Designing a Talk

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Designing a Talk

Designing a Talk

No matter how much I know about the subject or how long I have been in the field…

Designing a talk, a facilitation or an intensive workshop is always much more Demanding than Delivering it.

You’ve got to know what your learners need,
You’ve got to know what they might want.
You’ve got to know what the managers/organizers want.
You’ve got to know almost everything about the subject.
You’ve got to know what the learners might know about the subject.
You’ve got to know what other consultants might have shared.
You’ve got to know a lot about parallel fields and subjects.

Then you’ve got to plan, sequence the flow of principles and practices in a novel way.

You’ve got to put in the heavy stuff. You’ve got to place in the applications and the relevancy.You need to consider inclusivity, interaction and the memorability of the program.

At the end of it you’ve got to Deliver a dish that is as filling as steak, light as a salad and yet be finger-licking fun to participate in.

And remember, thunder and lightning will strike you down if you make do as if you’ve worked hard for it and fish for compliments.

 

My upcoming public workshops:http://www.informa-mea.com/hrsummit

Advanced Selling Skills in Vietnam: http://www.hospitalmanagementasia.com/cacnhadienthuyet?page=5

Appreciative Leadership in Vietnam: http://www.vmi.edu.vn/news/pid/49/search/page/1/id/4544

InSpire Like a CEO: http://www.genesistrainingevents.com/Raju/inspire.html

Appreciative Leadership: http://www.genesistrainingevents.com/Raju/AL.html

Corporate Storytelling in Dubai:http://www.hrsummitexpo.com/

Posts on Facebook: https://goo.gl/MXQEqU

Talks on You Tube: https://goo.gl/dVclfm

Choice Clips from the TV Show, ExPat InSights :  https://www.youtube.com/watch?v=vjf3sHaZBSo

 

A Story: A Country in Jail

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Though it is now history but it still doesn’t cease to amaze and awe me how some solo human beings were able grab oceans of injustice and flip them over for a better today and tomorrow. The only things that we as learners of leadership can look into are incidents of their lives and hope to get a glimpse of the power and spiritual structures of these giants. Here’s a peep into Nelson Mandela’s mindset from my book, the HeART of STORY.

“After spending nearly three decades in jail, a tall gaunt man steps out and announces to the world, “I was talking to another inmate in prison and he claimed unhappiness at having been unjustly locked in. At that moment, I had this amazing realization that it wasn’t I who was jailed for almost 30 years but it was my country, my nation that had been in chains much, much longer. This was the truth and it is my mission to free my country.”

Every single day thereafter, until his death, Nelson “Madiba” Mandela travelled the world telling them the story of suffering, of sorrow, and of racial injustice until the world responded to the plight of 50 million South Africans.  He then went on to become that country’s president and to win the Nobel Peace Prize.  He remains a shining example of human rights activism.  During the last few decades of his life, as South Africans worked to heal and build their nation, Mandela’s mission became that of national storyteller.  He did not just talk the promoter’s talk.  He lived his talk, upholding the vision of everything that South Africa hoped to be. Without him weaving in the right values through repeated storytelling, his countrymen might not have gotten to know and love their nation as they do now.

These are powerful stories of influential leaders in their own fields and their ability to employ and leverage the power of authentic and heartfelt stories. Each of them promoted a different core Truth and exercised a unique style through various media, but every single one of them is a raconteur in his own right.”

I am glad you like that glimpse.

Friend and Author Ramon (Mon) Garcia feeding my ego.

Friend and Author Ramon (Mon) Garcia feeding my ego.

On September 2, in Yangon, Myanmar I will run a session on The Leader as a Storyteller for managers and leader-to-be at the Hospital Management Awards.

On Septemper 12, Mumbai, India I will run a session titled Change Your Stories, Change Your Lives targetted for people from all walks of lives who want to get a grab on what their aspirations are, what is currently happeneing in their lives and then maybe knead and mold their own futures.

If you bring me a hard copy of my book, the HeART of STORY, plus leave me a compliment on Amazon I promise to gift you with a copy of my Pit Bulls & Entrpreneurs which is also a fun book filled with powerful, motivating stories about successes in starting up running your own enterprises.

Have fun and I hope to see you!

 

Stories as Strategies for Selling and Marketing:the HeART of STORY

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Ever since the first salesperson stood up on a soapbox and plugged away the scripted benefits of a heal-all, cure-all and save-all snake oil, people have become wary of commercials. They are tired of producers and salespersons pushing new products with added features in their faces. Commercials have not just invaded our homes through magazine, radio, and TV ads; they have also appeared on our dinner place-mats, sports arenas, and our hand-held devices and phones.  A former actor-comedian John Cleese, now a professor of creativity and marketing, claims marketing professionals are aware that 70-80% of their commercials and advertisements have no direct impact on sales. Yet, according to him, marketing and advertising professionals continue plaguing the world with commercials for the sake of keeping their industry alive.

Connect, Engage and Influence your World Creatively!

The same is true about other forms of direct selling, whether to individual customers or large businesses.  Salespeople keep on making linear, unidirectional, hackneyed presentations about how useful, and beneficial their products are without being concerned if all the noise they make with their flyer distributions, PowerPoint presentations, and product demonstrations make any impact at all. The truth is buyers do not buy when they are told to or sold to. They buy when their minds, memories, and emotions do a pivot upon hearing a story. It is a story that reaches out and touches them, and it is that story that engages them and turns their hearts around.

A very simple example might be that of a salesperson talking about how good the location, the construction, the price, and the potential appreciation of a piece of property is.  The same salesperson becomes amazingly more effective when he explains how the former owner, Mrs. Anderson, personally supervised the construction of the place. He can follow with another story about how the present price–much lower than the current market value– helped Mr. Smith sell his property down the street with a whopping 25% gain within a year of having purchased it.

The whole tenet of wrapping real, valuable truth in the colorful images of a story promotes the truth easily and happily.  The stories, of course, must be relevantly parallel and put across a simple, honest truth—buying the product makes good sense.

So, next time on site visit to one of your properties:

  1. Dig through the history of the property and the people that used to live there.
  2. Who were they? What was their life like? What experiences did they have in that house?
  3. Chose the happy, productive and life-changing events that occurred in that house.
  4. Tell those stories to the new, potential owners.
  5. Back up the story with the numbers and paint a picture of a happy future they can have in that home.

For more such ideas and insights to hone up your influencing skills take up storytelling as a hobby and a practice.

Here’s the book Amazon: the HeART of STORY 

 

 

 

It’s an amazing thing – this trait called intention.

Taken from the book: Pit Bulls & Entrepreneurs http://tinyurl.com/of4nnk9 

It’s an amazing thing – this trait called intention.  I can’t really tell you where exactly it is born in the human mind. In the human brain, I suspect it begins as a spark through a neurological synapse deep within the amygdala, the part of the brain referred to as the heart of the brain or the beastly brain.  I am slightly biased towards the term “beastly brain,” because once a desire is unleashed from there, it turns into a raging, screaming animal wanting to rip apart anything and everything that gets in the way to its goals.

In our previous chapters, we gave weight to identity, intelligence, imagination, and integrity as traits that enable the entrepreneur to systemize, sympathize, and synergize with reality and nature towards attaining one’s goals and entrepreneurial ambitions. Intent integrates all these traits together to drive the entrepreneur into action and consequent success.

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Stories as Drivers of Engagement and Innovation

Stories may be truths wrapped in roses, rainbows, and rhythm, but they also create the future–that which is possible and which can indeed be beautiful.

When organizations slow down or arrive at a difficult bend in their developmental journey, people within the organization need hope.  They need new dreams and fresh inspiration.  Success stories from the past empower us, but it is the stories into the future–stories yet to be lived–that catapult us into action and success.

These words are etched on the mental corridors of workers in this company that supplies milk and milk derivatives to nearly half the world.

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Be Not Afraid!

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I must confess that it’s been months since anyone has placed me in the interviewees’ hot seat. Also, during talks, training or other presentations I shy away from talking about myself and, usually, beg that my introduction, if any, be shortened. Then, last week, this request for a written interview from India comes about and I casually and candidly responded to it. After responding, I posted the link on my social media channels and gave it little thought until a dear friend commented and said, “Awesome interview!”

That made me go back look at the questions and my answers to those questions. It wasn’t until I reached the end of the interview did I realize that it was the last few words of my responses that earned me that “Awesome interview, ” compliment. I realize that the reader recognized the fact that while I was responding to the interview and, besides, by habit wanting to inspire others I was also indulging in positive, self talk. Today, again,  I confess I was indulging in self talk because like most every person on earth, I too am. sometimes, at an unconscious level afraid of things, of life and of taking action.

Yes, my statement at the end is more for myself than it was and is for others. Yet, I hope it resonates with you. Be Not Afraid!

Here’s the whole interview: Raju Mandhyan – International Coach & Learning Facilitator from Manila, Philippines

Q1. How did your career journey start? Or Who/What inspired you to start this Business/ Entrepreneurship?

Well, I have had three careers – engineering, export marketing and what I now like to call “education.”In the late 90s, after the Asian crisis, I was hungering to do something other than just “business.” I went back to study and discovered that I had an ability to clarify ideas, enter-train and inspire people. I began to do that in social and business circles when the British Council in Manila invited me to come to do, for them, what I was doing for fun, for myself. and wrote me a check for it. At about the same time I attended a conference where Deepak Chopra, Mark Victor Hansen and Ron Kaufman were presenting. From the stage, Ron Kaufman, singled me out and told me that I should be, on stage, doing what he was doing. I did and here I am.

Q2. Kindly share some information about your Business, products and services here.

Well I speak, train and coach in the areas of communications skills, business and leadership innovation.

But, here’s my first “but”, more than that I work with individuals and organizations in un-cluttering their minds, getting clarity and going after what they truly want in their lives and businesses.

My first book, the HeART of Public Speaking though caters to skill-building in making business presentations but also motivates people into creating true value. My second, the HeART of Humor, again, caters to being funny in conversations but, in reality, inspires to be kind, compassionate and forgiving to self and others. My third book, Pit Bulls & Entrepreneurs, which is a lot of fun to read tells stories of entrepreneurial successes but drives the reader into being gritty, gumption filled and practice tenacity.

Books by Raju Mandhyan – 
http://www.amazon.com/Raju-Mandhyan/e/B00J193X5A/ref=dp_byline_cont_book_1

Q3. What kind of challenges did you face while starting/doing business?

Moving from one profession to another was a challenge. It was like jumping off a cliff and enjoying the rush. It was like creating and living another life while still being Raju Mandhyan. Now, if I don’t have challenges, I go looking for some. You know what they say; challenges are the proof of life.

Q4. Do share with our readers about your discovery period when you were facing difficulties in your business?

Yes, there are moments when you feel like hanging up your guns, taking off your boots and rotting in front of the television watching Sponge Bob and Square Pants. During these times, I discovered that there is no giving up. There is one truth to this life and that is that the universe is constantly expanding and growing and we must, because we’ve been gifted with intelligence, get off that couch and grow.

Q5. Share with our readers about your experiment period after the discovery period?

Obviously, I did not experiment with surrender or resignation, I got more creative and kept plugging on.

Q6. What are your future plans? Or now what is your vision for next five years?

Vision and strategy and goals are western concepts. I am inspired by what Professor Ram Charan believes and practices. Just keep on doing what you like to do. In what you like to do lies the purpose of your life.

Q7. How would you advice/suggest new entrepreneurs who want to start & sustain in business?

Be not afraid!

Almost like the story in this video for SIYLI

Q8. LinkedIn profile URL link https://www.linkedin.com/in/rajumandhyan

Q9. Facebook profile URL link https://www.facebook.com/raju.mandhyan

Q10 Twitter profile URL link https://twitter.com/RajuMandhyan

Q11. Personal blog URL link http://www.www.mandhyan.com

Q12. Company website & Company blog URL linkhttp://www.www.mandhyan.com/insights/ , http://www.expatinsights.com/

Culture Change

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For nearly four years now I have been working with senior executives from across the world travelling in and out of the Philippines. I have worked with groups from Boeing, UPS, Coke, Microsoft, Hewlett Packard, USAID, Proctor & Gamble, Fonterra and Pepsico to name a few. In all our conversations the one statement that keeps popping up is a Peter Drucker quote, “Culture eats strategy for breakfast.” Though often, I must confess, we warp this quote a bit by saying, “Culture trumps strategy all the time.”

What does this mean? And, if the meaning is looking us in the face then what can we do to move, to change, to lead and win at the marketplace and win in changing economies? Our strategies for innovation, marketing or for impacting the business bottom-line will just not work. Our plans look good on paper and stay looking good on paper. Our business agility and tactics leave us with constantly aching lower backs.

Well, here’s the inside story. All the tangible moves we make; the promotions we launch, the people we pirate and the systems we reshape are moves only on the tip of the proverbial iceberg. Doing all these things in a dynamic marketplace and a constantly changing economy is like trying to turn a ship around in a raging storm by grappling with the tips of its mast.  That, as we have all known and experienced in Reagan-speak, “Just doesn’t cut it. No way, José!”

The way to handle and drive change is to go get to the bottom of things. The way to drive change and rewrite a new culture is to dive under the ship and get a handle on its hull, work the rudders and open up the sails in the direction of the organizational desire-dream.

One of the world’s top 100 change agents, Dr. Roland Sullivan calls this holistic process “Whole Systems Transformation.” I think of his process as change from deep within, from the core and hull of a large, dynamic system called an organization.  Dr. Sullivan recommends a four-step process;

  1. Transform leadership

Work with the decision makers, the core and the powers that be. Let them, first, sink their mental and emotional fangs into meat of the dream. Let them lock their jaws on crystallizing and clarifying the direction in which their organizational ship needs to go.

  1. Transform system critical mass

Choose a substantial number of dedicated individuals whose values not just resonate but ring church bells in sync with the values and the purpose of the organization. Let them also bite into the same dream as the leaders.

  1. Transfer competency to local change agent

Power and tool up local and internal change agents to work on the daily grind of weaving and hammering in the necessary knots and nails to turn the hull around. Let them learn to stew, to steam and serve the bits with a sizzle.

Culture change

Culture change

  1. Sustain transformation

Hold your breath, let the sails bellow, paddle consistently and evenly until we, the whole system, surfs over the storm and strengthens up for the next wave of change.

Dr. Roland Sullivan, in 2009, in conversation with the newly elected Prime Minister, Mr. Narendra Modi put together this quote with him, “Dreams are not seen when you sleep. Dreams are those that do not let you sleep.” http://rolandsullivan.wordpress.com/2009/07/

Over the last few years, Indians across the nation heard these words and made them their battle-cry for change. Today, the hull and the rudder of the ship called India is now in new hands and they look forward to riding out into seas, using Whole Systems Transformation, to drive change, to change culture.

Innovation Individuality

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Understanding, getting insights and drawing sensible conclusions about creativity and innovation has usually been a slippery process for most industries. Every individual and industry have ideas of their own. At a recent meetup with consultants in the disciplines, I walked away with three major conclusions.

One: One Size Doesn’t Fit All Idea generation, capturing possibilities and executing that flux may all be logged in and read as that we must think out of the box and we must stretch our minds but how far individual ideas can be stretched is totally made to order and custom designed. You got to come up with a process that works for you. What worked for Google, Starbucks, 3M or Evian may not work for you. You will have to mix your own brew.

Innovation by Mandhyan

Innovation by Mandhyan

Two: Execution is Key None of the names mentioned would have known how wonderful their ideas were had they not taken them to market. Out in that nebulous territory called the “market” roam beasts and beauties of undefined shape and size. You may research, reason, position, plan and strategize but it will only be the results that will give you a true reflection and a report.

Three: Make your Approach Methodical In essence, when you mix your own brew, make sure you keep track of the ingredients you use, the measures you use and how long each individual process stays on the burner of your intention and focus. I like to think in terms of preparing, persisting, percolating and performing towards creating something out of nothing, towards making new what doesn’t work well and even what may be working perfectly well. Recently, I had the opportunity to peek into how Kraft/Mondelez comes up with new products, process and promotions for their products. They partner, they purchase, they persist but way before they do all that they prepare to come up with something new. Their work areas are colorful, spacious and laid out to trigger ideas and teamwork. They nurture their research and development teams with volumes of select information; they are exposed to new theories and methods of thinking and action. All this leads to products that are yummy, a presence in the market-place that is unshaken-able and a perch where Mondelez/Kraft, always, gets a glimpse of the curves ahead.

Appreciative Inquiry, an Acquaintance

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Individuals and organizations are similar in the way that like an individual an organization needs to be conceived, given birth, incubated, nurtured, formed, trained, inculcated with values and then released into the world to become fruitful and value-adding entities. Like individual, organizations too, come in all shapes, sizes and cultures. Some live long and some just fly by the night. Some succeed and excel continuously while others just chug along happily ever after. Both, individuals and organizations, can live to be quite simple systems or become increasingly complex for themselves and by their own making.

The challenge, though, we all face is how can we all constantly and continuously succeed, excel, stay at the top of our game, and yet keep on adding value to the communities, the country and the world that surrounds us. The current, though ancient in nature, approach is to look for and analyse what does not work in a system and then make an effort to fix it.

Appreciative Inquiry, an Acquaintance

Appreciative Inquiry, an Acquaintance

The approach is ancient because it rests on the belief that individuals and organizations have, or are problems by themselves and they need to be solved. The approach becomes inherently fallacious because it focuses upon what does not work rather than what is working well or what can work well. This failure focused approach also evolves from our addiction to the cliché that a rotten apple spoils the basket and therefore we need to find that apple and do away with it. For a basket of apples that may conclude as a happily ever after but individuals and organizations are far from being just a plain, old basket of apples. We, as systems, can think, analyse, feel, judge, act, learn, help, celebrate and, more important than anything else, dream and design our own destinies.

Thus, the cliché of rotten apples and our belief in the cliché can be overturned with gusto and fervor. A basket of rotten apples, when it comes to humans and human organizations can turn fresh and can get nourished when a good apple is placed among us. A good thought, a good word, a good deed and a good human system can convert individuals and organizations into supportive, constructive, value-driven entities.

In the mid-90s, post the 1992 racial riots in Los Angeles, Erin Gruwell, an enthusiastic school teacher, takes up a job at Woodrow Wilson in Long Beach, California where she is placed plumb in the middle of a multiracial, hard to integrate, class of “at risk and highly unteachable, students.” Amidst the tension ridden surroundings, students are forced into class by security guards, Erin Gruwell works her way through the resistance and the angst of not just the students but a lethargic and numb educational system by focussing on the sparks of potentialities in the students, on what works and on the possibilities of the future. She works through by gently appealing to the human side of the individuals and the groups involved. In the process she makes multiple sacrifices for her career, her family and her status in the community but eventually efforts bear fruit when at the end of two years her bunch of students graduate and move on to college and a life ahead. A good, strong apple that nourishes and brightens the life of people around her.

Though she did not follow any set method or a frame-work to clean out a system that was rife with a culture of failure and resistance. She manages to help a bunch of multi-racial, unteachable, angst-ridden student and their families into happy, productive entities through sheer passion and grit. Thankfully, for us, who are into individual and organizational development there is a whole school of thought and practice which can deliver results at par with those of Teacher Erin Gruwell of Woodrow Wilson High School in California.

The method of Appreciative Inquiry, developed by Dr. David Cooperrider of Case Western University, provides an approach and a way towards achieving excellence by focussing on exceptional performances of the past and current core strengths which can be blended with a clear, challenging and conscientious vision of the future. The method is holistic, life-giving, constructive and in resonance with all that nourishes us as human beings and human organizations.

The approach draws from two modalities. First, Appreciation: an act of recognizing the best in people, places and performances and then to add and increase in value. Second, Inquiry: an act of exploration to discover potentials and highlight possibilities. The first leans on our needs to love and be loved, while the second rests on our natural desires to wonder and be curious about things. The combination of the two modalities creates a powerful potion to build, construct and energize areas and behaviours that are working well and boost their growth and development exponentially. Highly regarded as a paradigm for seeking out what works and moving towards it, a method for many organizational development practices, Appreciative Inquiry for many, is much more than that. It, in many circles, is regarded as a way of life and like life it needs to be soaked in appreciation and inquisitiveness of what is and what can be.

In contemporary methods, most all systems and organizations are seen as problems to be solved by management techniques such as root-cause analysis, solution analysis, critical problem-solving and mechanized action planning. With Appreciative Inquiry, organisations become a mystery to be embraced, a world to be created by reflecting on what we do best and by sharing life-giving narratives of success and harmony, by making inspired choices and designing a future of our dreams. This ‘way of life’ can pervade through research and planning, managing, mentoring and coaching for change. It can be lived through and for developing communities, invoking business excellence and creating visions and missions.

The most powerful tool of Appreciative Inquiry, or AI as it is referred to, is the AI Protocol or the inquiry process. This inquiry process invokes excellence and energy. It is achieved through powerful and structured questions which leave the respondent empowered for idea generation, action planning and implementation. The questioning process is a tri-modal approach and is explored in depth after the discussion of the several assumptions the theory of AI makes for unleashing its effectiveness.

AI makes eight assumptions, and though they may have similarities with several other paradigms; they substantiate well the premise, the promise and the power behind the AI.

Assumption One: In every human situation there is always something which works. No matter how damaged, destructed or dysfunctional a system is, there is and will always be a spark of life and humanity in it which can be rehabilitated. Our objective then, from that window, becomes to seek, to enhance and spur that spark into a flame.

• Assumption Two: It is important to value and appreciate differences. Differences exist and differences are a fact of life in not just what is but also in what is considered to be is. It behooves us to recognize and respect that realities and our perceptions can differ. We need to synergize and seek strength from the diversity.

• Assumption Three: What we focus upon becomes reality. Our intellect can, but our mind is unable to decipher simulation from reality. Should we then focus upon the constructive and our capability to succeed, then we get drawn towards building and achieving success.

• Assumption Four: Realities are created in the moment and there are, always, multiple realities. Since most realities are our perceptions of the truth and our perceptions constantly change with changing times, economics and environmental conditions. Therefore, realities are multiple and our current perceptions are realities of the moment.

• Assumption Five: The language we use shapes our realities. Since our current perceptions are the realities of the moment and our words are used to describe our perceptions then our words and how we string those words together morph and shape our oncoming realities.

• Assumption Six: The act of asking questions influences the outcome in some way. Not really in “some way,” but in a way that can be, if needed, measured and controlled. Questions, we ask, are our invitations to others to express the reality of their perceptions. Others respond with words and language to our invitations to share perceptions, the language they use shapes reality and therefore influences outcomes.

• Assumption Seven: People have more confidence going into the future [unknown] when they carry parts of the present [known.] Since perception and reality are divided by a very thin, almost invisible, wall, perceptions which are like real-life experiences or actual experiences then they give strength and vigour to developmental thoughts and actions towards designing a positive future towards success and excellence.

• Assumption Eight: When we carry the best parts of the past into the future, they will create a better future. Enough said.

These assumptions are the driving force and the armament behind the double-barrelled approach of appreciating and inquiring. That, perhaps, is not a highly recommendable metaphor for AI, since AI is all about the right choice of words and the subtle and powerful influence the structure of language has on our minds. Nevertheless it brings us right into the discussion of inquiring in depth the practice-able of how, the way of life that AI is, works.

The theory of AI has a very simple, framework to apply. It starts with choosing a topic, a theme or a developmental challenge. This is then followed by a four-stage process as follows:

• Discovery: In this stage the AI practitioner helps uncover past strengths and successes while staying anchored and focused towards the central theme. In the Discovery stage allowing the respondent entity to express and share stories is the key objective followed by listening for “what gives life,” within those stories. These life-giving elements can be used to propel the dream and the destiny.

• Dream: In this stage, the practitioner invites the sharing of dreams and visions from the respondents. The process elevates hopes of achieving the ideals.

• Design: the design stage is critical since it needs to take account of external realities and material capabilities of the individuals and the organisations. This stage also calls for working out a result-based plan on how to achieve the dream.

• Deliver [Live the Destiny]: At this stage the practitioner helps the respondents visualize and simulate success of the design thereby imprinting, with power and passion, it as the reality on the minds of the respondent entities.

The critical step for these four stages is a proper selection of the core theme. The choice of words and the language structure needs to be empowering and affirmative from every angle.For example if a community development group chose, “Reduction of Crime and Graft in the Country,” then that theme, though logical, will have a negative tinge since it assumes the existence of crime and terror and may thus end up feeding that beast. The theme can be reworded to, “Nurturing Peace and Order in the Country.” This version assumes existence of peace and order, this shifting focus to what works for eventual development.

Therein lies the power of Appreciative Inquiry and the most consistent and handy tool for all these stages is the power of intelligent and empowering questioning, also referred to as the AI Protocol. The protocol is a process of questioning to empower the deliverance of dreams and destinies. Three powerful things happen when we ask the right questions.

• One. The questioning process raises a storm of curiosity and challenges all status quo. This, inadvertently, invites creative thought, followed by careful words and conscientious action.
• Two. Questioning helps converge thinking between the creative and the logical side. It also stirs up unconscious wisdom and challenges mindless rituals.
• Three, responses to questions make the responder an author of those ideas and, thus, drives them, eventually, into conscientious action.

All questions are made up of three elements.

• The first element of questioning well is the construction and the linguistic tilt of it. The format of the question can open up options or close possibilities.
• The second element of the question considers the capacity and the ability of the respondent. It is this element of questioning which mostly draws response regarding the “how” of things.
• Finally, the third element regards and analyses all underlying assumptions. The higher the ratio of positive and appreciative assumptions a question has, the better a response it generates.

Under the AI Protocol there are three forms of questions. Levels, if you prefer.

• Inward Questions are those that make the respondent reflect upon the how, the when and the why of past performances and past successes. These questions, through anecdotal responses, surface strengths and competencies of individuals and groups.
• Outward Questions string together innate strengths and successes to present day possibilities. These are questions related to the what, the when, the who, the where and the how of achievable plans.
• Forward Questions recreate and reinforce dreams and possibilities. These questions create stimulation and simulation of successes and celebrations in the mind. Forward Questions are future-paced. They give shape and form to visions thereby creating powerful and positive tension between what is and what can be.

The power of the AI Protocol is awe-inspiring and the holistic core of the AI Way of Life brings to fore good living and greater business successes. AI raises our benchmarks and our bottom-lines with ease and élan.

Five Laws for High-Octane Learning Transfer in Training

All my life, I have enjoyed and applauded great teachers of all kinds and in all walks of life. I have spent thousands of hours watching,

listening, reading up and pondering about how is it that there are a few teachers/trainers who transfer so much knowledge and wisdom and also do it in a light and a non-intrusive way. I have a special affinity for such people and my life has been blessed by many such “gurus” of learning transfer.

Here are a handful of laws, I believe, they follow to become good at what they do and to churn up learning in individuals and organizations. Mind you these are not just the things they do but these are their guiding principles and they follow them, consciously and unconsciously, as if they were unwritten laws for High-Octane Learning Transfer.

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