate and useful will help01:45:32
you to maintain efficiency01:45:34
commands to manage their states01:45:36
manage results and interaction it01:45:39
a good combination of high cognitive01:45:42
empathy and low emotional01:45:45
Because when you manifest all the time01:45:49
emotional empathy you will be cool01:45:52
a friend but not a very effective leader01:45:55
When you will manifest all the time only01:45:58
high cognitive empathy without absolute01:46:01
emotional Yes, you will be what they call01:46:04
dry does not think indifferent people will01:46:07
they will turn away from you01:46:09
be afraid When you manifest01:46:12
high level of cognitive empathy01:46:14
a low level of emotional will be significant to you01:46:16
it is easier to understand your people what is wrong with them01:46:19
What emotions are they experiencing?01:46:22
and you can keep your cool01:46:25
emotional state to help them accept01:46:28
rational decisions therefore Follow any01:46:30
affection01:46:31
realized by how you manifest01:46:34
Empathize with the world Follow consciously01:46:37
so that you don't get burned every time with people01:46:39
it means to understand Yes, what to split01:46:43
to separate emotional experiences and01:46:46
the context of the person from you to observe01:46:48
according to this story, the tool is the last01:46:50
which wants to give you this mental balcony01:46:53
they say you watch movies there01:46:56
there it says like breathe or pop and water01:46:58
the mental balcony allows us01:47:01
to return to the moment and01:47:04
consciously make decisions and react01:47:07
means when there is a conversation01:47:09
or brainstorm table interaction or01:47:12
something else we often When we enter some01:47:15
we are no longer able to control the emotion01:47:17
thoughts make our heart beat faster01:47:19
we begin to unravel our own01:47:22
thoughts and we already act effectively when01:47:25
we go out to the mental balcony conditionally01:47:27
it is very important that you during the meeting01:47:29
they didn't say Wait, I need to go to the balcony01:47:31
Katya said I will be here in five minutes01:47:33
I will return Yes, at the moment of the conversation you01:47:35
imagine friends What are you watching or01:47:39
watching what is happening with01:47:42
on the second floor, you can see everything, and you can see it01:47:47
your favorite hero. Who is the director you are?01:47:51
directs how this hero is doing now and in01:47:54
the moment you start going out there with01:47:57
get angry01:47:59
to speak aggressively01:48:01
You close yourself off from communication with yourself01:48:03
balcony as a director to your favorite hero01:48:06
you can say Natal You are strong now01:48:08
you are exaggerating your reaction to everything01:48:11
only said These are the words And you made them up01:48:14
from this some history or natal when you01:48:17
that's how you talk to people, then this one does not add to them01:48:20
desire to help and support you01:48:23
Natal, you and I know what we think01:48:25
otherwise, let's assume that someone else is different01:48:28
thought also has a place to be and when you time01:48:31
from time to time go to the mental balcony and01:48:34
without being aware of your own thoughts01:48:37
you can easily let go of those that don't01:48:40
useful ones that start you some01:48:42
reactions Yes and allow yourself to move01:48:45
make decisions under the influence of effective01:48:47
thoughts are those that will help you01:48:50
realize the set goals I want us01:48:54
Finally, I wish you as much as possible01:48:56
the time when we were in charge passed faster01:48:59
only joy because it is honest01:49:02
very energy-intensive emotion you can not with01:49:04
monday to friday to laugh and say01:49:07
team we will do everything and feel at01:49:10
therefore great happiness because for joy01:49:12
the brain needs a lot of energy normally01:49:15
from time to time I miss you and me01:49:17
dear, I wish to be in as soon as possible01:49:20
the time when we ruled joy01:49:23
and that by the time he is our victory01:49:27
it will happen that you and I had the power of inspiration01:49:30
and the desire to control one's reactions01:49:33
for the sake of one story01:49:38
our humanity, care, support, that's how01:49:41
we help support save Me01:49:45
seems sometimes more important than01:49:48
the external aid we receive01:49:50
Therefore, we need to store cold and01:49:52
healthy mind And this is about our cognitive01:49:55
empathy and follow their own01:49:58
resources because once again you can't01:50:00
give other people what you don't have yourself01:50:02
And to dream incessantly because that's what dreams are01:50:06
that triggers our desire to act01:50:09
I wish dreams with you soon Victory and01:50:12
endless interest to continue01:50:14
to explore one's own humanity because01:50:16
it seems to me that she is in many ways01:50:19
will help us get closer to victory01:50:21
rebuild and continue to live your life01:50:24
life is so short such prices that01:50:27
every minute of it is worth it for us01:50:30
enjoyed it, thank you very much01:50:32
colleagues01:50:38
Natalya Kadyan is fantastic, and you have 501:50:42
minutes to ask Natalie a question I think01:50:44
that they are formulated by you01:50:46
please take advantage of this opportunity01:50:49
an incredible opportunity to ask questions a01:50:52
while you are formulating, you can have Natalya with you01:50:54
I ask01:50:57
you said very important things about the new one01:51:00
form of leadership We are just practically the whole01:51:02
today's context will be01:51:04
discuss this leadership twine Yes and01:51:07
Natalya was talking about a wonderful formula01:51:10
cognitive empathy effective empathy01:51:12
which we use I think we are in01:51:14
in principle, we keep thanks to such groups01:51:16
because Natalya was with us last year in01:51:18
March came to our project like you and01:51:21
helped us, we studied during this01:51:24
year with Natalya on our modules and we this one01:51:26
formulas were also taken into work And when this one01:51:28
the formula doesn't work, I'll tell you here01:51:31
with Olya Chekhmenyova, with Olga, there is in general01:51:35
such a kindred trait of Olya even01:51:38
beautiful tattoos such you know internal01:51:40
dragon, but you immediately said what they are01:51:43
Drakari Here he worked and everything and Natalya01:51:45
today01:51:47
I noticed that emotions cannot be controlled01:51:49
and when cognitive empathy is not01:51:53
works and really wishes it didn't01:51:55
works, what to do in this case, how01:51:57
to find out what is not working is possible there are certain01:52:00
tools that can be taken to work01:52:02
the first key lan when you already want01:52:05
when you realize it, it will work when01:52:08
not working When we can even not01:52:10
to be aware that it is taking place01:52:12
be and can be used when we01:52:14
exhausted, why am I drowning for what is yours?01:52:18
mental health and physical health it01:52:20
the key to successful management because01:52:22
when cognitive abilities are impaired when01:52:26
you can't even think01:52:28
it hurts, what kind of cognitive empathy are you01:52:31
only then do you begin to act affectively01:52:33
therefore, the basic need for leaders now is as01:52:36
never put your own first01:52:39
own feelings, own mental state01:52:41
psychological state because precisely because of that01:52:43
in what state you are, you will be one way or another01:52:46
react to what is happening to him01:52:48
exhaustion is usually terribly tired01:52:51
lack of any rest - This01:52:53
those things that will certainly lead you to01:52:55
the point where you say what kind of empathy there is01:52:58
cognitive only You leave me alone01:53:01
Do you have any questions for Natalie?01:53:07
good day, thank you for being so lively01:53:09
presentation in context01:53:13
effective01:53:14
interaction with employees with colleagues from01:53:17
as a team, you said that you need to understand01:53:20
what exactly motivates them the way they are01:53:23
switch You can give some01:53:25
specific examples are not so banal01:53:28
questions that will help with this Well, let's go01:53:32
it's not banal, it's not the one that starts01:53:35
words that motivate you Let's do better01:53:38
I will give you a small tool. It will do01:53:40
to all people it is about 5 basic triggers01:53:44
through which the brain determines the reward or01:53:48
the threat interacts with the brain that we need01:53:51
know what motivation is when the brain01:53:53
feels that where I am doing something to me01:53:56
for that it will be good, he will go there01:53:57
spend energy where he feels what01:54:00
if I do so, something bad will happen to me01:54:02
he will not feel i.e. basic01:54:04
history brain 24 hours a day and not01:54:08
during the day it only scans the surroundings for an object01:54:10
threats or rewards01:54:14
you know him as a fortune teller now in tiktok01:54:17
if you don't open it, someone is sitting there01:54:19
Natalya, there is a brain waiting for you ahead01:54:22
The trigger and he, like a fortune teller, says what it is01:54:24
means the basic triggers that each has01:54:27
person regardless of age and number01:54:28
education01:54:32
the first is status01:54:35
let's immediately be Ukrainian status01:54:38
status01:54:40
means As soon as you are in communication01:54:42
interaction creates a feeling in a person01:54:44
I do not mean threat and status01:54:47
position is how she thinks about herself before01:54:50
example, I'm joking now, I'll go ahead01:54:53
I'm sorry because you still have a whole day to work01:54:55
so that you don't get offended now, don't go to that one01:54:57
Imagine that I start ours with you01:54:59
training or lectures leaving the stage01:55:02
I say01:55:03
That's what I'm working on now01:55:07
emotional competence such as Good day01:55:09
sit normally What are you that01:55:11
are you smiling too, take my notebooks and01:55:14
write and if as soon as you feel the least01:55:17
status threat brain Such So what01:55:20
you start writing in the chat as an organizer01:55:22
What is it What kind of woman in communication is it01:55:25
we can create a sense of threat by01:55:28
status that is very demotivating when we01:55:30
we don't give a person space for that01:55:34
to, for example, set the task Yes and you01:55:37
you say see you do What is it like that, children01:55:39
you will come and report to me And here you are01:55:42
get at the end he says you can not01:55:45
and if I when you are in my place then01:55:48
you will talk about it, it kills motivation01:55:50
when you put how you can give motivation01:55:53
develop motivation for the first trigger01:55:55
by status when you say what is needed01:55:58
have at the end of And ask the person and01:56:00
you say Listen, this is your topic. I'm not here very much01:56:03
You think what can be done about it when you01:56:06
raising the status through questions01:56:08
a request for advice is motivation01:56:10
the next level of certainty is hundreds01:56:13
Definition01:56:16
which strongly motivates people now01:56:19
understanding what will happen to them01:56:21
happen tomorrow because in general01:56:23
context Ukrainians cannot now01:56:25
plan ahead for anything at work01:56:28
we are currently looking for certainty that01:56:31
will greatly motivate your colleagues01:56:33
If you systematically talk to them01:56:35
about plans and show what they are01:56:37
occur this support determination How01:56:41
you can feel very tentatively that it is01:56:44
works at the level of the brain I tell you Now01:56:45
phrase Life is not a field to live01:56:48
of course, as you know, He determines the brain01:56:51
it is important for him to know in advance what will happen01:56:53
happen therefore motivation works when01:56:56
by01:56:57
you give people system communication01:56:58
understanding What we do today tomorrow01:57:01
what will we do next day after tomorrow01:57:04
autonomy the right to choose autonomy01:57:09
this need is sewn into us evolutionary01:57:11
that when we left the Cave and on us01:57:13
I watched everything for the teeth of the tiger, we need it01:57:14
mother was critical for survival01:57:17
the ability to make a quick choice to flee01:57:19
attack die when you give people01:57:22
a little Freedom in what and how they are01:57:25
can do it helps a lot01:57:27
it has a huge impact on motivation01:57:29
the next component relay or01:57:31
communication with other people communication with others01:57:34
by people01:57:36
directly related to our basic01:57:38
instincts of the brain work day and night01:57:41
to realize three basic needs01:57:43
survival is the second01:57:46
men enter01:57:49
the men entered01:57:51
reproduction or transmission of genius01:57:54
further, yes, from the point of view of evolution, we are with you01:57:56
let's not be carriers of gene transmitters01:57:58
to forget about studying there and about hardyoks01:58:01
Nothing is said. Yes, and the third01:58:02
hierarchical instinct is the development of that01:58:05
connection with other people is the right time01:58:08
our second instinct is sexual01:58:10
instinct is vital for us to feel01:58:13
its ugliness is socially significant for01:58:16
us environment therefore any comparisons01:58:19
colleagues among themselves, this is a terrible demotivation and01:58:22
causes internal conflicts01:58:23
departments that work better nothing01:58:26
other than creating competition between01:58:28
Departments do not do useful when01:58:30
you compare a person with his own successes in01:58:34
in the past it greatly adds to the development of when01:58:36
you explain when you don't have them01:58:39
nice people in the team you are equal01:58:42
evenly distribute invest your01:58:44
attention is motivated by the most complicated story01:58:47
from triggers that trigger sensations01:58:49
motivation, all threats are justice01:58:51
fens justice01:58:55
justice01:58:58
justice of this Why she01:59:00
the most difficult because it is subjective01:59:02
ever met a person who three01:59:04
years Works So you in the end01:59:06
you can't stand it anymore, you fire her01:59:08
she says, listen, it's real. Thank you. Well, I am01:59:12
real How long have you put up with me? I am three01:59:14
Well, she did almost nothing01:59:15
thanks to your decision I will learn now01:59:18
what is responsibility01:59:20
why you will not meet such a person anywhere01:59:22
because we will always protect our own01:59:24
interests are very important and well typical01:59:27
justice is evolutionarily sewn01:59:29
today is about your ability01:59:31
explain the nature of the solution which01:59:34
accepted regarding the person, team and work01:59:37
when you explain to people why it is accepted01:59:41
such a solution was tried01:59:43
to do what it is due to what it is01:59:45
the only one that can work today is this01:59:48
adds a sense of justice Well01:59:50
finally, the motivation that involves us to act01:59:54
sense of achievement of goals because when we01:59:57
today we are talking about 10 years after which02:00:00
we want to occupy some place, it's nothing02:00:02
nothing to do with motivation when we02:00:04
let's say today what we have to do on02:00:06
this week and the brain feels what if I02:00:10
I will do the first, the second, the third, I will implement02:00:12
this is where motivation appears02:00:16
- it's about the feeling of achieving goals02:00:22
Please tell me if I answered yours02:00:24
question Thank you for your question02:00:26
laska Good day. Thank you for your speech V02:00:30
I have a question about effective02:00:32
Empathy of managers as managers in me02:00:36
the team also has six managers02:00:38
I understand that theirs02:00:40
emotional empathy is higher than cognitive empathy02:00:42
give me advice on how to develop mine02:00:46
the team that we together raised more02:00:48
cognitive than emotional empathy if02:00:51
seriously, this is my emotional literacy02:00:54
you now have a very simple life example02:00:56
non-specific You will understand what it is about When02:00:58
I went to California to study in02:01:00
business school at Stanford I lived in a family02:01:03
where was the child, she was four years old02:01:05
Emily and in gratitude for the fact that I could02:01:09
them to live from time to time Emily I drove in02:01:11
She and I became friends in kindergarten02:01:13
weeks of my stay and even before that02:01:15
how to go home and was very upset02:01:17
I missed my son here02:01:19
a lot of very hard training came02:01:22
I go home very, very upset and will remind you02:01:24
dear 4 years she approaches me and02:01:26
says Katyusha foodshep Why You So Shot type02:01:31
Why are you so upset, what's wrong with you02:01:33
happened and I absolutely sincerely continued02:01:37
when I think about something of my own, I say my name is me02:01:39
I don't know everything, okay, she continues to tell me02:01:41
four years. No, I'm just like you02:01:45
you speak, I see that you are upset, I say I could02:01:49
Thanks, but I really don't know02:01:51
and a 4-year-old child who goes to kindergarten02:01:54
He gives me out and says, Hm, it's very strange, and us02:01:58
they teach that when you feel something, you have it02:02:01
to understand Why it is so and it happened to me02:02:05
a lesson about the fact that we live 95% of the time a02:02:09
in automatic thoughts and reactions and when02:02:11
we will begin to study emotional literacy02:02:14
what triggers set you off02:02:16
empathy that the emotion of empathy we02:02:19
we feel through mirror neurons and02:02:20
when you feel bad, I want to calm you down02:02:23
you know why Because you are a source for me02:02:26
bad emotions and this skill02:02:28
stand back and understand the nature of why02:02:31
emotions arise why desire arises02:02:33
calm or support you very much02:02:36
It will help people manage what we can02:02:38
we understand if there is no understanding itself02:02:41
concepts of nature and emotion as their brain02:02:43
generates hope about what we can02:02:46
learning to manage it is not very good02:02:48
I would do emotional literacy now02:02:50
letters are taught at school along with the alphabet02:02:54
I would teach emotional literacy to read02:02:57
so that we distinguish because for example02:02:58
prerequisites of the emotional state of being hungry02:03:00
but a person is more inclined in several dozen02:03:04
times to an aggressive reaction02:03:07
Yes, and then I understand that I want him now02:03:09
kill not because his words on it02:03:11
deserve and I'm on a diet02:03:14
yes, that's why I haven't eaten for three days and I dream about02:03:17
pizza there or something else because it's emotional02:03:19
literacy I will very much ask you this02:03:22
invest time and money with teams02:03:24
Well thank you02:03:28
for the main message that you are today02:03:32
you should take And I see what you wrote02:03:34
almost entirely your notebooks Thank you02:03:36
Nataliya because It is fantastically many02:03:39
tools that you can simply take and02:03:42
work on yourself and with people in02:03:43
teams and Natalya said an important phrase02:03:46
you can only control what you are02:03:48
you understand, that's why I thank Natalie for what she is02:03:50
today brought you closer to understanding yourself02:03:52
and to the understanding of the people around me, I sincerely thank you02:03:54
colleagues, thank you02:03:59
Well, I think that you have prepared like that, yes02:04:01
you have such a cognitive load02:04:04
It's nice that you have such a brain02:04:06
feel Well, because it is generally like that02:04:08
the effect of Natalya Kady She really and02:04:10
helps and makes possible so02:04:14
approach it02:04:16
tool for this simulator Yes and02:04:19
after such instructions, it becomes easy for Natalie02:04:22
Yes, only if you constantly work with it02:04:25
material And I will tell you that we02:04:27
your records will help and we will help02:04:29
notepad and keep these notes close by02:04:31
themselves because they really help Well02:04:34
and now we will have an important conversation02:04:38
will be in the questions it will be an interview with02:04:41
a psychologist psychiatrist with a business coach02:04:45
with a person we call a doctor for02:04:48
business with Yevhen Humenchuk, who is02:04:51
founders of the company Hetmanchuk Gru02:04:54
and he really is a doctor for the yaki company02:04:57
invited to the most special occasions02:04:59
when nothing else works02:05:02
Zhenya called his interview and our conversation02:05:06
as if during Nataliya Kadi's performance02:05:09
presumption of emotional incompetence and02:05:13
we have added such certain leitmotifs as 1002:05:16
questions to leaders who have long wanted but02:05:19
were ashamed to ask So Yevhen Hetmanchuk02:05:24
[music]02:05:31
Well, Yevhen's interview is such a pleasure02:05:35
today I have So Zhenya we talked02:05:38
generally about certain issues that we will02:05:40
discuss I will ask please no02:05:44
Hurry up, because Zhenya says very important things02:05:46
they should be realized because02:05:49
is called to fasten the belts and the first02:05:52
question02:05:54
of course this is the basic from which we02:05:57
let's start with what it turns out to be02:06:00
emotional immaturity of the manager as a person02:06:03
the manager can diagnose himself02:06:05
emotional immaturity02:06:08
Here you know I started a little far. Let's go02:06:12
let's leave the leaders alone, let's leave the02:06:15
take it easy and let's look into the depths of it02:06:18
the perfect storm in which we found ourselves02:06:20
the microphone can be closer and we will look at it02:06:23
the depth of that perfect storm among02:06:25
which we and I are in general02:06:27
now I will not talk about Ukraine, not about ours02:06:30
a war with Russia is not a confrontation there02:06:32
of the Western world and about the planet in general02:06:34
Earth is so interesting philosopher Forte Jose02:06:37
artega and gasset he in the 30s02:06:40
last century, that is, almost 100 years02:06:42
ago formulated02:06:44
such a concept as a mass person and he02:06:48
I saw that this person appeared en masse02:06:50
on stage And we now live in times when02:06:53
we are all And this person is massive and that is02:06:57
certain phenomena occur with us and with02:06:59
our subordinates with our managers from02:07:01
our partners and that's it02:07:04
formulated several such markers there02:07:06
First of all, she considers this person mass02:07:09
that life should be easy and Everything02:07:12
should be given easily Everything should be02:07:14
you don't need to strain when you're high, everything is fine02:07:17
well, you can see it there in some markets02:07:19
as there is a queue of recruiters behind the candidate02:07:23
and people really have such a feeling that02:07:25
life should be like this after all02:07:27
er, such complacency, that is, I am like that02:07:30
I don't need what I need to grow02:07:33
to change Love yourself as you are A02:07:36
you don't have Bach, you have Fitcha Ti02:07:39
toxic Well, that's fine. You're a toxic Narcissist02:07:41
Well, then you have a leadership style02:07:43
toxic narcissist and everything is fine, that is02:07:45
Well, the world must bend under you02:07:48
another thing is that such a person is still closed to02:07:52
correction of a change in its condition because it02:07:56
already considers himself unsurpassed and this02:07:58
such a mass phenomenon there if we02:08:00
let's see the number of housewives02:08:02
they know how to manage the state02:08:05
you want to know who will become a huge02:08:07
Ask Kyiv taxi drivers for president02:08:09
well, that is, I am tomorrow according to this barometer02:08:12
I need some kind of bookmaker02:08:15
to open an office and all these phenomena02:08:18
they do not spread to a mass person02:08:20
only on some people somewhere, it's us02:08:23
you in this audience, too, to some extent02:08:25
a person is massive, but what are the consequences for02:08:28
the business of such a person Jose arteka and gasat02:08:30
called her a-a02:08:33
mediocrity That is, this is the mediocrity of A02:08:36
the second is uh02:08:39
complacent not adults That is, it is well02:08:42
such an infantile person and she is not02:08:45
wants to develop because everything is already with her02:08:47
Okay or look at that02:08:49
happening around02:08:51
many events, many trainings and that's it02:08:54
informative foie gras yes That is, you can02:08:56
enjoy delicacies from the same table with02:08:59
another table, but it is very often not02:09:01
leads to development, that is, a person02:09:02
attends some educational activities02:09:04
informative and visiting these02:09:07
activities will support its development among themselves02:09:10
real transformations real changes but02:09:12
a person has a sense of progress and therefore when02:09:15
look at this general concept of To02:09:17
one can see certain implications for02:09:19
business For example, if in an organization02:09:21
a mass person is a general profile02:09:24
leaders of the village, what is happening02:09:27
reverse selection i.e. when I for example02:09:30
toxic Narcissus I don't want anyone02:09:33
to see someone nearby who will question02:09:36
my competence I will be all kinds there02:09:39
ways to remain the most beautiful02:09:42
the most beautiful, the most competent, and that02:09:44
not exactly good for the organization Yes I don't02:09:47
I will be tolerant of other people's opinions02:09:50
as the crisis showed, those turned out to be good02:09:52
companies that were a little paranoid and02:09:55
were preparing a little for various developments02:09:57
variants of events, yes, that is, important people from02:10:01
different minds with different02:10:03
cufflinks with different views02:10:05
unreality And for example, to say the least02:10:07
about the intere business then Look at only02:10:10
one characteristic that can resist02:10:12
the profile of a person by mass, a mature person is like that02:10:17
psychological emotional maturity when02:10:20
two parallel things happen to a person02:10:22
processes growing understanding of own zones02:10:25
development and growing tolerance to02:10:29
problems or wat- other people when you02:10:34
you become more tolerant of others and02:10:36
At the same time, he is more demanding of himself02:10:39
this is a completely different opposite picture and these02:10:42
this difference is so great that it02:10:44
a completely different medical center, but the consequences02:10:47
for business that will be That is, where there are people02:10:49
demands from themselves that they are tolerant of others02:10:52
and there will be a leadership sideboard, it will be02:10:54
team development This will be the development of the whole02:10:56
organization is completely different02:10:59
business consequences And for example what02:11:01
I would like to convey And this can be everything02:11:04
seem somehow so abstract02:11:06
spherical, but for example there are company cases02:11:09
which I work for, for example, today02:11:11
I have pleasure and led a to do02:11:14
sent to the company in which it is located02:11:17
worked for a while and all these concepts02:11:20
which I am talking about, they were embodied in02:11:22
this organization and it has quite interesting02:11:24
business results business consequence That is02:11:27
you can look at it in this way that02:11:30
emotions presumption of emotional immaturity02:11:33
it is by default because we live in02:11:35
society built from mass people02:11:39
it is possible to name the following three diagnoses02:11:42
emotional immaturity it can be Well02:11:44
line manager it can be SEO02:11:46
company or can be your own company02:11:48
Everyone sometimes has a hard time02:11:51
you need to make a certain diagnosis for yourself and02:11:54
to understand that in certain actions I lead02:11:56
emotionally mature02:11:58
this is, first of all, the confidence that I am for sure02:12:01
right02:12:03
if there is such a feeling, then it is already certain02:12:06
not okna, that is, if a person is not capable02:12:09
to doubt one's own actions in one's own02:12:11
position to question it to check02:12:14
use other people for this02:12:16
to verify one's own opinion and not02:12:19
is able to reflect on its state02:12:21
emotional immaturity is the second02:12:25
let This let it be such confidence02:12:28
in that I am definitely self-sufficient02:12:31
energetic Alpha leaders I know for sure02:12:33
I don't have the nerve to take everyone anywhere02:12:35
breakdowns, I keep my emotions in my fist02:12:38
I can't afford to be vulnerable02:12:40
such as how I don't know how Superman and02:12:43
Superman is only better in his prime02:12:45
yes02:12:47
and I know everything Superhero But I don't02:12:50
need help02:12:52
I help everyone when in the resource when02:12:54
Superheroes, well02:12:56
And so I don't need help, I don't02:12:59
I can use the help of others there02:13:01
Zhenya, you have already started to help yourself02:13:04
to talk about how in principle is emotional02:13:07
maturity does not affect work after all02:13:09
here is the main trap of being so immature02:13:12
emotional behavior of a manager in business02:13:14
for the team, it's easy to keep in mind02:13:17
that our dear participants in the hall and in02:13:20
online ones could also in a certain way02:13:22
diagnose catch grab this02:13:25
symptom02:13:26
were, for example, I am a mass person, I do not see02:13:29
other people's suffering or I am closed to02:13:32
this is when I understand my own soul02:13:34
feel my own emotions one day I can02:13:38
To wake up and see that I live in the world02:13:40
there are all billions of people in each of02:13:43
each of them has its own tragedy02:13:45
something actually hurts when I understand what02:13:47
I can hurt one of my subordinates02:13:50
to help him with something, to offer something02:13:52
and return a person to a resourceful state, that is02:13:55
a person will no longer be there somewhere and someday02:13:58
to experience one's own suffering And she can02:14:01
to be more effective in business And when02:14:04
she is balanced when she is more02:14:06
happy when she is more emotional mature02:14:09
She begins to care about others yes02:14:11
that is, such an element appears as02:14:13
service yes, that is, well, the sideboard is the leader's about02:14:16
which has already been said a lot, but this02:14:19
such a variable in the worldview should02:14:22
to happen namely Well, these are the most difficult changes02:14:26
because Look there any cuff02:14:28
for example So the same in which of02:14:31
the first of the value and recorded that people02:14:33
more important than the processes of first appearance02:14:35
Ajeilu had a complete regression when02:14:38
now, after all, realists say No processes02:14:40
more important than people and build digital02:14:42
concentration camps yes That is, it is no longer at all02:14:44
about humanity but when there is this change in02:14:47
the medical network is full02:14:49
transformation of the entire organization because02:14:51
people02:14:52
begin to work more efficiently02:14:54
for example, the problem of all stresses is we02:14:58
consultants do not say this at all, but02:14:59
when all the facilitators gather there02:15:01
somewhere about 98 or 99% of strategies02:15:06
ends with nothing Why Because in02:15:08
the organization does not have the energy to implement02:15:10
all those ideas that were generated02:15:12
most ideas are extinguished when it comes to speech02:15:15
about well, this is more emotionally mature02:15:18
competent leadership is also about02:15:21
taking into account one's own strengths and the strengths of one's team02:15:23
then the energy of the team increases and so does the team02:15:26
able to realize all that02:15:29
she did not generate during the procession02:15:30
For example This can also be a marker02:15:33
that is, when we talk about emotions, it is not02:15:36
some such abstract spherical horses02:15:38
Vacuum or there are rainbow-colored toys and02:15:41
butterflies on the other hand yes it's Everyone02:15:43
sometimes some are very tangible02:15:46
business decision results and consequences02:15:47
business02:15:49
Yevgena talked about the fact that the leader in02:15:54
in principle, we should be engaged in service02:15:56
I don't know if we are talking about such a term02:15:58
how relevant it is now about02:16:00
survent-leader so that A is catching up with me02:16:03
the question will be whether the leader needs02:16:06
taking into account these symptoms of emotional02:16:07
immaturity Yes I am Superheroes help me02:16:10
I don't need it, I know everything in principle02:16:12
it seems that such a leader should be. But y02:16:15
In the 20th year and even in the 22nd, many of02:16:19
experts spoke about leadership02:16:21
Vulnerability a leader can handle02:16:23
allow yourself to be vulnerable And why if02:16:26
may02:16:27
See vulnerability - this is generally a sign02:16:30
life means vulnerability and weakness02:16:32
completely different things can be vulnerable02:16:35
but it will be your strength when you just02:16:37
people see a living person in front of them02:16:39
very interesting phenomena are reflected02:16:41
for example, there is the phenomenon of the Second World War02:16:44
war When02:16:45
they took people captive, but that's how to take someone02:16:49
in captivity is a big problem with him02:16:51
you need to share your own dry and02:16:53
so he had better try to escape him02:16:55
shot while trying to escape, but there is02:16:58
the phenomenon of those people who were captured02:17:00
there passed all the stages of captivity and02:17:02
then returned to the country and this02:17:04
applies to Japanese Americans there02:17:06
Germans, and he is exactly the same on ours02:17:09
soldiers and there was such a phenomenon Why man02:17:13
When they were taken prisoner, Bo was left alive02:17:15
a person took pictures of children02:17:17
photos of his wife gave her lips02:17:20
I gave the accordion, I gave the chocolate02:17:22
cigarettes, she began to sing and told stories02:17:25
that is, the poem demonstrated emotions02:17:27
showed that she is a person and then with02:17:30
an enemy you hate and can kill02:17:32
somehow even the enemy became02:17:34
a person and another interaction took place A02:17:37
when we talk about leadership sometimes02:17:39
instead of a leader, we see such a bronze one02:17:42
a bust of the name of the narcissistic self02:17:44
polished on all sides yes A And this02:17:46
can only cause a smile, I can see how02:17:48
You smile in the hall and are exactly the same02:17:51
it evokes emotions in the kol team itself02:17:54
the team sees a living person who can also02:17:57
to experience any emotions that are faced with02:17:59
own challenges in life02:18:01
it causes respect and understanding that Well you02:18:04
and I am of the same blood, you and I are of the same blood02:18:06
our own flocks our own flocks02:18:09
tribe and we can move on That is02:18:11
it's about a completely different quality of communication02:18:14
that is, to sum up, vulnerability -02:18:18
this is a sign of life, and a person does not get bronzed02:18:22
her image and she is capable of the following02:18:26
development processes to understanding to02:18:29
awareness about which Natalya was talking about02:18:31
and in this way02:18:33
conscious leader He transmits broadcasts02:18:36
people read from him that he is a living person02:18:39
therefore, the conversation with him is alive and we are in the idea02:18:43
we enter in principle as living people and as such02:18:45
in a way it helps the team again02:18:47
Natalya spoke about an important point about02:18:49
trust and thus people who02:18:52
imbued with this trust in the team here02:18:54
What is the difference between a group and a team?02:18:57
that there is trust that the leader is alive02:19:00
aware he is not a bronze bust02:19:02
living person he tries to understand how02:19:05
you feel in which position and such02:19:07
in this way you trust him and in this way02:19:10
the command does not act as02:19:13
Cancer Pike and fish yes, that is, you have then02:19:17
the same values arise from which02:19:20
they consist of the same press word and02:19:22
energy And we didn't talk already. Well, you too02:19:25
you probably know what is translated to02:19:27
yes If we started talking Already about02:19:29
the main leader who builds together02:19:32
with owner culture it or in02:19:35
executive office, but in fact it is Chiv02:19:37
Energy offices and this term used to be ours02:19:40
Alyona Zhupikova for the first time introduced in general02:19:43
lexicon Chiv Energy offices you02:19:46
you router is responsible for energy02:19:48
energetic in the team and if you have this one02:19:51
if there is not enough energy, then it will not be there anymore02:19:54
whose main energetic router are you and02:19:58
when Zhenya and I were saying something like this02:20:00
the subject of a mass person and the image of a leader02:20:03
then We understood that siyuo is also a chief02:20:08
Eurys is a person who answers in02:20:11
principles for everything for finance for development02:20:13
business but is primarily responsible for02:20:16
people and for the energy of that02:20:19
only a living person can this energy02:20:21
produce and can share it again with02:20:24
Natalya's performance is reminded of a glass02:20:27
empower people to share water only02:20:30
if you have a glass there is water in the glass02:20:32
whence it can arise only from02:20:35
energy and energy occurs only in living things02:20:37
human Zhenya you several times02:20:41
repeated the word Narcissus toxic02:20:44
Narcissus And who are they anyway Narcissus Oh well02:20:46
in general, I think that the leaders are normal02:20:48
people do not become a leader at all - this02:20:51
such a certain deviation of a certain violation because02:20:54
normal wants to sit quietly and do nothing02:20:56
to engage Yes and Mandrit Hevris said that02:20:59
in general, sometimes nothing is needed02:21:01
do return to such you know02:21:03
extrauterine development leader he a02:21:06
maybe he needs to be a narcissist A02:21:09
maybe they teach you to be a narcissist02:21:12
such a thing02:21:14
being a narcissist is not bad and turning to02:21:17
Frying pan, which is our everything, and he has it02:21:20
the main operation is called narcissist da02:21:22
or know yourself and he says what if you02:21:25
the narcissist does not need to stop at02:21:27
half way and if you already love yourself02:21:28
to complete some good results Yes02:21:30
help those around you from the grave a02:21:33
help her to other people and you can be02:21:36
a narcissist and that's good02:21:39
I suggested the story and sat down and entered it02:21:44
leave the teams alone and watch02:21:46
about how we can change02:21:47
organization as a whole because if we can02:21:51
to seem that our crisis is like that02:21:53
unique she was not unique at all02:21:55
covid And before that there was the black plague in Europe02:21:58
the Middle Ages, which bit off about 50 a02:22:01
about 80% of the population, that is, there were challenges02:22:04
and worse than ours, and the war continues02:22:06
many years, many centuries, but it was02:22:09
100 years war between between england and02:22:12
50-70% was destroyed by France and there too02:22:15
that is, there have been crises before02:22:19
through certain challenges pass but02:22:22
let's look at such the most02:22:24
successful businesses of this world for example02:22:26
historical statistics on America me02:22:29
100 churches was very interesting02:22:31
American made more money02:22:33
rather than the top 100 American businesses, well02:22:36
that is, the church as a religion is unique02:22:39
business and now Let's leave it alone02:22:41
religious so much but generally as02:22:43
Christianity developed, that is, what is it02:22:46
a model of influence on people and a person walks with02:22:50
a group of 12 students talks about something02:22:53
then these people build02:22:54
the most successful business in history02:22:56
humanity yes and the Christian church for02:22:58
by all its denominations and about how02:23:00
primary Christianity developed Thus02:23:03
when it was like a forest fire That is it02:23:05
about the quality of communication, the quality of interaction02:23:08
which fundamentally changes people, that is, Now02:23:10
you collect taxes and then you go and02:23:13
you preach somewhere and all your life02:23:15
you do it differently, that is, I was interested02:23:18
it is this moment of fundamental change02:23:20
of a person when a person is really able to change02:23:23
own behavior and here to help us02:23:26
such interesting things are coming02:23:29
such a philosophical concept is presence02:23:32
or what cannot be conveyed by value02:23:35
khanate of lira humberg and the author and she about02:23:38
the fact that there are two such in the history of mankind02:23:41
there are extremes in the culture of perception02:23:44
for example, the culture of meaning and this is what I am02:23:46
I can also read European culture02:23:48
somewhere 500 or 400 years old is very strong02:23:50
turned to this topic, for example, I can02:23:53
read the author, which is published elsewhere there02:23:56
the edge of the globe and I understand something from that02:24:00
but while I'm reading this I02:24:03
I will temporarily stop feeling my own02:24:05
body I immerse myself in the text I will see02:24:07
these abstract symbols are something to imagine02:24:09
and this is the culture of meaning and culture02:24:12
she is present through bodily experience02:24:14
because of what is happening to my body and02:24:16
this part is a little neglected assembly02:24:20
the last 20 years can be seen as a world02:24:22
Again the Pendulum swung and he too02:24:25
comes back to the culture of presence it02:24:27
when art objects are constructed in this way02:24:29
that you are not told about the meaning of the paintings02:24:32
there about the meaning of uh02:24:34
some kind of performance you are just there02:24:36
present Yes, it's when you watch Titanic02:24:39
Someone is drowning there and you sympathize, you hear02:24:41
a splash of water near your ear and they start02:24:44
You have to tolerate and cool yourself02:24:46
that is, through presence we can02:24:48
to understand much more and for example a02:24:51
it was through presence that there was change02:24:53
worldview of people while there02:24:56
spread of primary Christianity and02:24:58
it's a good concept that works when we02:25:01
we can offer the team something like this02:25:04
a journey that can change them fundamentally and02:25:07
then we can come from a mass person02:25:09
them to a person and exclusive we can02:25:11
get those people who will02:25:14
meet the requirement that at the same time02:25:16
growing awareness of one's own zones02:25:19
development and growing tolerance to02:25:21
development zones of other people yes That is, you02:25:24
about what is needed here02:25:27
more clear about the culture of meaning02:25:29
culture of presence because it is very02:25:31
it is important now because we will still be02:25:33
talk about the multiplicity of experiences and that02:25:36
such and such a symptom and it is no longer like that02:25:38
weak as he was in the 22nd year because we02:25:42
we don't even get used to living in stress02:25:44
stress And they are in a certain chaos02:25:46
certainty, we have very different experiences02:25:49
we encounter him, sometimes we injure one02:25:52
one because we accuse something02:25:54
because we are losing a resource because of02:25:58
not understanding what and how he understands feels02:26:00
a person and now Zhenya is talking about02:26:03
culture of meaning and culture of presence02:26:06
That is why it has become a culture of presence02:26:08
so important and why there are so many now02:26:11
which companies use this02:26:13
tool through games through emersive02:26:15
theater even that see because02:26:17
for example on each pack of cigarettes02:26:20
it is written that smoking kills, well this02:26:22
culture means we know it works02:26:24
How does it affect behavior, well, no02:26:27
very yes and any information training02:26:30
with nicely constructed handouts from02:26:32
methodical materials one study for02:26:35
the other team is sitting there a little sulking02:26:38
she hid her pockets. Well, for this time, I02:26:40
I hope they will pay too, then I will02:26:42
I will continue to simulate involvement02:26:45
there in the reports to report any changes02:26:47
occur But if we want people02:26:50
exactly changed. Well, when is it now?02:26:53
little Remarka when Lana proposed02:26:56
interview format I was extremely happy about that02:26:59
that I hate slides, I just don't like them02:27:01
I can't. I don't like it and I don't use it in mine02:27:04
work, that is, for a day of work with the team02:27:05
maybe 1-2 slides or one there02:27:08
everything is drawn on the flipchart page02:27:10
other - This is exactly what happens through02:27:11
presence through dialogue through engagement02:27:14
people to agree on some topics through02:27:16
theater Through such stories when02:27:20
the life of the company is reproduced02:27:22
through the theatrical action there ie through02:27:24
any other forms that allow02:27:27
engage people in interaction02:27:30
will allow Tim to live some experience02:27:33
which will bring them up to the worldview of everything02:27:36
world view of the owner and will allow02:27:38
look at the company in a different way02:27:40
We summarize the entire interaction here02:27:42
that knowledge is not everything, that is, what02:27:46
here you will work today and give what02:27:48
you will get as much knowledge as you need02:27:50
be sure to practice with your own people02:27:53
just practice And in what way yes02:27:55
how will you teach people here02:27:58
let's say to arrange such a gym02:28:01
the hall of your companies is already yours02:28:04
skill I will ask the team to bring out now02:28:06
small such a piece from the movie I'm his02:28:09
I have loved the movie for many years02:28:12
Goodwill hunting smart hunting there is02:28:15
one point that just shows the difference02:28:18
between what you know and what you are02:28:20
do you feel at all what you experienced and me02:28:23
I think this will bring you closer to understanding02:28:25
what are we talking about02:28:29
sound02:28:33
You can give a full report on books from02:28:36
art that I read02:28:38
orange02:28:41
and you know a lot about him, his works and02:28:43
political views, relations with the Pope02:28:45
Roman sexual orientation02:28:50
but you don't know what Sistine smells like02:28:54
the chapel02:28:57
you never admired her amazing02:29:00
paintings02:29:03
I highly recommend you tonight02:29:06
Maybe tomorrow on Saturday02:29:07
devote to watching this film and02:29:10
find out how brilliant it is02:29:12
brilliant hard man through certain02:29:15
injuries due to certain emotional deficiencies02:29:17
experience can be very traumatic and02:29:19
a person who has can be unhappy02:29:22
strong influence She can make unhappy02:29:24
people around him and therefore everyone and o or u02:29:28
any manager at any level02:29:30
Middle level of any is a task02:29:33
get especially now from work02:29:36
a certain drive because of what a person will be02:29:39
to feel the meaning of your presence and02:29:43
that is, knowledge of the entire team02:29:45
not everything needs to understand how to convey it02:29:48
knowledge to transfer it to transform02:29:50
regenerate into values and transfer02:29:53
to the people who work alongside here in this02:29:55
excerpt there when you watch the movie02:29:58
This is a very, very important point, it's almost02:30:01
such The central scene of the film there is such02:30:04
little spoiler character robin02:30:07
Williams says to the person they are talking to02:30:10
a real genius But at the same time this genius02:30:12
There is a mass person. That is, it is a genius, but it is02:30:15
complete mediocrity that knows everything through02:30:17
books through culture meaning he says02:30:20
It's a very offensive thing to him that I can't do02:30:22
I can learn nothing from you that I haven't02:30:25
could take this one from the books02:30:27
illustration of the meaning of culture when a person02:30:29
the most unimportant, i.e., a person cannot be used by us02:30:31
to give something that we cannot take from02:30:34
of other sources and the culture of presence when02:30:36
we mine our own experience02:30:39
watch with experience is also very interesting02:30:41
thing We each gain experience throughout our lives02:30:43
but if it is not reflected02:30:46
we cannot use it. That is, this02:30:49
some semi-finished product And you found it02:30:51
some treasure you found gold bars you02:30:53
found diamonds, but it is not the same currency02:30:56
accepted in Silpo in ATB or02:30:59
buy on the market, yes, that is, you need it02:31:01
is to transform what you can02:31:03
use every day and for example02:31:06
through a culture of presence through02:31:08
the construction of this presence is possible02:31:11
reflect on one's own experience and this02:31:13
the main expertise is not the knowledge that We have02:31:16
we can extract from books what we are02:31:18
we feel how the scene changes reality and02:31:21
if there is a task of transition from a person02:31:24
the mass yak is closed before the yak transformation02:31:27
cannot generate good in business02:31:29
result because she is not very involved02:31:31
Well, she can imitate changes, but02:31:35
it does not really change if we02:31:37
we want real change and transformation02:31:39
then through the culture of presence it is possible02:31:42
to do and think about what we are now02:31:44
we simply live in such a time of chaos and02:31:47
Uncertainty of what to be sure of02:31:50
to be a mass person to beat absolutely02:31:52
It is simply impossible to be sure02:31:55
will definitely hurt you if especially02:31:57
you are the leader, but it will be very strong02:31:59
to injure people who are nearby02:32:03
First of all, trust is injured02:32:04
And now Zhenya has a provocative question for you02:32:07
how to manage people who are smarter than you02:32:10
Oh, this is actually a wonderful thing. We take it02:32:22
nodes in Komunisha are faster, but they are there02:32:24
in our teams as properly as such02:32:26
managing people is generally my favorite02:32:29
topic because all my clients are me02:32:31
bring thousands of different parameters and02:32:33
they are mega experts in their own topics and that02:32:37
of course it is02:32:38
the cycle of development of a team with an atakman yes02:32:41
When you take the best people out of the market they02:32:44
were mega components and made some good ones02:32:47
results in previous business a02:32:49
then they begin to quarrel with each other02:32:51
one because of which of them is more expert02:32:54
whose opinion is better And the team in general02:32:56
is included in Pique such Yes and so that02:32:59
you need to manage people who are smarter than you02:33:01
let them save face let02:33:04
be reasonable but offer some02:33:07
such a curiosity that they will not be able to02:33:09
get without you See is standard02:33:11
this is the journey of the hero's path according to Campbell well02:33:15
I am sure that everyone knows each of us02:33:17
along this path goes through certain02:33:20
transformation there, everyone has his own life02:33:22
It seems to me that it is the only one so competitive02:33:25
the advantage that business is now capable of people02:33:27
to offer Well because there to live in02:33:30
a country that is waging war and taking risks02:33:32
to die They are just brushing their teeth or po02:33:34
on the way to work Well, it's just money02:33:37
such a small compensation is possible02:33:39
offer travel and escort on02:33:41
this hero's journey when you consider02:33:43
every person what a unique being when02:33:47
You help the team move towards it02:33:49
through the hero and then you offer people02:33:52
some kind of transformation, but they don't mind02:33:55
because they understand how It serves them02:33:57
own interests Yes, when it is02:33:59
corresponds to the deeply selfish02:34:02
the motive of each person is then she02:34:04
even ready to face what she is02:34:06
will generate that bit of profit for the company and02:34:09
shareholders, i.e. young people, must be supported02:34:11
to what I talked about in the previous one02:34:13
Natalya Kadya's speech that we are acting for02:34:16
instincts and it is especially important for us02:34:18
when we have People are ambitious and intelligent02:34:20
to give them the possibility of this instinct02:34:22
hierarchies and even Well there in a certain way02:34:25
in the manner of reproduction Yes there diffusion of its own02:34:28
the experience of its importance to give it02:34:30
come true and how killer whales are trained02:34:32
example02:34:33
killer whale and killer whale - this is the apex of predators02:34:36
in the aquatic environment, for example, there is02:34:39
some textbook for divers that is needed02:34:41
What should you do if you meet a shark?02:34:43
do as someone if you are someone else02:34:45
met And if you met an orca everything02:34:48
period, there will be nothing more because02:34:50
orca is the Alpha Predator she is there02:34:52
jumps a few meters to the shore02:34:54
take away the seal carries it to himself in02:34:57
the water is played there for several hours until02:34:59
doesn't get hot like a cat and a mouse, that is02:35:01
Man vs. Orca is Well indeed there02:35:03
a mouse is a cat, but they are trained, they are trained02:35:07
and this happens precisely because02:35:10
the training coach offers this02:35:13
orcas some game that is more interesting than02:35:15
from the sacrifice of the coach, that is, it is necessary02:35:18
understand that when you are surrounded by their predators02:35:20
you have to respect them, you have to love them, but you have to02:35:23
understand how to deal with them02:35:25
offer some interesting game02:35:28
much more interesting than killing you there or not02:35:30
emotionally devalue Is there any way you are still there02:35:33
destroy the next day02:35:37
tear up the report on how to train killer whales in02:35:39
you must remember your own team02:35:42
old movie that is necessary02:35:44
to form into a yaga woman in one's own02:35:46
this is how you can train a team02:35:49
Killer whales are an interesting topic, especially now02:35:52
if we have already reached this topic, then me02:35:56
I heard your phrase that the manager can't02:35:59
to be a playing coach Why not a manager02:36:02
can be a playing coach And we now02:36:04
here we say And very loudly about such a term02:36:08
about such a Ukrainian phenomenon in general02:36:10
business and military principles of heteroarchy02:36:13
when we work small like this02:36:16
groups where there is no designated coach02:36:18
there is no defined vertical anyway02:36:21
the manager cannot be a playing coach02:36:23
See Well, that's all02:36:27
Everything can be very beautiful and interesting on the outside02:36:30
and if you offer a return questionnaire02:36:33
connection it will be The Best of the best of02:36:36
the best Ever Forever training Yes, but uh02:36:39
it will be such a brilliant imitation of an orgasm02:36:42
all with the whole team yes That is, it will be02:36:44
actually overthrowing And everyone will write that02:36:47
it was about love And when the owner is who02:36:51
interested in financial interests02:36:53
business he is under pressure and under this pressure02:36:56
the reception team will give all those promises02:37:00
what a person wants to hear but these promises02:37:03
will never be performed under pressure02:37:06
the time of the stress session carried out by the owner of e-e02:37:09
and this is a very interesting topic people will give02:37:13
some parameters that will be unattainable and02:37:16
it will form an illusion illusion of the owner or02:37:19
manager that the company is moving in02:37:21
at a good pace, and the team will be like this02:37:25
by feeling Well, there are at least three of us there02:37:27
we will live peacefully for months, he will not be02:37:30
to know that we are not moving there but02:37:32
at least for now he will leave us02:37:34
Peace will not press. That is, it is very02:37:36
it is such a dangerous story of loss02:37:40
connection with reality because when you02:37:42
you interact with people who are from you02:37:44
depend they are able to imitate02:37:47
Well, like those results, for example, us02:37:50
Why didn't the Russians conquer? Well, because02:37:53
exactly this story happened to people who02:37:55
give feedback very pressed and02:37:58
they gave an unrealistic picture and That02:38:01
in general, this is the key to understanding what02:38:03
is happening between Ukraine and Russia in our country02:38:05
humanity with a plus sign they have humanity02:38:07
with a minus sign and that's about any02:38:09
the system is about the state about business there02:38:12
humanity is always long-term02:38:14
A good investment pays off where A02:38:17
humanity comes with a minus sign there02:38:19
processes are more important than people there02:38:22
Fiasco And it's only a matter of time before if02:38:24
playing coaches and02:38:27
this star, she puts pressure on the team02:38:29
become a reality - It's just a question02:38:31
time02:38:32
i.e. managers should not spend02:38:34
strategy sessions because then people02:38:38
will simulate results simulate02:38:40
indicators to simulate the desire to achieve these02:38:43
I had several companies with indicators02:38:45
customers where the owner used to go out for some time02:38:47
on stage in front of the company and conducted02:38:50
there were motivational trainings and questionnaires02:38:53
feedback which which HR02:38:55
Chats of the department were made and there were02:38:59
chats with great feedback and02:39:01
But there were chats from Real Information02:39:04
a picture of company A and B in these chats02:39:07
no owner02:39:10
well, that is, well, this is a question, that is, if you02:39:12
if you want to have a good picture, you can02:39:14
to do but there is reality and only here02:39:17
own choice, what business do you want?02:39:19
is profitable or do you want a company02:39:23
which will support some of yours02:39:25
psychological needs02:39:29
we are approaching social02:39:31
question And I want to say that 5 minutes in02:39:33
you will be there to ask questions02:39:35
Yevgeny Hetmanchuk And I'm already returning it02:39:39
you to such a basic leight motive02:39:41
the main leitmotif Sorry for02:39:43
tautology is the motive of our forum02:39:46
rethinking we are today02:39:48
we are trying to reflect today02:39:50
to understand more how we think like us02:39:54
distinguish our emotions from states from02:39:57
our thoughts from awareness and all this is us02:40:00
we do exactly on the basis of what we02:40:03
managers that we are in business with us in02:40:05
We also have subordinates in our colleagues02:40:08
it is necessary to cooperate with them now02:40:10
to act we need to have trust in us02:40:15
read this trust and here is another one02:40:18
the trap we're going to talk about is This02:40:20
still desire especially when resource02:40:22
less to hire obedient people02:40:25
it is easier for us to work as obedient people02:40:28
said did and our decision is like Yes02:40:32
I am cool, my decision is carried out by a person02:40:34
obedient and as Natalya Kadyan told Do02:40:38
things before our speech that is so02:40:41
problem02:40:43
to form trust on what not to be02:40:45
it is scary to make a person not you02:40:48
I was afraid because Well, if she is afraid of you02:40:51
then there can be no trust here02:40:54
we really need a certain trap now02:40:57
people who will make decisions02:40:59
decision-making can be delegated and02:41:02
at the same time, sometimes the resource is not enough02:41:05
joint action with such people and therefore there is02:41:07
trap that you take to work or02:41:09
you turn a person into an obedient person02:41:11
Here's how to get out of this trap02:41:15
people who have to make decisions02:41:18
strong to make strong decisions or not02:41:21
replace them with simply obedient people02:41:23
look here, too, just what you want02:41:26
be profitable Do you want to have some02:41:30
sandbox how convenient do you want Development02:41:33
long Do you want some there comfortable02:41:36
I understand the result right now02:41:39
I am sure that many of you have children with02:41:42
for example, to teach children to tie02:41:43
shoelaces are a very simple thing to show02:41:47
and then wait until the child can do it02:41:50
repeat if you are late somewhere02:41:52
and you tie the shoelaces behind the child02:41:54
will never learn and you will buy later02:41:57
shoes with Velcro fasteners02:41:59
any but if you lose time you02:42:02
there you see that you have to leave02:42:04
you have to plan somehow in advance and02:42:06
the child learns to tie shoelaces himself02:42:08
then you understand that it is a skill02:42:10
possessed and every person wants to be mature02:42:13
Every person wants to have a good development and02:42:16
move on And that's probably fine02:42:19
The main thing is that the business can give people when02:42:21
people risk their lives just to walk more02:42:23
to work To give an opportunity to develop02:42:26
it is both a pleasure and a privilege And in general02:42:29
almost the only currency that can now02:42:32
work, well, except for money. And when you are with02:42:35
surround yourself with uncomfortable people02:42:38
can look at the situation from a very02:42:40
from different angles you can see the following02:42:43
a 360° picture of the universe, a picture of you02:42:47
industry to adapt to other changes when02:42:50
you are the only person in the system AND everyone else02:42:52
just convenient cogs you will get well02:42:55
such crisis management which on02:42:58
a short distance will give some result02:43:00
But I will destroy your business for a long time and because02:43:03
if you want to rely on people you02:43:05
psychologically mature people are needed02:43:07
adults are mature people and they never are02:43:11
they are convenient for everyone to count and everyone with02:43:13
with their individual style02:43:15
psychological and before that it is necessary02:43:16
adapt and you can be02:43:19
any glow can be anything02:43:21
a top can teach a team to interact02:43:24
with you with your individual style02:43:26
but they must be allowed to be human too and02:43:29
to be adults and develop not not to be02:43:31
convenient to serve you and allow02:43:35
the maximum possible development of which02:43:37
a person at least aspires in general02:43:40
Thanks Yevhen, you have the opportunity to ask02:43:43
Evgeny, please ask Olya Chekhmenyova02:43:46
Olya will be brought up now02:43:49
Thank you. Congratulations Yevgeny Lana my dragon how02:43:52
responded after that phrase can not02:43:55
to calm down, at least I will ask Eugene a question02:43:58
first of all, you want to know with humor02:44:00
I thought about responding after the phrase02:44:04
toxic Narcissus which was repeated02:44:07
several times is there a magic formula02:44:10
quantity02:44:12
characteristics of narcissists02:44:14
paranoid psychopathic c02:44:17
organization or na- it was emotional02:44:19
I think you don't need to answer that02:44:21
that there is no such formula02:44:24
while talking about the form we forgot about02:44:26
question now-now now now if02:44:28
to look at the organization as a third party02:44:32
the essence of which is formed due to02:44:35
interaction contact communication02:44:39
members or people in the maintenance organization as02:44:44
her emotional immaturity shows either02:44:48
this is how emotional maturity is manifested02:44:51
what is the organization and what are its behaviors02:44:54
patterns This is how I should understand whether there is a v02:44:57
healthy emotionally potions organizations or02:45:00
it's time to take your feet in your hands and run away02:45:04
to become a mass person Thank you Yevgeny02:45:07
Thanks for the question. And here are a few more questions02:45:11
And how to understand that the organization is mature02:45:13
example02:45:14
there was a new crisis there or something02:45:17
the mummy was thawed or the ice caps melted02:45:20
some new viruses appeared there02:45:22
or the orcs somehow started to mutate there02:45:24
in a new way yes And again it's like February 2402:45:29
is covid again and if sio falls in02:45:32
Sediment, for example, he is no longer emotionally02:45:35
pulls most tops does not pull02:45:38
situation in an emotionally mature company02:45:40
situational leadership is manifested and02:45:43
several people from whom it was not expected02:45:46
fill this void and drag it and02:45:49
they pull it for a long time without scratching02:45:51
it's just some kind of moral benefits02:45:53
realizing that he sat now in a knockout02:45:57
After what time will he recover and return02:45:59
And what about him? Everything is also OK. And you don't need him02:46:02
in some way there to squirm, that is, with him02:46:05
everything is fine with you, you're just in now02:46:07
resources and you can pull another person02:46:09
not in the resource can not pull as a marriage02:46:12
one is covered by another stable Yes later02:46:14
changed roles, well, ideally, yes, yes02:46:17
sometimes it happens at the same time like this one02:46:19
emotionally stable company And when you02:46:22
you understand that you don't want to be here02:46:25
to go out and not because Well here it is02:46:27
a warm swamp and because you like it02:46:30
you're high, you're driving, and well, look, there is02:46:33
such a phenomenon after the 80s02:46:37
every other one of us at the door02:46:39
Alzheimer's disease is knocking02:46:40
dementia and we will forget our faces02:46:43
we will forget to give relatives when we met02:46:46
loved ones, we will forget the name of our own02:46:48
how many children do we have and what gender are they?02:46:51
we will remember our own professional02:46:53
responsibilities is about how long we02:46:56
spent at work and how much02:46:58
significant parts of life for each of us02:47:00
so if you want to come to work02:47:02
And you or Freud seems to have had it02:47:05
formulation of what happiness is when02:47:07
in the morning you want to go to02:47:09
work, and in the evening you want to leave work02:47:11
to return home Yes, if this02:47:13
it happens and you are emotionally mature02:47:16
a healthy personality and the company you are in02:47:18
you also work ok because you are a mature person02:47:21
will not go to the place where it is made02:47:23
unhappy even for a lot of money02:47:26
Maybe then admit that you are a masochist and02:47:28
this is exactly your happiness and you are Oda02:47:31
you whine, but that's why there is such happiness02:47:33
masochistic, yes, somehow02:47:37
And you can add that in a cool company02:47:39
in a mature company, you don't degrade Kolya either02:47:42
you started to degrade when you straight02:47:44
you feel that you are less or less in something02:47:46
in general, you understand less about your business02:47:48
you understand what's happening, you must be02:47:51
where you graduate, a bad company leads to02:47:53
degradation And here we were, Zhenya, and I were talking02:47:56
I remember this moment in good company02:48:00
which develops in which people are vulnerable02:48:02
because they are alive and they are developing you02:48:05
first of all, you learn to put out fires on02:48:09
next level you learn to predict02:48:11
fire02:48:12
Well, at the third level you study in general02:48:15
to be creative and to create is incredible02:48:17
and then this is a sign that you work in02:48:21
morally healthy company therefore I think02:48:23
that we can conclude by wishing02:48:25
moral health, and Zhenya, and from you, well02:48:30
the cassette training course is great for us02:48:33
will be useful for the next meeting, thank you02:48:36
we were Yevhen Hetmanchuk02:48:40
boat psychologist and company doctor02:48:43
which fall into very severe cases and02:48:46
for the time invested in meeting with us02:48:49
great gifts from the company teahouse and02:48:52
here is this wonderful charming house on02:48:55
which you will definitely go to after the performance02:48:58
our honorable speaker you can02:49:00
join us and give gifts to our speakers02:49:03
today from this company teahouse from02:49:05
manufacturer and from people who relate to02:49:08
tea with incredible love people in love02:49:11
in tea and they pass it on to everyone02:49:13
I want to say with a mouthful in the sequel02:49:16
here is our conversation with Yevhen, and he really02:49:19
is already such a big friend of our company02:49:21
to repeat such a thought about learning because02:49:24
now it will be about teaching you now02:49:26
I'll even ask what it's called02:49:27
fasten the belts very so interesting02:49:30
the metaphor was shared by Oleksandr02:49:32
Filonenko was a famous philosopher of ours02:49:34
he is on the course02:49:36
Because I'm just going to Well, here's Zhenya and Tanya02:49:40
boiled Tanya is glad to see you and hope and02:49:43
super I just really appreciate the phrase yak02:49:47
useful not only for parents but also for children02:49:49
for teachers and for people who manage which02:49:52
they teach in the company that there is such an opinion that02:49:55
the teacher must be great for the student. That is02:49:58
what standard do you enter in Class yes or02:50:01
you enter the company as a manager and a student02:50:03
small And you are big, well, it's like that02:50:05
Pater such a paradigm should be like that, but it is02:50:08
not quite right or maybe the second one02:50:10
the option when you enter the student is small A02:50:13
you're so big you're starting to shrink02:50:15
to the level of a student and speak Well, let's go together02:50:18
we will decide with you how much 3 + 4 will be02:50:20
exactly 7 and it also does not work especially with02:50:24
teenagers because they understand that Something02:50:25
it is not what and what Filonenko advises02:50:30
says that you need to join the class in the team02:50:33
the company02:50:34
when the student is small and you are small02:50:38
but behind you is a mountain and you are basically you02:50:43
can be great But you contribute02:50:45
incredible mountain incredible knowledge02:50:48
you reveal an incredible world to this person02:50:51
something that she couldn't do without you02:50:54
open and then you are both small02:50:56
around this great mountain and with it02:51:00
mountain You understand at all And for what02:51:02
live and you understand then the most likely02:51:04
I'm talking about happiness again02:51:07
rethinking what work is now02:51:09
for us, a big support is a big drive and02:51:12
we need to learn to work with people02:51:14
so that they get happiness from work02:51:16
such as getting happiness from work02:51:19
people facing02:51:22
Artem Bykovets from02:51:25
Jelcoach and founder of the entire company02:51:28
Simple Sands because02:51:30
Artem teaches teams to work through02:51:33
question wai and I want you now02:51:36
joined this science ie02:51:38
fasten your seat belts because Artem says fast02:51:41
says matter-of-factly Says very important things and02:51:45
he also owns a very cool software02:51:48
because he is also a stand-up artist for you02:51:50
the pleasure of meeting Artem02:51:53
bull of artema02:51:58
[music]02:52:00
Hello02:52:01
I will come out in stand-up02:52:06
It's good tell me please We are here02:52:08
I didn't want to experiment with the microphone02:52:09
so that two hands are occupied with the device Because I02:52:12
I don't know who would stand02:52:14
So once two three02:52:17
maybe they are just waving something at me there02:52:21
not very okay02:52:24
online And what is written in online online02:52:27
online You can hear us02:52:29
there was a long Such a monotonous serious02:52:32
the discussion will now change the format to you02:52:35
I'll share some of the leftovers before dinner02:52:38
energy that I have after the night02:52:39
preparation of slides and a week of skating with02:52:42
a child in the camp for repair work on02:52:45
district as high as straight on the full A02:52:48
how the topic appeared the topic appeared we02:52:50
met with Lana to choose a format02:52:53
she says do you want We will do this02:52:55
blitz interview 10-15 minutes02:52:58
I ask, you will tell me, I say Sorry. What02:53:00
it is possible in 10-15 minutes. Well, I know that it is possible02:53:03
in 10-15 minutes, but that's not it02:53:05
rethinking rethinking is about02:53:08
to sit down to understand the context in general yes02:53:11
to understand why and where we are going02:53:15
are we moving or should we move there How for02:53:18
what is it for me what is it for my people And what02:53:21
keeps me and does not let me go there and seriously02:53:24
to think about it and we started about it02:53:26
speak I say I basically Usually well02:53:29
than to quickly answer a question02:53:31
I'd rather not answer02:53:33
to answer Nothing not to formulate in02:53:36
a person02:53:37
wrong interpretation of what I said02:53:40
it all seems to be clear leadership, well, everyone02:53:42
we have been working there for many years, we know what02:53:45
we understand and read such leadership02:53:47
we listen, attend events, and therefore quickly02:53:50
explaining something can only do harm02:53:52
it's a shame to prescribe it to people02:53:54
treatment so I try not to02:53:56
to do and we went through different thesis topics02:53:59
which would be interesting to reveal within the framework02:54:00
of this forum, Ivana says I know but here02:54:03
Tell us how you teach through wai and i02:54:06
such Wow Cool then Two weeks have passed02:54:08
you know there work clients and Lana says02:54:11
Who are you with me theses report I am like that02:54:13
I am asking for reports, she is not at all, I am not02:54:15
I'm kidding, the name is cool, but you can do it here02:54:18
Well, anything can be said more briefly02:54:20
honestly, I suffered, I even had them02:54:22
thought to use this forum name02:54:24
reconsideration to say that I reconsidered02:54:26
topic to talk about something else, but that's it02:54:29
deep reflection for a couple of days in a row02:54:31
helped to formulate what it was about02:54:33
I want to tell Let's try very02:54:35
it will be valuable to hear your feedback after02:54:38
how much it resonates how much it is02:54:41
Maybe it fits what you expected02:54:43
When they came to this report And now I02:54:46
I will ask you to wake up, it will be necessary02:54:48
take out the phones and scan the QR code02:54:51
from where leaders appear in organizations02:54:55
your opinion on this matter is not needed there02:54:58
you don't need to leave your registration02:55:00
personal data are all intimate02:55:06
together02:55:10
Please bring up the browser02:55:14
the little people saw that they were voting02:55:18
Oh great, I'm sorry, I'll get back to you in a bit02:55:21
grow grow from circumstances that02:55:24
formed due to a crisis from the outside02:55:25
are born and Let's go like that Okay grow02:55:28
inside the organization it's cool And who02:55:30
usually grows up to such leadership02:55:32
positions if we are not talking about hiring02:55:36
now fashionably hired are born and02:55:39
grow up well, well, we're all about02:55:42
growth about development That's great02:55:47
Who were they and how are they usually chosen02:55:50
what were the usual patterns for them or for02:55:54
by what criteria some top management i02:55:57
I don't know, the board enters the organization02:55:59
there are many talented and loyal people02:56:02
working for a certain number of years come02:56:04
to salary02:56:06
who takes responsibility for it02:56:08
they are perfectly manifested. And what are they?02:56:11
appear02:56:14
evolution02:56:17
so far02:56:20
leaders are chosen by leaders02:56:24
someone has to lead the chaos into action02:56:28
appear, that is, they took it upon themselves02:56:31
they showed responsibility02:56:32
the result they manifested themselves on them02:56:35
drew attention for their effectiveness02:56:37
performance readiness to take on02:56:39
This account is white to say everything02:56:42
follow me, I will lead you as I say02:56:44
bring the ice with you Okay That is it02:56:46
they usually say plus or minus genetics02:56:49
I'll probably have them02:56:51
genetic leaders02:56:53
Okay, there is someone who knows how to drink02:56:56
he's probably sitting half way through lunch02:56:58
thanks let's go to the slides thanks02:57:03
I already I missed something02:57:05
And what was there02:57:10
Please return02:57:12
Well, this is by itself02:57:15
Yes Well, I don't think that this is the only criterion02:57:16
selection of leaders in today's organizations02:57:18
that the President of the neighboring country is not up to02:57:21
the country is temporary, but you are02:57:23
I have already written it so that everyone can hear it02:57:25
Please include the online slides02:57:26
Thank you, let's get to know each other. My name is02:57:30
Artem Mykolay is already an Alkovich consultant02:57:32
Simple Sands What we do we help02:57:34
organizations their leaders to create02:57:37
products and services are more effective than health02:57:38
atmosphere where people want to work02:57:41
get results from it02:57:42
pleasure, we do it through learning02:57:44
coaching-consulting in general is about02:57:46
The business community is adaptable02:57:48
organization jale transformation02:57:49
strategic objectives across oceans is all i02:57:52
just fundamentally disagree with that02:57:54
said in the previous speaker about that02:57:56
Agile is a digital concentration camp Unfortunately02:57:58
there is such a thing, it is called a safe electronic device02:58:00
Free Work if you have such a transformation02:58:02
in the company, I sympathize with you. As for me, well, me02:58:05
I also treat people from this. That's why02:58:07
the antithesis for me today is ah02:58:10
I am also the founder of Trenix02:58:12
it passed about that somewhere 10 plus02:58:14
years of teaching adults and teaching adults02:58:16
As you know, this is not something to teach at all02:58:18
children children They oh And why so uh you Wow02:58:21
I have seen adults try it like this02:58:24
it doesn't work just not in this organization02:58:26
theoretical [ __ ], yes, they are trainings02:58:29
tell me what they write about in the books02:58:30
successful success you ask people what is there02:58:32
worked yes. That is, a completely different experience02:58:34
I've been doing this for 10 years and I'm getting a lot02:58:37
satisfaction I teach my clients myself02:58:38
and I think this is a very cool exchange02:58:41
guest electrokambesha in some mbi02:58:44
programs also on the topics of electricity02:58:46
co-founder of volunteer projects02:58:48
because in Ukraine we do trainings for zero02:58:50
I will donate 100% of my money to various funds02:58:53
the gatherings here are people who studied with us02:58:55
they smile they transport We collected02:58:57
about 8 million hryvnias Thus already for02:59:00
one and a half years together and we continue it02:59:02
do so if you see it somewhere and know it02:59:04
to whom it may be lavan, then recommend it02:59:06
please it all goes to something useful in02:59:07
at the end there will be a qr-code we collect on02:59:09
Ukrainian unmanned aerial vehicle Valkyries Now very02:59:11
beautiful birds are still going Ukrainian02:59:13
the economy is provided by jobs and02:59:15
help to bring down the invaders and there are some02:59:17
students had a project about Ukrainian02:59:18
children's drawings to show the world what02:59:21
children see and what they draw through them02:59:23
verdicts, I'm sick of Dynamo Kyiv fight02:59:26
Kyivan I was born here and I have been here all my life02:59:28
I am chronically ill there02:59:31
toxic here toxic sounded today02:59:33
narcissistic presidents in this club What02:59:36
they are killing him all these years even though they think02:59:38
that they love Well, I try myself in02:59:40
stand-up comedy so that this humor is not only02:59:42
tormented people who came to the business for action02:59:44
and somewhere he found those who came to him02:59:46
really listening to everything is more than enough02:59:49
these are my company certificates you will want02:59:51
then look now we return to02:59:53
questions from where in the organizations02:59:55
leaders emerge03:00:00
all the characters of the event that will be03:00:02
describe any coincidence with the real ones03:00:04
people is a complete coincidence. That is, this03:00:07
it's not about my clients, it's not about me03:00:10
It just happened that way and I have a proof03:00:13
this you will see03:00:15
sometimes leaders appear. That's how you know03:00:17
this picture Well I'm a normal chart lesson A03:00:19
there is one who explains who who to whom who who who to whom03:00:23
who is there, best man, matchmaker, who is selling to whom03:00:25
drugs from someone compromising sometimes03:00:27
leaders in organizations This is how it happens03:00:29
but that is not what we are talking about in this report03:00:32
this is what the story from one chat means03:00:35
I will tell. Maybe you will too03:00:36
communicate I don't know how you I love in03:00:38
chats to communicate with intellectuals03:00:40
interlocutors and lately I have03:00:42
one new appeared You know who03:00:44
intelligent interlocutor in the chat03:00:46
it's called GPT tea, so I have it too03:00:49
I asked, I say, friend, tell me be03:00:51
please tell the story of one leader who03:00:53
appeared inside the organization grew was03:00:56
he was a successful reformer03:00:59
the result and chose on time03:01:00
responsibility and all those wonderful things03:01:02
which you wrote when I asked you03:01:04
scan the qr-code and that's it03:01:06
told GPT chat he says Allow03:01:08
to tell the story of a certain Jen Jack03:01:11
John Stevenson Yes he was one of03:01:13
there are enough of the company's most successful performers03:01:16
its efficiency and effectiveness03:01:18
high results were always favored03:01:20
he reached the limit of expectations during his career03:01:22
impressive success and earned himself03:01:24
you can see the reputation of an unsurpassed specialist03:01:27
there will be cobblestones because I'm screenshots03:01:30
I did, I say so that there is no suspicion of anything else03:01:31
about some clients I did as much as possible03:01:33
these ecologically for them a and One day in03:01:37
the company has a vacancy for03:01:38
top management position to form03:01:40
a new team of leaders is known and launched03:01:43
the startup is near some incubator03:01:45
internal in Enterprise of course it03:01:48
offered, he was happy to tell you super03:01:50
I will lead such a team in the class03:01:52
always dreamed John began his new role with03:01:54
he invested with enthusiasm and energy03:01:56
the team was made up of the most talented team03:01:59
stars and their successful performers03:02:01
functions so went there in one function03:02:03
finance found the most stellar03:02:05
performer such as he says come on03:02:07
to do new business He was given full03:02:09
green light they say take whoever you need because03:02:12
they are strategically important03:02:14
were real stars of their area and03:02:16
he believed that having in his team only03:02:18
the best they can achieve03:02:20
incredible results together Well, as if03:02:22
everything is logical as always, but unfortunately03:02:24
turn a team of stars into a team03:02:26
Star, remember I said that I was disappointed03:02:28
Dynamo Kyiv Therefore, there will be references to03:02:30
the great meter A was heavier than him03:02:32
expected instead of strong directionality03:02:35
and cooperation John noticed03:02:37
John noticed03:02:40
Hey John03:02:43
And what I have you can click for me03:02:45
please slide, because I don't want it. Oh, what03:02:47
noticed John scan please and more03:02:50
I need your answer03:02:52
what went wrong with the leadership team03:02:54
stars, he essentially formed a team03:02:58
there are leaders03:03:01
as one of the options, open and write03:03:04
please keep it just so03:03:06
it was possible to relax later03:03:08
I know that you are tired, honestly I feel it03:03:13
Volodymyr, you can't see around for There is03:03:16
the people I said will scan it like this03:03:19
I went to buy a ticket for this03:03:22
Excuse me, can you please give me something03:03:24
tell me, this is not normal03:03:26
There is no result, each star is for itself03:03:29
competition drags itself Such an impression03:03:31
as if you were also talking about whether to go or not03:03:33
maybe you have seen this somewhere03:03:36
And who And who took part in this03:03:37
raise your hand Do you signal O somehow03:03:40
thank you thank you thank you for being open and03:03:44
the energy you put into this gesture is wonderful03:03:49
Everyone was Yes okay yes There should have been something else03:03:53
probably choose a template, let's go back03:03:55
slides please she made a cloud03:03:58
terms and click on the presentation so that I03:04:01
could switch slides tricks to make them03:04:05
thank you very much, so what's wrong with the teams03:04:07
stars Yes, from my observations, because I03:04:10
he participated in this as if from the middle03:04:12
who was taken invited when I probably didn't03:04:15
was mature enough for such a role and03:04:17
the leader was also somewhere too enthusiastic and03:04:21
could not cope with all of us, well, first of all03:04:23
individual individuals individual goals and03:04:25
ambitions Sometimes they go from the middle with03:04:27
of these stars so Sometimes they come from outside03:04:29
from the organization, because they say yes, you are okay03:04:31
in that team, but here is your KPI on yours03:04:33
Well, the department is yours03:04:35
people reachpif and my KPIs conflict03:04:38
with its Cyprus and its KPIs conflict with03:04:41
with his boils and honestly, I didn't care03:04:43
at the end of the year I have to prove that I am a performer03:04:45
I used to be better I want to stay03:04:47
better And I will remain better And you03:04:50
Prove that you are better03:04:52
There is truth And here are these ambitions03:04:54
individual goals they create certain03:04:56
if we say correctly there like western people03:04:58
tenshan a little organization friction sometimes03:05:02
big friction second different values03:05:04
vision of processes because these people came from03:05:07
different functions from different departments03:05:10
Our 5-7 painted circles and a wall03:05:12
values it doesn't work like that anyway03:05:15
this organization consists of different03:05:17
parts and there are dominant values we about03:05:20
we will talk about one framework a little later03:05:21
I want in the slides if you are suddenly not with him03:05:23
acquaintances, and I advise you to read about him03:05:25
more - this is called campetity velios03:05:27
Framework and framework of competing cultures03:05:30
competing values Queen author very03:05:32
cool stuff, then we'll go a little further03:05:35
Koopetishyn appears instead03:05:38
kooperashan I even heard from some03:05:40
organizations By the way They are today03:05:41
rented in this building They say we have it03:05:43
Kopitishin culture dominates and not03:05:46
It's better for a copyist like this. Let them prove what03:05:49
they are the best if they are the best for us03:05:50
such are not needed03:05:51
this is still common in03:05:54
Enterprise Business That's why they compete03:05:56
by inertia I would call them03:05:58
leadership team they compete between03:06:00
themselves disputes in decision-making and03:06:02
challenges to the authority of the leader, Volodya03:06:04
said it seems when I asked What's wrong with03:06:06
with this team, he says, well, the leader may not03:06:08
cope with it Maybe there is no no no no to03:06:10
don't care about her type. And who are you? Well03:06:13
It's great that you have such a position. Well, we all do03:06:16
got out there from one level So here I am03:06:18
the main one in us, this is my land, not here03:06:21
come here, lead here, My people, my people03:06:23
people03:06:25
lack of trust and transparency in communication03:06:28
as a result, I'm just in case03:06:30
I won't tell anyone about it yet. Suddenly03:06:33
that even later they will appropriate my Victories03:06:35
Will it be possible to make a few? Well03:06:38
type03:06:39
let's work03:06:41
critical dependencies on these leaders because03:06:44
they isolate knowledge in themselves, it is not03:06:46
they do not grow scaled further03:06:48
new leaders behind Yes and as a result03:06:50
they are overworked they burn out and03:06:53
because of this, all the consequences of burnout are there03:06:55
overload but report on it03:06:57
and I have a question why on Vai I want03:07:01
to report We also went through that about03:07:03
what is she And why are they called a team03:07:06
well, what really makes them apart from the team03:07:08
that they are drawn as on the org chart03:07:10
team get there salary from one03:07:13
bank account and have similar ones there03:07:15
similar some authorites Yes authority03:07:19
are they really a team at this level03:07:22
I tend to answer no, it's simple03:07:26
a group of people gathered and said let's go03:07:28
do new business and very often Unfortunately03:07:30
it happens that huge funds are invested03:07:33
and this business will not fly anywhere03:07:35
nowhere03:07:38
what the story continuation chat from Open says03:07:42
from was such Unfortunately transform03:07:45
star team star team was more difficult03:07:47
than he expected instead of common03:07:49
John noticed the directions of cooperation03:07:50
conflicts, deficiencies in communication and03:07:52
you see delays in achieving results03:07:54
he has the same thoughts as you and I03:07:56
Each team member had his own approach to03:07:58
jobs and your personal goals and that03:08:01
led to conflicts and mixed03:08:03
someone did not complete the results, someone did03:08:05
did something more than necessary and so on03:08:06
John realized that he needed to change03:08:09
own approach and approach to development03:08:12
he is on the other side of the team03:08:14
understood that from his leadership03:08:16
joint success depends on potential03:08:17
command and thus he began03:08:20
work on building culture03:08:21
cooperation and common goals are not separate03:08:24
goals and common goals if we are a team03:08:25
we will not return to Dynamo Kyiv03:08:27
It is important how many goals Vladyslav will score03:08:29
a fan or because Milevskii scored03:08:31
if we stayed in fourth place in03:08:33
championship, which of these, well, what a profile03:08:35
And that's why we have to play together on the road03:08:39
not everyone earns their bonuses on their own03:08:41
for working out his contract and so on03:08:43
the goal must be shared by the team and John03:08:45
began to use the wai approach in his03:08:47
he conducted a series of communications with the team03:08:49
meetings at which he explained not what03:08:52
should be done or how should be done or to whom03:08:54
it is necessary to do, he did not set goals, but he03:08:56
explained why we had gathered in the first place03:08:58
why we were created as a leadership team what03:09:02
we have to achieve what we exist for03:09:04
What is our mission? And that we are here and03:09:08
ask everyone about it. So you are here for03:09:11
What do we need? Because this is what happens. We gathered these03:09:13
people, and they each have their own way of thinking03:09:15
if you ask one person, the person says well03:09:17
offered more salary here03:09:19
what was there to refuse in principle I03:09:21
probably not ready but normal type03:09:24
someone else says Oh finally Power I'm all03:09:26
life on this ladder is the full stop of a career03:09:28
Uphill and here it is, now I will take care of it03:09:31
these people have different ambitions03:09:33
goals Does anyone even say I need a record03:09:36
in the resume because I will apply there to another one03:09:37
the company is better with such a record03:09:39
will take Well, if they are different, then we have them03:09:41
there will be problems and joint creation03:09:44
wai helped to work together better03:09:46
vision of goals and arrangement in one03:09:49
direction some eline create yes this03:09:51
co-direct them03:09:53
But why is it so important and so critical03:09:56
I'm all Wow wai with03:09:59
first of all, because all people are different, of course03:10:02
It's strange. I have such a picture here, it's cool for this one03:10:04
I found a topic that can be global03:10:05
conspiracies if people even about sockets03:10:07
they can't agree. Well, it's a slipper03:10:09
realistically03:10:11
I honestly knew that there are many types of them, but what03:10:13
so much, it was a surprise even for me03:10:16
Well, what I said about competition03:10:19
Robert, he is a wonderful model03:10:22
conditionally conditionally how do you know it's fashionable03:10:25
unfolds the 2x2 matrix so that everything is03:10:27
simple and clear, of course Everything is wrong03:10:29
clearly and as some kind of mixed cultures03:10:31
but it distinguishes four zones And who03:10:34
Raise your hand if you are familiar with this model03:10:36
I'm curious, I'm not surprised, yes, thank you03:10:40
there are people great menu they help a lot03:10:43
because it's about what in general with whom and what language03:10:45
what senses do you speak in one03:10:47
organization I am a very simple example for you03:10:48
I will refer to the culture of control and03:10:51
such a hierarchical culture and a conditional league03:10:54
compliance of accounting Yes, you come to03:10:57
we need some kind of accounting department03:10:58
it is faster to do it because they are our partners03:11:00
which is faster With us after payment 45 days03:11:03
these are consulting services and there are only 5 of them03:11:06
hours, what is the difference, what is the meaning. We have03:11:08
the regulation is a culture they They have such03:11:11
the structure function prompts them to act03:11:14
In this way and for years they this Well03:11:16
everything went through and you can't do it03:11:20
someone from the culture will come to this person03:11:22
Kreutz Yes from this one03:11:25
You accept culture and such. That's how we are03:11:27
innovation we launch a startup therefore we03:11:29
if we want this, we will ignore the regulations03:11:32
We will do this differently. And we will issue this on03:11:34
Cyprus, they are so wow wow wow wow I already am03:11:36
I am calling the compliance officer because it is not possible03:11:39
to speak in such a language with these people03:11:41
completely different perception of the universe and03:11:43
on the contrary If they come to the conditional03:11:46
let's have some business department, I'm not there03:11:49
know marketing and navations come and03:11:51
They say look, we made you a new one03:11:53
this template must be filled in every day03:11:55
to keep everything under control03:11:57
clearly predicted controlled people03:11:59
such03:12:00
God, when will it go?03:12:03
because another culture dominates there and when03:12:05
the leader gathers a team of stars then Stars03:12:08
usually they are the personification of that03:12:11
culture dominant in that group and will be03:12:14
klesh Yes, there will be such a clash of cultures and to03:12:17
you have to be ready and be ready for this03:12:19
we change and rethink ourselves03:12:22
here are the flags of understanding today03:12:24
rethink your leadership role03:12:26
of course, each of us also has some of these03:12:28
cultures are closer, more familiar, more comfortable03:12:32
more logical. So we embody this in ourselves03:12:36
part of us associate ourselves with such03:12:38
culture, but we have to understand who we are with03:12:40
what we are going to agree on and therefore to03:12:43
of the same accounting department or something03:12:45
the department controlling the documentation is possible03:12:47
enter otherwise and say see for that03:12:49
so that the newly formed organization there03:12:52
was, on the one hand, correctly designed03:12:55
All instances are controlled03:12:58
on time We have an important deadline as03:13:02
the manager who controls everything03:13:04
happened, I will report to you that is03:13:07
Conditionally, you say the same thing, but clearly03:13:10
words with clear meanings and on the level03:13:12
their values explain why we03:13:14
we strive together, you explain what from the point03:13:17
budget view We can't and we have time there03:13:18
we cannot afford to wait until everything03:13:20
It will go through the full procedure because it will die and03:13:23
we propose to draw up a detailed together03:13:26
a clear plan that will correspond03:13:28
to all your norms and standards Well, I don't know03:13:31
there are quality criteria and it is completely different03:13:33
they do not understand this language there03:13:35
we will quickly ignore the three Gregorian words03:13:38
then we will do But somehow it will be What does it mean03:13:41
But somehow it won't be a sculpture03:13:43
control the same culture of competition03:13:45
it's about getting things done quickly03:13:47
a lot of it is about production volumes, yes03:13:50
to exceed the plan of 100 norms you give Oce03:13:53
it's like many, many. It's not about03:13:55
the development of people comes there conditional03:13:57
I don't know what the leader there is about development03:13:59
will rethink whether the HR director and Taka says03:14:03
send your people to training03:14:04
let's send some training I have03:14:07
there, the norm, the plan must be carried out there03:14:10
Let's go after the Great Day03:14:12
we will finish the sale and then we will make this one03:14:14
Well, let's go. We still need May03:14:16
there is also a sale to do Oi Taka there too03:14:19
Summer vacations are starting. Oh, and there03:14:21
already Back to School type in the fall Well, there03:14:24
soon you will know what Halloween is03:14:25
Halloween we have a sale, they are not now03:14:28
can very busy people very busy and03:14:30
Well, you have to look for that language and those meanings03:14:33
which you will meet. Therefore, it is necessary to study03:14:36
especially polar cultures that stand this03:14:38
you need to study what is there in front of the matrix03:14:41
for them it is valuable that I am a trigger for them and03:14:43
do not trigger a bad emotion because in03:14:45
the culture of control, for example, the emotion of which03:14:46
the easiest thing to attract is fear Well03:14:49
such as fear of loss and control03:14:51
you come and say we won't03:14:54
I don't know yours to use there03:14:56
As lawyers and accountants, we outsource ourselves03:14:57
let's take03:14:59
that no one can stop them anywhere03:15:02
Close the door, throw the documents out the window03:15:04
Well, we provoke people like this03:15:07
to feel and receive such feedback03:15:10
tushbek Okay, that's why, first of all, what03:15:14
obviously not at all for you as a leader03:15:17
a fact that is obvious to others and you are like that. Well, we are03:15:19
we know our goal, remember when I03:15:21
I hired this team for you03:15:22
explained No. And doesn't absolutely example03:15:27
working relationship They are still a relationship because03:15:31
we are talking about the work of man with man Ot03:15:33
when they all of us all replaced chat GPT03:15:35
then it will be a little easier and it is not a fact of I03:15:37
I'm afraid he will be overgrown with his emotions03:15:39
we will teach you about problems and so on03:15:41
you can definitely go over all yours03:15:44
the best03:15:45
accordingly, if this is a relationship, then for that03:15:49
in order for the relationship to remain, you need them03:15:51
to maintain constantly03:15:52
there are generally people in relationships who are married03:15:54
maybe you tell your partner that you are hers03:15:58
you love you don't love And why do you do it?03:16:00
they said it once, they already have it03:16:02
to know this is obviously trivial things03:16:05
like, as long as we live together, it means hiking03:16:07
I love you everything, I imagine what I have03:16:10
there were certain problems in family life03:16:12
there were two children. If I had done that, maybe03:16:15
it was three o'clock03:16:16
Well, it is necessary to understand what people need03:16:19
the buffet raven seems to repeat03:16:21
what about the goals and purpose of our existence03:16:23
people need to repeat so many times03:16:26
do you know how much03:16:28
Until they start interrupting you and03:16:30
tell you the same thing back then03:16:32
means the norm and it must be validated03:16:34
then you can make the iteration longer03:16:36
to do in between these snooping Well, what's up03:16:38
remember why we are here together03:16:40
the first and second should not be expected from03:16:43
people what they did not promise03:16:46
Well, we're all on the team, you03:16:48
You are responsible for the documents, then do it03:16:50
faster And I once said that I would03:16:52
to do faster I will do the best A03:16:55
in my language it means as best as possible03:16:57
stably checked three times there are five03:17:00
measure once, cut three times, and so on03:17:03
further, they know hal and know water03:17:06
and by different methods if this leader03:17:09
tries to come to them and say So you03:17:10
do Here it is I think such a way Us03:17:13
I expect this from you03:17:15
strategic goal strategic project03:17:17
complete it in such and such terms03:17:19
they sit those stars say03:17:21
You really think you are better than me03:17:24
you understand how to play yourself when you play03:17:26
football is definitely a coach - it's just a matter of conditions03:17:28
even once such a thing happened in a lifetime03:17:30
the other team of stars is not doing so well03:17:32
will eat such a leader accordingly03:17:34
to come there and tell the story here03:17:36
it's not the best strategy we all are03:17:37
we understand. I hope and we must come in03:17:39
through the other it is necessary through the senses03:17:42
Weiss stimulates analysis yes If we03:17:45
let's come and say OK, let's go03:17:48
process is a great example of Zhenya from Procession03:17:50
it does not need to start with what to tell03:17:52
that you will do all the strategy that you03:17:54
you have to take out of here. Well, because they are just right03:17:56
they'll do it anyway. Well, you're good03:17:59
do I'll wait, you need to exercise there03:18:01
stickers write Give me a sticker i03:18:03
wrote what's next Everything03:18:06
we have to gather to say OK Let's go03:18:09
each of us will tell what we are here for03:18:12
what do we need this session when it ends03:18:15
in two days in the evening you personally each03:18:17
and each of you What will be an indicator for you03:18:20
that you are not in two days of your life03:18:22
on another wasteful working day03:18:25
meetings And that it will be useful for you as well03:18:27
and for the organization What is your purpose for being here03:18:29
why were you called here for what you03:18:33
head this department so that you are what you are03:18:36
you define it for yourself. And it is not03:18:38
conflicts with the goals of others and how can we03:18:40
together now combine it into a single joint03:18:43
the purpose for which we are here together as we are03:18:45
measure what we have achieved for the sake of it03:18:48
why did the soil come to this rally03:18:51
that for us will be an indicator of how I can you03:18:54
help achieve this03:18:57
what are our potential sources of conflict03:18:59
where we may not meet as we will them03:19:02
decide Let's agree on the shore03:19:04
until it starts you know better on the shore03:19:07
to agree who is Masha with an oar and who is03:19:09
pulls out the one who fell overboard Because when03:19:12
already in the middle of the river with killer whales03:19:15
it will be too late to negotiate, it will be too late03:19:18
you know, only tourists were there to negotiate03:19:21
in Egypt they did not agree on training for03:19:23
killer whales should be made just not about03:19:25
killer whales and for cassettes to have more03:19:27
killer whales can launch them into the Black Sea03:19:30
white is the beginning of the construction of the interior03:19:33
the contract of this team and the training of others03:19:36
leaders of the correct behavior model03:19:38
will allow to grow more leaders03:19:42
this topic I'm a great book I'm sure a lot03:19:44
of you it was read by David03:19:47
the markeound is about many times already03:19:49
the mentioned servant-leader so that this is an example03:19:51
from the US Navy where he is a rear admiral03:19:55
he didn't just leave the team after himself, but with03:19:57
of this team, 12 people grew up in03:19:59
submarine captains, that is, his model03:20:02
leadership allowed not to close everything on03:20:05
but to grow a large group of leaders03:20:08
who continued to cultivate leaders This is03:20:12
valuable, but this can only be taught03:20:14
because of his example and because of that03:20:16
to enter through the correct meanings of giving03:20:19
give people space to make mistakes03:20:21
giving people self-realization is the same thing03:20:23
What are they cool about?03:20:25
and help them remove obstacles on03:20:28
way03:20:30
Well, it creates joint ownership like this03:20:33
called if you come to people and say you03:20:37
do This And you do this this this is yours03:20:40
limits, terms, budgets. I don't care about you03:20:43
I will allow you to do in this way only in this way03:20:45
who owns the process, the result, who is the owner03:20:49
you03:20:50
what do people do if everything is fine he says well03:20:53
we did if something goes wrong03:20:57
rather than all the same Well, listen to that03:21:02
we tried and did everything as you said03:21:10
how can the paradox be put together for me03:21:14
a team of the best people to try to do with03:21:17
them team star and do not share with them03:21:19
ownership of this space is not given to them03:21:22
to authorize them at the UN and for this03:21:26
it is not enough to simply collect and say everything03:21:28
you leaders go and do03:21:30
it won't work like that. But for example, it can03:21:33
work if you03:21:35
help them to agree, see is03:21:37
a certain goal. Where are we going? It's the same thing03:21:39
Wine is a certain context - this is where we are03:21:42
now at the beginning when this is our Jonathan03:21:45
collected these people they each have03:21:48
certain us We have a gap as an organization03:21:50
there is a certain distance between the goal and where we are now03:21:53
the distance that must be overcome in our U03:21:56
At this stage, each one is individual03:21:58
goal individual context because they03:22:00
came from different departments with different03:22:02
experience with different battery levels03:22:04
energy or energy officer Thank you for that03:22:08
it is necessary to do first, we create first03:22:10
common goal and common context and We do not03:22:13
we speak I think we speak see there is03:22:15
such a fact was such events are such03:22:16
the results, who knows about them, what about you03:22:19
you can tell, we listen and learn03:22:21
and let everyone talk about03:22:22
ventilate create common03:22:24
context field further we arrange people03:22:26
about goals and individual ones disappear from us03:22:28
Well, they are becoming more03:22:31
I just didn't find the effect to be like that03:22:34
Microsoft PowerPoint is therefore simple for me03:22:37
disappear and we focus on the common03:22:39
purpose and common context and when we have03:22:41
there is a common goal and a common context is possible03:22:43
start a movement and remove this coat of arms like us03:22:47
we will do it, we have many options and we03:22:49
let's let people choose but they know where03:22:50
go they go in one direction they03:22:52
will take certain actions that are successful03:22:54
some not so important to include here03:22:56
reflection work on mistakes03:22:58
retrospect and think what can be done03:23:00
otherwise Next time and why it will be03:23:02
some result that will come to us little by little03:23:04
bring closer to the goal Although we all understand03:23:06
that the goal will not move in time either03:23:08
will stand still and wait until we do03:23:10
we will come to her03:23:11
And what should be expected from people03:23:13
they did not promise Yes, but they can be03:23:15
arrange How can they be arranged I very much03:23:17
love to start all my relationships with03:23:18
by customers from such a simple artifact as03:23:21
Grimance teams or team arrangements03:23:23
this is the first thing we agree on03:23:25
a common goal that is jointly relevant for03:23:27
everyone, even in trainings, I am the first03:23:29
passed will take a sticker write what for03:23:30
you are here personally for what, not because03:23:33
I was sent to this training by the company03:23:35
I was in the newsletter, I was added to the calendar03:23:37
what is it for you? You will leave there tomorrow and03:23:40
I'll come and tell you. Well, how do you say it?03:23:42
Oh, so what needs to happen in order to03:23:45
there was an LLC, it is we, we collect it together03:23:48
then It's in pairs, there are threes, and we03:23:52
somehow we are collecting such a streetman03:23:54
a sentence can be complex with several03:23:55
subsections there to get new insights or03:23:59
to remember something old that I can use03:24:01
can be used from next month03:24:02
I don't know what will improve there with my people03:24:05
to pierce the white one or there will improve it03:24:07
speed of response to a change there TET03:24:08
I will measure. Thus, there is a super03:24:11
further03:24:13
context what how works now why why03:24:17
it is the distribution of the resources that we have03:24:19
restrictions which are dependence criteria03:24:22
successes that We determine for ourselves03:24:24
quality criteria and where we can be03:24:26
more flexible03:24:28
roles and responsibilities ok Who for what03:24:30
answers And here We just can03:24:31
contract I we we came similar03:24:35
positions, but let's agree on what I'm for03:24:37
responsible for what you what you from me03:24:39
expect how can i give you that what i can03:24:41
expect a response and we are somewhere03:24:43
we fix so conditionally who is responsible for03:24:46
you know, there is a ball on the line in doubles tennis03:24:49
two Halves but here there are lines between us03:24:51
if I think that she will run03:24:53
no one will think that I will run03:24:55
will run and we will miss us03:24:57
we will constantly pass this ball to Tom03:24:59
we need to agree who is for it03:25:00
some signal answers, maybe someone is there03:25:04
shouts, I say, do you need it there?03:25:06
to learn and it is necessary to arrange people between03:25:09
one should not expect that it03:25:10
will happen, it is necessary to agree on this03:25:12
who is responsible for disputed areas What we03:25:14
we do When we have overlapping conditionally03:25:16
this project is a little marketing and03:25:17
a little zoperishens winchii he our Yaka03:25:21
difference whose he of our organization He03:25:23
should make us better more03:25:25
competitive to do more03:25:26
the successful works of our clients Nicky that03:25:29
for this you do what I do for this03:25:31
here is the question on Whose project is this Battle for03:25:34
budget and Battles for people, let's go03:25:35
let's combine them into one group and plant them in03:25:37
one Space and let them do it for you03:25:39
they can and can do it, but it is necessary for this03:25:41
Anika had an appetite03:25:44
Well, review these agreements together03:25:47
remember about the night people will be it03:25:49
to consider as one's own and not imposed from above03:25:51
only if they created it together and03:25:53
they signed this relationship U03:25:55
you have a person and you love her, you come03:25:57
you say Let's live together She says let's go03:26:01
You say who will take out the garbage03:26:04
you say you say ok03:26:06
And who will go on maternity leave in case of what you say03:26:08
you know, I'm so tired, I'm burnt out03:26:10
I'll go, you say OK, he says everything else03:26:14
we now have an adult relationship of 18+03:26:16
only with each other. Yes, she is like that03:26:18
you have to hear some strange questions03:26:21
clear attack answer if this is for you03:26:23
it is important that you created these as Grimm03:26:25
Ask people if you are ready for this03:26:26
there is someone who is against following the wrong type03:26:29
and silence No it doesn't work like that Imagine03:26:31
there and now just the two of us03:26:34
strange questions no you want to hear Yes03:26:36
Of course03:26:37
there I share your views or there for03:26:40
it is not important to me and it is there and for me03:26:42
It's not important. It's also an option, but you have it03:26:44
both agree on this, it should not be03:26:46
a surprise later in business as well03:26:47
a person should say Yes I am for that03:26:49
I will answer when something happens later03:26:51
then you can come and ask to see where he was03:26:54
We have such a contract. Well, we agreed on this03:26:55
Yes, we have this goal, it is still relevant03:26:58
so what happened If it is relevant And03:27:02
maybe we agreed on something03:27:04
what happened I don't know Explain to me03:27:06
why why did this happen Why did you change03:27:09
your opinion why you changed your actions Why03:27:11
you didn't do what you promised like this03:27:14
avoid in the future why it is important03:27:16
Do you understand why this is important or03:27:18
we understand why it is important and so on03:27:19
And so on. And it can be expanded03:27:22
but the person did not sign about it as03:27:24
I was a teenager in this We03:27:26
on the weekend we go to the country house to clean it03:27:27
in the room I didn't sign up for it03:27:30
completely different plans. Until you provide exactly03:27:32
not about cleaning, but I definitely remember it03:27:35
then my mother comes and says upocha And why03:27:37
you didn't clean up, we agreed that wayDescription:
EQ BUSINESS FORUM: Переосмислення #EQBF EQ BUSINESS FORUM у 2023-му стане платформою для переосмислення. Світ не змінюється — його змінюють. Ми об'єднаємося, щоб разом помислити з напругою над новою архітектурою сенсів і цінностей, які регулюються емоційним інтелектом у співпраці та лідерстві. Визначимо, як ставити перед собою цілі, які запалюватимуть, і як домагатися їх досягнення, навіть якщо складно, важко і спочатку все здається неможливим. Детальна програма на сайті: https://kagroup.ua/eq До зустрічі на EQ BUSINESS FORUM! Ваша команда KA Group
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