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CIPDI: So, as our faces are different sources our needs are different and we tell them make those things, based on those individual needs.

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CIPDI: So I am very happy to be here and I have known Karen now for all the little bit over a year from the alliance from 10 years in New York, and I think I have participated in since i’ve known at least all of the trainings that she has had.

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CIPDI: During this time and it’s definitely helped us build our organization so i’m very much happy and glad to be here.

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Karen Judd Smith: Your end so you’re in Ohio and you work with folk in Nigeria right.

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CIPDI: Right yes yeah.

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Karen Judd Smith: fantastic.

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Karen Judd Smith: Okay, and next in line chaplain Maryland.

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Karen Judd Smith: Just unmute yourself and.

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Chaplain Marilyn: that’s important.

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Karen Judd Smith: helps we’re not good luck readers.

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Chaplain Marilyn: Well i’m not well.

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Chaplain Marilyn: i’m semi retired I live out in California and the fresno central valley area and.

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Chaplain Marilyn: covert was one of the reasons why i’m semi retired my clientele or as a full time hospice chaplain I met with a lot of vulnerable patients and family, and so I had to kind of step out of that realm because i’m also 65 vulnerable to.

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Chaplain Marilyn: But in the meantime throughout this time of code.

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Chaplain Marilyn: The number of unitarian universalist church quite large one here in the fresno area and we’ve done a huge amount of work with zoom all these kind of meetings.

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Chaplain Marilyn: And somehow when got Ahold of my former 20 plus years profession and i’ve been asked to form a covert response volunteer team and I thought man if they need resilience training.

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Chaplain Marilyn: They will need that so i’m hooking in on karen’s classes and.

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Chaplain Marilyn: Some of this stuff I know and some of its regulatory so i’m i’m really enjoying what i’m learning and relearning so here I am.

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Karen Judd Smith: Thank you Marilyn.

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Karen Judd Smith: next in line we have Adama.

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Karen Judd Smith: You can unmute yourself and introduce yourself.

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Adamma: Hello.

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Karen Judd Smith: hi Adama if you if you have a video even just for a short while, so we can see you we like we like to see faces and as well if.

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Adamma: that’s think the message and I really like that now their intellect and then I put on my view so that’s where I come to them, are you right now I see me soon bye Thank you know.

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Adamma: That case I will be the everyone.

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Adamma: Can.

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Adamma: Do that all right, good evening everyone, my name is Adam I am i’m happy to be here again, every time I advertise on the comprehensive set of people for teenagers on women here, I am most to.

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Adamma: Time.

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Karen Judd Smith: yeah wonderful to have you Adama.

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Karen Judd Smith: Ali.

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Karen Judd Smith: I believe you’re there if you can unmute yourself and join us hey fantastic.

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akhurram: Hello everyone.

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akhurram: How are you.

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akhurram: My name is Ali I work with the UN mission in South Sudan.

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akhurram: Prior to that i’d worked with UNICEF in New York with the peacekeeping mission in Liberia, with the access to justice and rule of law project in Pakistan and for more or less five years with USAid for different TV programs and i’ve known Karen for almost a year now right.

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Karen Judd Smith: About a year and they’ve been.

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akhurram: yeah we’ve been speaking on and off with this code I don’t even count the year, so this has gone by.

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akhurram: So good to see you all, and I hope to contribute and learn from all of you, thank you.

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Karen Judd Smith: Definitely, and I hope that in the in the course of the weeks.

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Karen Judd Smith: That each of you get to to hear tell some of your stories and hear one another stories, because I think you’ll find that each one here is really a remarkable person.

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Karen Judd Smith: So and that’s part of what is is is thrilling is to get together a group of people that really something now i’m also.

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Karen Judd Smith: Muhammad was online and he dropped off he yeah I know that his situation there in Syria his Internet is not always strong and he.

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Karen Judd Smith: depends what his work situation is and whether he can be in a place where he’s got some wi fi but hopefully again, we can get get.

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Karen Judd Smith: to know him and he can spend more time with us, but um that these these sessions are recorded in a day or so they will be posted into the membership area so.

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Karen Judd Smith: i’ll just go over some of the the details of how some of this will work, I think it just helps to know a couple of the you know the the nuts and bolts that housekeeping stuff so.

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Karen Judd Smith: we’re going to use the same zoom link each week, so you don’t need to get a different one and I will always send you out just the morning of.

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Karen Judd Smith: A reminder that the that will be meeting with the link and just the basic topic now the topics may change as we move on through, as I say, I my tendency.

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Karen Judd Smith: My tendency is one to give you too much stuff you know and and that’s not good for learning, but you know to be overwhelmed by learning you’re overwhelmed by enough stuff in life, but I really will I my heart is always to give you more, but I don’t want to you know.

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Karen Judd Smith: Over feed you like a Turkey I don’t know American American turkeys effect and.

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Karen Judd Smith: That isn’t that isn’t always the best method for, for you know for for a happy life a long life so, so I will try to control myself.

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Karen Judd Smith: But anyway, for these these two hours and and i’m happy to stay on longer, but I, you know I want to honor your time and so when we get to the to our point.

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Karen Judd Smith: If you need to go because you’ve got you have a life, please feel free to go, I may continue on for a little bit if you can that’s wonderful.

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Karen Judd Smith: But for the two hours do turn off any distractions and let you know and make this really a time when we can all.

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Karen Judd Smith: Learn and absorb together, I don’t want you to dilute your commitment and so it’s it’s kind of like let’s get you know full 100% dose while while we’re here together and.

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Karen Judd Smith: I think it’ll be as we do this together, as we learn from one another, together of course i’ll be providing some core information but.

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Karen Judd Smith: it’s what we do together that is oftentimes really the really neat stuff.

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Karen Judd Smith: Each week I will give you some homework it won’t necessarily be huge amounts some weeks more than others today is not big homework, but it is a little bit that is there, there is a members members area now I did not let me see if I can.

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Karen Judd Smith: Anyway, that you should have received.

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Karen Judd Smith: An access URL a.

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Karen Judd Smith: username which was probably your email that you signed up with and a password and that membership area will have, is where we will post the videos later on.

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Karen Judd Smith: it’s where I will upload any materials as we go on through, and if you know, to make those available to you, so that they’re downloadable.

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Karen Judd Smith: And it’s just a way to organize the materials and to go in and get access to these later on, so a little bit later i’ll go in i’ll show you how to go into that Members area.

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Karen Judd Smith: Maybe I can even try to do that now, let me see.

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Karen Judd Smith: This probably if I do that on sorry I should have opened this up before, but I did.

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Chaplain Marilyn: let’s see if we can do this.

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Chaplain Marilyn: and

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I will.

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Karen Judd Smith: share my screen, so that you can see, this because I.

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Chaplain Marilyn: Think.

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Karen Judd Smith: it’ll be good for you to have.

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Karen Judd Smith: I always do that accidentally.

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Chaplain Marilyn: Where did that go.

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Karen Judd Smith: So far, safari.

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Karen Judd Smith: Okay, so.

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Karen Judd Smith: i’ve got myself set up as a.

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Karen Judd Smith: Okay, so once you get into your leaders area or the the the membership area.

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Karen Judd Smith: Then, this information will be on your page now, you might have wondered whether this is impact and influence or legendary leadership i’ve gone back and forth.

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Karen Judd Smith: And, and so, at the moment i’m settling with legendary leadership and there are reasons for that, but anyway so that’s just the name of.

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Chaplain Marilyn: It.

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Karen Judd Smith: But the content is still essentially the same so once you get.

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Karen Judd Smith: into the membership area again it’s just got the information about the the time the time zone, if you need to remind yourself about you know what time zone you’re in don’t forget to whitelist our email address that’s info at exceptional cab academy that’s exceptional without an e.

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Karen Judd Smith: And the story behind that as another one you don’t need to know about, but that’s that’s there, there is a Facebook group that you can join and you just click on that here it’s it’s a private group so.

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Karen Judd Smith: You can just go in there and join that.

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Karen Judd Smith: You know request to join that group and and all go back in and include you in there that’s where you can interact with one another, share information and or some of the homework type of things that will be given.

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Karen Judd Smith: If you’re a team leader again you you, if I knew this is you you’ve got a couple of team TEAM members you’ve got your leadership area, and I think you’ve become familiar with that new know which.

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Karen Judd Smith: To add your team members and other than that it’s also got the zoom room access right here, and just down below this is where week one.

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Karen Judd Smith: you’ll be able to click on this, and that will take you to the the replay videos and to the documents.

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Karen Judd Smith: Any any documents that have been provided from that week so that’s essentially what it is so each you know 1234 so you’ll go to I think I don’t have anything yet there’s nothing there yet, because there’s nothing there yet.

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Karen Judd Smith: So.

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Karen Judd Smith: That will be being populated after this and once we’ve got the videos and after the class, so this is still you know, a beta program it’s still being developed it’s being refined since the first time and there, there are reasons for that it’s based on feedback and and even.

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Karen Judd Smith: Things that are changing in the.

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Karen Judd Smith: world but.

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And, and our circumstances.

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Karen Judd Smith: So that’s essentially that.

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Karen Judd Smith: It looks like we’ve got now one more.

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Karen Judd Smith: i’m going to have to get help with how to pronounce your name.

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Karen Judd Smith: You funny Can you help me out here.

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CIPDI: may make her.

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Karen Judd Smith: Name makeup would you like to introduce yourself oh disappeared to.

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CIPDI: throw up below here.

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Karen Judd Smith: yeah yeah so anyway, one of the things that is really good to try to do is to prepare each week to be in a place where you’ve got a strong Internet as best as possible.

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Karen Judd Smith: Because it makes all the difference when you can engage with the people here that that’s also an important piece.

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Karen Judd Smith: So I think that’s about it for most of the kind of the housekeeping stuff other than I would really encourage each one of you to.

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Karen Judd Smith: Where possible, to show up with your video on each one of you, you are leaders, you are increasingly you know, going to be present in the world and it’s important to be able to always show up.

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Karen Judd Smith: So hey there you go and and we really like to see see people’s faces that and the feedback is is really good.

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Karen Judd Smith: One of the things that i’m going to do, throughout this also is periodically to remind you that your body is your exquisite base and you’re encouraged to use it so, especially as we sit here, you know.

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Karen Judd Smith: move i’ll ask you at different times to type stuff into the chat because that also helps.

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Karen Judd Smith: You it’s the you know the given take between your mind and your body and it just also helps transition from attention to action and it helps it’s part of the learning process, and these are little things that you can use as you do more of the.

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Karen Judd Smith: I don’t think zoom or Skype or Microsoft work groups or however you know, whatever format people use.

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Karen Judd Smith: For Internet and virtual meetings, these are not going to go away, even if they even if we go back to more in person.

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Karen Judd Smith: Meetings they won’t completely go away so understanding how to engage people in the process is really important, so.

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Karen Judd Smith: If every if each one of you can go to the to the chat right now, I want to make sure that you a that you know that the chat where it is, and if you don’t know where it is just type into the chat I don’t know where it is.

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Karen Judd Smith: hey.

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Karen Judd Smith: Thanks.

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Karen Judd Smith: And you know you can talk to you can talk to one another, you know.

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Karen Judd Smith: While you know, while i’m.

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Karen Judd Smith: talking to you as well, wonderful.

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Karen Judd Smith: And don’t forget to add add the country where you are because it’s really neat to be able to even just literally to see in the chat.

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Karen Judd Smith: You know where we are around the world, and because we know we’re in different time zones it’s already late at night for Cecilia Ali what time is it in South Sudan.

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Karen Judd Smith: yeah.

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akhurram: it’s 8:24pm.

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Karen Judd Smith: yeah 824 so for Chaplin Marilyn it’s what.

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Karen Judd Smith: You know 1130.

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and

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Karen Judd Smith: 1030.

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Karen Judd Smith: yeah okay so.

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Karen Judd Smith: And yeah 724 so we’re all over the map in terms of our time and and and where we are in the world that’s fantastic.

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Chaplain Marilyn: Wonderful.

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Karen Judd Smith: later on in the training, you know as we get into all of this, you know, especially well as we work, you know, on our computers, one of the things that we tend to do is also to tense tense up like this it’s really important to be able to relax.

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Karen Judd Smith: But in one it not not today, but in one of these other sessions i’m going to go over a really cool you know something that i’ve learned some time back a neuro somatic emotional release, which is also an interesting way of not just dealing with your physical.

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Karen Judd Smith: Tensions but those as as we we are a whole person, so we have our emotional our physical and intellectual components that are all interrelated all kinds of feedback loops in there and so as as we learn how to really work with improving our.

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Karen Judd Smith: Our ability to deal with simply whatever it is that life throws at us because life throws all kinds of stuff at us now, as we heard James today is dealing with some deep loss of a good friend from.

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Karen Judd Smith: An air.

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Karen Judd Smith: accident.

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Karen Judd Smith: in Abuja and we don’t know when things are going to come at us, and so we, we need to have the resources.

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Karen Judd Smith: As many as we can to help us deal with and.

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Karen Judd Smith: just get through life much better.

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Karen Judd Smith: So um so there’s that’s going to be coming up what we’re going to be going over in the next four weeks and i’m going to let me show you share my screen with you for this.

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Karen Judd Smith: In terms of the class schedule.

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Karen Judd Smith: So this is this was a little bit consolidated and it’s just four weeks, instead of six, and it would have been better if it was six but anyway circumstances in my life to.

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Karen Judd Smith: ended up this way.

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Karen Judd Smith: But what we’re going to cover in these next four weeks is first today we’re going to look at kind of big picture stuff and and i’m going to explain to you what.

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Karen Judd Smith: The Transylvanian than 10 salient and you probably haven’t heard of this, but its resilience is a core component of it.

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Karen Judd Smith: But it’s it’s something a little bit more than just simple results and so it’s a a human change model that that I refer to as the Transylvanian.

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Karen Judd Smith: model and so we’re going to go over some of the fundamentals of that and we’ll look at why that’s important how it might help you to look at things this way.

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Karen Judd Smith: And how it can actually dig in you know allow you to be a better leader, how it can allow you to handle the many things that come at you in life to build that resilience and to be the kind of person who can help and facilitate others becoming a.

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Karen Judd Smith: Handling life better most of you have teams.

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Karen Judd Smith: You have people that you’re responsible for, and even if you don’t have formal teams almost every single human being exists in some kind of a team or another family team our our team, you know, our group of friends and peers.

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Karen Judd Smith: Networking groups, we have teams all over the place to we are social emotional beings and we function more effectively in our team, so how to really work and contribute.

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Karen Judd Smith: Not just as an individual, but as a participant in a team and many times as a leader of a team can make all the difference to outcomes to the impact of a group that.

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Karen Judd Smith: In in in your work in your daily life, the third week we’re going to look at context and tea leaves.

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Karen Judd Smith: That might sound very.

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Karen Judd Smith: That might sound very nitty gritty but, believe it or not.

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Karen Judd Smith: understanding that you know, ensuring that you really understand the context that you’re working in is really critical to being effective.

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Karen Judd Smith: it’s really critical to being able to influence your environment is really critical to being able to make that the kind of impact and change that you want to often people do not look at the context and take and factor that into.

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Karen Judd Smith: what’s going on.

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Karen Judd Smith: it’s often acknowledge that it’s there it’s something to look at, but do they do people spend time deeply understanding it and making the kinds of connections, so that you can.

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Karen Judd Smith: influence even some of your key stakeholders who may be not directly in your purview directly your your response, the people that you’re responsible for, but people who are critical.

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Karen Judd Smith: To the ultimate success of your project.

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Karen Judd Smith: oftentimes it’s those people in that peripheral area and you’re in your context you can totally undermine.

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Karen Judd Smith: What you’re doing.

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Karen Judd Smith: And you might not have seen it coming and that’s the tea leaves part.

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Karen Judd Smith: So part of the point of looking at this Transylvanian human change model is to help us really be able to read the tea leaves and why do we need to leaves because a lot of what goes on in the world is not just what is the status.

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Karen Judd Smith: So many times people claim that their purpose and mission is one thing, but actually their body language and organizational structure or their feet.

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Karen Judd Smith: are taking them in a very different direction.

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Karen Judd Smith: to that which is stated.

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Karen Judd Smith: When we don’t pay attention to these things and don’t have two tools and a way to assess and understand what’s going on, then we can we can lose years.

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Karen Judd Smith: of effort.

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Karen Judd Smith: Thousands of dollars.

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Karen Judd Smith: lose trust from those around us, the losses can be dramatic.

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Karen Judd Smith: Because we didn’t take into consideration, our real context the deep occurrence at play and read the tea leaves.

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Karen Judd Smith: So it seems like kind of a funny little title for a week.

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Karen Judd Smith: Actually, this a lot of depth and value in in taking that into consideration and the final one is X marks the spot, and I think those who did the first round of the impact and influence with me.

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Karen Judd Smith: got some kind of indication of of why that why that’s important and how that can play out but that comes down to team, effectiveness and to clarity about purpose vision and mission, and these are things that also play into your capacity to impact.

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Karen Judd Smith: individuals and groups and other teams, the Community the society, the society that you’re part of.

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Karen Judd Smith: You know they’re the bigger picture and and the specifics of each one of your situation may be very different, but the dynamics of the same.

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Karen Judd Smith: And I tend to focus on dynamics now for the technical details of what you’re doing, I trust that you are the expert.

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Karen Judd Smith: For your specifics you Cecilia and the expert in dealing with children and the issues of human rights you’re you’re a.

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Karen Judd Smith: you’re a lawyer you’re trained in human rights, you know the specifics, the technical details, but around all of that it’s like the the the hard stuff in the world, the hard.

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Karen Judd Smith: Things or the bricks of it, the technical details are like the bricks but without the mortar to hold the bricks together the building doesn’t go up.

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Karen Judd Smith: The institutions don’t get formed.

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Karen Judd Smith: We need those soft skills around those specific technical capacities, without which people don’t get to benefit from those technical capacities.

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Karen Judd Smith: So.

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Karen Judd Smith: A lot of what i’ll be focusing on and this time really are and and I think those of you who who attended who are able to join me for the trends, the team resilience day you heard some of you heard some stories and some of those will get reiterated or told differently.

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Karen Judd Smith: But.

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Karen Judd Smith: there.

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Karen Judd Smith: There are just very powerful reasons to to really understand and to build the capacity, our capacity as resilient.

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Karen Judd Smith: And transformative Lee resilient leaders in this day day and age, and a time when I know that you know, and maybe everybody can Maybe you can.

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Karen Judd Smith: Some of you can type into the.

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Karen Judd Smith: into the chat box what are some of the challenges that you’re experiencing at the moment.

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Karen Judd Smith: The challenges that you have in your job.

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Karen Judd Smith: Are they the technical difficulties, or are they burnout burnout or fatigue coven fatigue zoom fatigue.

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Karen Judd Smith: Just the the long haul of everything that’s going on is oftentimes one of the first things that people say is all this is, you know this is what’s getting to me.

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Karen Judd Smith: Or, I feel stress, but I don’t know what to do.

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Karen Judd Smith: Many times it’s it’s that area of our lives that is often the mystery, and so that i’m hoping that we will.

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Karen Judd Smith: Not only D cloak a little bit of the mystery but also give you some tools in the process that will really help you so what.

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Karen Judd Smith: Type into the into if you dare bear your souls, and it doesn’t have to be your deepest darkest darkest darkest anything’s but just some of the things that you feel like you’re dealing with at this time.

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Karen Judd Smith: As where we are now on the 24th of February in 2001 when everybody thought coven would have already been gone and done with but it’s not.

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Karen Judd Smith: low uptake of technology, and I would have to say that that low uptake is.

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Karen Judd Smith: Primarily, less less about the technology itself and more about the capacity of people to to adopt it into their lives yeah to see the reason to to go into their uncomfortably or their their their lack of comfort and to feel like that’s a good thing.

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Karen Judd Smith: And these are all some of the things that we that we will look at anybody else or waiting for things to go.

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Karen Judd Smith: You know don’t, we wish you reckon it’s going to happen.

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Karen Judd Smith: huh.

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Karen Judd Smith: anybody think it’s going to go back to normal.

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Karen Judd Smith: Yes, no.

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CIPDI: I think this is as normal as nomar would be.

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Karen Judd Smith: There you go.

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Karen Judd Smith: So let’s make the best of this.

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Karen Judd Smith: let’s turn it into something that is really workable and useful.

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Karen Judd Smith: yeah not a not an office life yeah and we end we’ve got to find ways, where we can.

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Karen Judd Smith: make better use of this reality and that’s part of our challenge.

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Karen Judd Smith: yeah okay so let’s.

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Karen Judd Smith: So.

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Karen Judd Smith: Let me share this again.

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Karen Judd Smith: And we’ll move on into understanding, some of the fundamentals now some of this might.

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Karen Judd Smith: i’m going to show it to you because I want to it’s kind of like the big picture stuff you’re not going to be tested on it.

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Karen Judd Smith: don’t worry, but I do want to go over it just to plant in your mind and to give you this backdrop for you to think about because.

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Karen Judd Smith: I think it will give you some slightly different perspective on what you’re looking at each day from a perspective of somebody who is endeavoring to make a difference, now whether you’re trying to get you know, reduce the numbers in simple terms, reduce the number of.

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Karen Judd Smith: kids that are.

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Karen Judd Smith: You know, drafted into by terrorist organizations or to help them, you know later on to to recuperate to get back a life afterwards.

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Karen Judd Smith: You know whether you’re trying to give people a voice that you are a funny.

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Karen Judd Smith: you’re trying to get people to make a change in their life and understanding kind of the like the full scope of what is good, what is at play is useful to have at the at the back of your mind, and the same thing for you, because you’re you’re contending with with governmental.

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Karen Judd Smith: expectations and mandates you’re looking at the specifics of the individuals who are getting training and or who are doing the job and the complexities of that.

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Karen Judd Smith: And and understanding, all those moving parts and it’s just helpful to have a framework to understand the dynamics at play how it’s useful to you down the road we can go into that a step at a time, a little bit at a time, but I think just to have this as a backdrop is useful.

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Karen Judd Smith: And I guess part of understanding, it is a little bit understanding, where we are today okay so where you’re in the cove it were about 14 years I said 14 years into the matrix.

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Karen Judd Smith: What do I mean by that what was it was 2000 and 2007 I think it was that apple first came out with the first smartphone.

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Karen Judd Smith: Now it took a few years for there to be a real adoption of smartphones.

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Karen Judd Smith: took another year for android to get out there, but the massive change in this timeframe really it’s only 1011 years when Since you know people, the average person on the street is now walking around with more computing power than what.

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Chaplain Marilyn: got.

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Karen Judd Smith: The first men to the moon.

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Karen Judd Smith: in their pockets, I mean the man in the moon we’re not in the pockets, they got more computing power in their pockets than than was in the the you know the satellites and all of the the rocketry that went to the moon literally actually that’s the truth.

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Karen Judd Smith: So, but that has only taken place in the last 10 years how many jobs of each one of you had.

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Karen Judd Smith: Maybe just john Jordan, the you know how many ballpark you’ve only ever had one job.

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Karen Judd Smith: Maybe you’ve had to maybe 10 maybe 20 I don’t know.

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Karen Judd Smith: But so.

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Karen Judd Smith: Change has become so much more fast paced.

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Karen Judd Smith: for everybody and that escalation has has been you know just lately it’s a hockey stick it’s xena diode it depends what your background is to.

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Karen Judd Smith: What what shape you think the the you know the the changes are.

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Karen Judd Smith: But the point of this little graph and that I always liked this is that the pace of change is escalating.

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Karen Judd Smith: moore’s law, for example.

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Karen Judd Smith: Whereas our institutional structures and oftentimes our own.

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Karen Judd Smith: Our own.

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Karen Judd Smith: kind of habitual thinking or cultural backdrops.

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Karen Judd Smith: change a whole lot slower.

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Karen Judd Smith: So we’ve just got this growing what I call break zone that is part of the reality of our lives personally.

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Karen Judd Smith: workplace institutionally globally and into this Gray zone steps all kinds of crazy crazy, so you know, in the you’ve got the dark web in here on the practical levels you’ve got the.

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Karen Judd Smith: Transnational actors that are not necessarily the best actors stepping into this and taking advantage of the fact.

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Karen Judd Smith: that our institutions haven’t caught up with the technical changes that are going on, so this is part of the reality this is our greater reality.

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Karen Judd Smith: And if we don’t understand that then we’re we’re losing touch with this very real part of why there’s this pervasive I would have to say almost at a global level pervasive anxiety levels that have just.

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Karen Judd Smith: Raised they’ve been they’ve just raised that we all kind of feel but don’t know what to do with but it’s also why it becomes all the more important that at the personal level, and that our professional levels we have that capacity for resilience.

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Karen Judd Smith: And why I put in here, I noticed in barley barley and and this takes me way back to when I was you know.

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Karen Judd Smith: End of my first year of university and you know I took off on the typical Australian you know go out into the into the world with a backpack on your back and.

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Karen Judd Smith: Not knowing where you’re going, and when I do it again now, I probably wouldn’t you know what what did I know in the to show my age in the 70s, to go into Indonesia, when the Communists were still pushing down the the Malaysian peninsula and.

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Karen Judd Smith: The reality was even when I got into.

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Karen Judd Smith: into Jakarta.

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Karen Judd Smith: You know, there were soldiers on the streets walking around with guns over their shoulders that I had never seen.

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Karen Judd Smith: On my farm.

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Karen Judd Smith: or in Melbourne.

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Karen Judd Smith: or anyway so talk about eye opening but anyway once I traveled down through Java and ended up by myself, I I I landed in Indonesia, I knew how to count to 10 just in bahasa Indonesia.

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Karen Judd Smith: By the time I got to Bali I could I could negotiate and boss, or whatever else but anyway, by the time I got there.

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Karen Judd Smith: I also realized, you know, being the.

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Karen Judd Smith: I guess the thoughtful student that I was at the time that wherever I went my challenges followed I couldn’t escape.

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Karen Judd Smith: myself and my own limitations, whatever they were.

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Karen Judd Smith: And so it was just one of those moments, where it was just it’s it’s not rocket science, but just deeply realizing that the challenges that I have in my life are going to go.

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Karen Judd Smith: The Center of my cosmos is wherever I am and, if I have a problem in in in back at university in Melbourne i’m going to have a problem in Bali i’m going to have a problem in New York i’m going to have a problem.

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Karen Judd Smith: In California or or now in Pennsylvania if.

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Karen Judd Smith: If I haven’t resolved them so it’s just all it’s just to say is that.

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Karen Judd Smith: We that we carry the the the secrets to our own success in our own life, to the extent that we.

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Karen Judd Smith: figure them out and work on them that’s you know not rocket science, but there you go okay so.

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Karen Judd Smith: we’re going to.

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Karen Judd Smith: So i’ve already said that now, as I, as I go into into a little bit more about the.

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Karen Judd Smith: The trend ciliates framework.

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Karen Judd Smith: And I haven’t really gone in there yet.

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Karen Judd Smith: I I first of all I wanted to interject a little bit about the reality of learning now a lot of people know that and and you’ve probably heard this that there are some people will talk about it in terms of four stages of learning.

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Karen Judd Smith: there’s the unconscious in.

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Karen Judd Smith: Competence, in other words we don’t even know what we don’t even know and then there’s the then there’s the conscious in.

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Karen Judd Smith: Competence, we know we don’t know, and so we trying to learn and then there’s the conscious competence with we’re grappling with the skill.

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Karen Judd Smith: and trying to make the difference and then eventually we we gain that mastery so I just wanted to look at it from this perspective, and I wanted to make it a little bit more playful a little bit more.

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Karen Judd Smith: True to our Simeon.

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Karen Judd Smith: Simeon nature, I know Marilyn over the years have said reminded me I you know.

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Karen Judd Smith: I kind of labeled us a number of things and we’ll get to that, but.

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Karen Judd Smith: She always reminds us that were monkeys and now that my.

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Karen Judd Smith: Second son has just launched a vr game that’s actually being very well received, but I think it’s.

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Karen Judd Smith: Because part of the reason why people like gorilla tag it’s called guerilla tag is it’s got two elements and will you’ll see how they is playing out in a moment, one is.

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Karen Judd Smith: Is the kind of the monkey monkey nature.

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Chaplain Marilyn: of human beings.

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Karen Judd Smith: You know where social and we.

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Karen Judd Smith: We like to play and.

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Chaplain Marilyn: But, also, that.

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Karen Judd Smith: The tag part.

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Karen Judd Smith: taps into the very innate basic survival instincts, which is why.

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Karen Judd Smith: Actually, my finger you.

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Karen Judd Smith: Probably can’t see it now, but that finger and this finger have been injured as i’ve been playing the game, because I don’t have a large enough playing space, but because when somebody’s chasing you.

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Karen Judd Smith: it’s just basic you run.

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Karen Judd Smith: you’re desperate to get away it’s so instinctive but, but in the context.

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Karen Judd Smith: Of a game in the context of.

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Karen Judd Smith: For example, gorilla tag.

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Karen Judd Smith: You know, it really is it really is play and it’s fun and we’re playful but anyway, so the stages of learning and I put this here because.

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Karen Judd Smith: I play with terms.

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Karen Judd Smith: An important thing about getting really the.

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Karen Judd Smith: benefit of a tool or resource is not just playing with the idea of it, looking it up on YouTube or googling it to get the statistics or the definition or the description or to read an article about it.

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Karen Judd Smith: Our brain some sometimes they yeah yeah I know about that I know about that, but no, we don’t know this is we’re just playing with it we’re just.

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Karen Judd Smith: toying with the idea of it.

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Karen Judd Smith: The next step is when we stop to figure out ways to utilize it, and so we are in that you know that you know, conscious competence.

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Karen Judd Smith: Well, when we’re not really conscious conscious conscious and incompetent, probably at this stage, but I just wanted to put it down into more three levels where it’s.

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Karen Judd Smith: We were we tell ourselves, we know it, but we don’t we’re really just playing around with it.

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Karen Judd Smith: we’re testing it out to see whether it’s working and whether it’s useful for our lives and when, whether or not we actually own it.

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Karen Judd Smith: And so it’s kind of like learning about it more intellectually, which is more cognitive learning.

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Karen Judd Smith: Then we begin to stop to adopt it, as you know, our own just by you know getting out there and kicking the tires a little bit and then eventually becomes ours, because we made a you know, a commitment to it.

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Karen Judd Smith: And it’s just really important to remind ourselves, those of us who are very rational people.

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Karen Judd Smith: who consider ourselves smart and intellectual and even if you don’t walk around saying i’m smart and intellectual, I am confident that each person here on this on this call is a smart very well educated and and.

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Karen Judd Smith: Highly capable person.

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Karen Judd Smith: And it’s so easy for us to say yeah I know I know I know I know, and in fact we don’t necessarily know we’re still just here.

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Karen Judd Smith: We might have played with a little bit here, but we have definitely not have a here.

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Karen Judd Smith: But we don’t really get the benefit out of it until we own it until we’re not even it’s like it’s probably more understandable in sports where you know the sports players just they follow the ball they know whether that the tennis player on the goal for the footballer.

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Karen Judd Smith: I won’t try to give any American football analogies because Maryland all bunk me on my head for those and you guys don’t know ozzy rules, so I won’t use football analogies.

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Karen Judd Smith: You know.

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Karen Judd Smith: The real pros they just think in a split second about being where they need to be yeah they might not do it perfectly every time, but by golly gosh they are there that kind of.

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Karen Judd Smith: Ownership of the skills of what we need to say yes, I really do know, and I just wanted to make sure that you keep this in mind, as.

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Karen Judd Smith: As.

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Karen Judd Smith: You think about what you’re learning as you think about what you know.

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Karen Judd Smith: And to differentiate and remind.

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Karen Judd Smith: yourself well you know i’m telling myself, because sometimes we tell ourselves.

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Karen Judd Smith: On truths.

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Karen Judd Smith: Sometimes we say yeah I know.

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Karen Judd Smith: So we just have to remember to differentiate so that’s.

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Karen Judd Smith: And and.

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Karen Judd Smith: Here I added.

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Karen Judd Smith: The power of compounding and Why did I say that.

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Karen Judd Smith: And that that goes into some other things and i’m just throwing that out here at the moment because good old Einstein said compound interest is the eighth wonder of the world, he who understands it earns it and he who doesn’t pays it the point here is, as we.

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Karen Judd Smith: consistently utilize anything that we do we have to first assess that it’s valuable.

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Karen Judd Smith: But because I want you, not just to know about.

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Karen Judd Smith: But to be able to do and benefit from.

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Karen Judd Smith: Some core capacities that are essential to your future and to the future of those that you care about and are responsible to.

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Karen Judd Smith: Then it’s really important to value.

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Karen Judd Smith: The concept of small incremental changes and to understand that as as we make a small change in the moment that compounds.

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Karen Judd Smith: It doesn’t just linearly increase it compounds.

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Karen Judd Smith: Our brains don’t do well with a fully appreciating the power of compounding.

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Karen Judd Smith: And so oftentimes we say yeah it’s just a little bit it won’t matter if I don’t do this.

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Karen Judd Smith: What does it matter.

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Karen Judd Smith: So I want to ask you, would you rather get $1 million in cash, and this is just to try to give you a you know, a sense of the value for a penny a day a penny one penny, not a million dollar one penny a day doubled for 30 days.

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Karen Judd Smith: Anybody want to type in some of you know the answer already.

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akhurram: limbo good situation i’ll take the cash.

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Karen Judd Smith: No Okay, so if you if you were however Ali to wait for 30 days you would end up with 5,000,360 $8,709 and 12 cents.

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Karen Judd Smith: Instead of $1 million.

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akhurram: And how much time.

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Karen Judd Smith: 30 days, three zero 30 days.

348
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Karen Judd Smith: 30 days.

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Karen Judd Smith: And that was why.

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Karen Judd Smith: Einstein said compound interest is the.

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Karen Judd Smith: Eighth wonder of the world, he who understands it earns it he who doesn’t.

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pays it.

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Karen Judd Smith: So, again here in this situation, sorry i’m not offering you a million bucks.

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Karen Judd Smith: i’ll let you go out there and find a way to double your pennies every day, but the point here is to understand the value.

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Chaplain Marilyn: Of.

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Karen Judd Smith: iterating in small ways every day to doing little things consistently little things big things you’re less likely to do so do little things because the cumulative effect is in 30 days is five and it’s not exact but this this just gives you the idea of understanding the power of compounding.

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Karen Judd Smith: Compared to just incremental day one, one thing at a time linear change so we’re finally getting to the transplants framework Okay, so that took a while.

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Karen Judd Smith: But anyway.

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Karen Judd Smith: Any comments on any of that so far.

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Karen Judd Smith: who’s going to go out and double a penny a day now.

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akhurram: Oh thanks folks you to come on to invest in.

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Karen Judd Smith: haha Oh well, yeah.

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Karen Judd Smith: um Well, I can tell you which ones I i’ve invested in but i’m I wouldn’t say that i’m a great investor, although.

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Karen Judd Smith: I think my first year I bought one my first year of investing I bought one tesla share.

365
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Karen Judd Smith: And as one tesla stockholder owner, I went to the annual meeting.

366
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Karen Judd Smith: And they have to write down how many stock do on and I put one.

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Karen Judd Smith: But it’s been a good investment i’ve i’ve added a couple more.

368
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Karen Judd Smith: to it, but I had fun going to the shareholders meeting and listening to ilan musk and.

369
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Karen Judd Smith: Anyway, that was when I was in California That was my fun stuff but so there’s my advice by tesla.

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Karen Judd Smith: Man anyway.

371
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Karen Judd Smith: I don’t know whether you can buy.

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akhurram: In when they.

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akhurram: join the cryptocurrency simply.

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Karen Judd Smith: Oh yeah Chris cryptocurrency is that’s very volatile but.

375
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Karen Judd Smith: It really goes up and down but yeah.

376
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Karen Judd Smith: And there are so many of them now that’s a that’s a whole lot but.

377
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Karen Judd Smith: yeah and i’m waiting on next bird in that But OK so moving on to our transmits framework away from our pennies a day, but you know, maybe cryptocurrency is a little bit.

378
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Karen Judd Smith: If you put it in one and leave it there for a while.

379
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Karen Judd Smith: If you put in a penny.

380
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Karen Judd Smith: The most you’ll lose as a penny, but it might turn into 5 million so hey.

381
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Karen Judd Smith: Just do something small.

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Karen Judd Smith: What I wanted to go over with just very, very briefly, is to look at the human element I you know, this is one of my.

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Karen Judd Smith: One of the I guess it’s my daughter studied neuroscience i’m not neuroscience i’m i’m bit eclectic and all kinds of stuff but.

384
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Karen Judd Smith: And I won’t explain why I came to this that story is too long, but let’s put it this way, but that that, however, I came to to.

385
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Karen Judd Smith: envision this it just made sense to me I guess.

386
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Karen Judd Smith: And, and I found a useful way to explain in very simple terms, I found it useful to explain to my Australian family.

387
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Karen Judd Smith: Why America was and I apologize for getting a little bit political here, but I just had to have a way to explain to my Australian family about politics and America, and so my the simplest way for me to explain was.

388
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Karen Judd Smith: When trump was coming onto the political scene and this wasn’t just all about trump, although he was the guy at the time.

389
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Karen Judd Smith: My simple description was that Well he speaks from the lizard brain to the lizard brain.

390
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Karen Judd Smith: So let me explain by that you know brains know this is who we are, this is not what I think we have this this is.

391
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Karen Judd Smith: Now i’m not talking from a biological functional point of view, as in know the reptilian complex is not just one little spots in the brain.

392
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Karen Judd Smith: But it’s kind of like this network this original part of who we are our really.

393
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Karen Judd Smith: survival functions and there’s a number of them, but this part this part about brain, which is very ancient and it’s called the reptilian complex now I have often call it the l one l is a brain because somehow that was descriptive.

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Karen Judd Smith: And I liked lizards I love snakes I you know I I fully appreciate the value of reptiles, I had pet snakes when I was growing up, I got a pet snake for my kid I love them.

395
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Karen Judd Smith: So this is this is just simple description.

396
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Karen Judd Smith: But it’s powerful because it’s instinctive these basic functions are who we are and they’re a core part of how we function, they have pre rational we don’t have to think about oh.

397
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Karen Judd Smith: somebody’s coming off to me they’re chasing me oh I should run away we’re already running before we before our conscious part of our brain knows why were our our.

398
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Karen Judd Smith: adrenaline started going and we started our blood started pumping it’s pre This is all pre rational in our bodies, our bodies are absolutely amazing.

399
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Karen Judd Smith: The second part about in the evolution of well of humans, you could sort of, say, was the the neo mammalian the yeah the the neo mammalian.

400
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Karen Judd Smith: Complex which is.

401
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Karen Judd Smith: Part of you know, our social and our emotional and it’s all of that limbic system that functions again it’s not just one area of the brain it’s more talking about.

402
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Karen Judd Smith: This element of who we are, as social beings we don’t decide to be social I mean there are elements of of what we do absolutely.

403
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Karen Judd Smith: But there’s this innate propensity that we have to be social to have families to have clans to have groups to join in in in little communities to have our networks.

404
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Karen Judd Smith: We naturally respond in that way, and a part of good part of all of this, of the emotive is the emotional side.

405
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Karen Judd Smith: When we are driving down the road, and we see a restaurant and there are people lined up outside we go oh that must be a good restaurant did we have to.

406
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Karen Judd Smith: analyze it and count the you know it’s it’s built into who we are, this social emotional part of us again those things are pre rational.

407
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Karen Judd Smith: They happen before we even consciously intentionally think about them now doesn’t this doesn’t mean to say out our intent our understanding our cognition cannot play a role in all of that, of course, it can.

408
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Karen Judd Smith: But just here to give these three main parts of how our brains function of who we are, who you are, who I am I have a lizard brain.

409
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Karen Judd Smith: I want to survive push comes to shove i’ll tend to protect my life and my and my family.

410
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Karen Judd Smith: Now what I will do in any one instant I don’t know until I get into that and how that will play out many factors, but I know that I will have a very strong survival instinct as each one of us does.

411
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Karen Judd Smith: We all social we’re concerned not just about our personal selves but about those we are connected to and then, of course, our out more creative side of.

412
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Karen Judd Smith: The logical side of the brain, which are which thinks in terms of language and the creativity and it’s kind of more the world that we learn in and see because we we think.

413
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Karen Judd Smith: We this is as human beings, this is this is kind of the main filter of for our world.

414
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Karen Judd Smith: Is our.

415
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Karen Judd Smith: We aren’t always reasonable, but you know we’ve got the rational components are logical thinking language component is kind of how we think about ourselves in the world, so our emotions rise our blood out pulse increases our.

416
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Karen Judd Smith: adrenaline rushes even before we think, but also our thinking has part of these feedback loops we are a whole system we’re not just these separate pieces, but there are the these essential three areas of who we are and it’s really important that we understand that each one of us.

417
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Karen Judd Smith: And the teams that we lead.

418
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Karen Judd Smith: And our stakeholders and those that we care for are functioning out of each of these areas as well.

419
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Karen Judd Smith: But too many times we forget because we’re so busy being rational.

420
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Karen Judd Smith: We can’t understand why anybody would do anything other than what we think is the most rational outcome we just don’t understand it, but actually if we remember and we recall and we connect with and look for the body language look for the signs.

421
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Karen Judd Smith: of our survival instincts our social emotional realities.

422
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Karen Judd Smith: Then we can get a better understanding of what we’re actually dealing with.

423
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Karen Judd Smith: And how we have to go back and help people go through their own stages of learning.

424
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Karen Judd Smith: If we are to be the people who are leading others to helping them to understand.

425
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Karen Judd Smith: try out and adopt new ways of functioning.

426
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Karen Judd Smith: We also need to remember that they have these three parts of who they are, and factor these into the learning process.

427
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Karen Judd Smith: and not be surprised.

428
00:58:51.210 –> 00:59:00.180
Karen Judd Smith: buy some of these little hidden landmines that can be around now part of the reason, and I think I told.

429
00:59:02.820 –> 00:59:06.420
Karen Judd Smith: I mentioned to a few of you in the in the.

430
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Karen Judd Smith: team resilience day training.

431
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Karen Judd Smith: Part of the reasons why I started to look for these things was because I had this very powerful experience, where.

432
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Karen Judd Smith: I ran into a situation.

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Karen Judd Smith: And i’m not going to go into the details of that right at this moment, and some time I will again i’m sure, but.

434
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Karen Judd Smith: Suffice to say that I ran into the situation where I was totally and totally surprised when when I got blindsided by this.

435
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Karen Judd Smith: And i’m totally total on the mining of of all of the program that would have made a massive difference in the international sphere, especially in the international interreligious and spheres of peace and justice.

436
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Karen Judd Smith: But the main point is so the reason why I raised, it is because, after I had that experience and then I found myself saying I did not see that coming I got pretty desperate to understand what actually happened, what was the real dynamics.

437
01:00:21.900 –> 01:00:35.070
Karen Judd Smith: Of of what actually happened, I thought I saw I had my mandate, I executed my objectives, I did a job that everybody.

438
01:00:36.090 –> 01:00:40.740
Karen Judd Smith: Everybody for accepting actually the key stakeholders in the end.

439
01:00:42.330 –> 01:00:44.730
Karen Judd Smith: decided that I had not done a good job.

440
01:00:47.370 –> 01:00:54.480
Karen Judd Smith: Precisely because I discovered later on years later, when I dug into this and.

441
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Karen Judd Smith: And really understood and I don’t think they even knew why they were doing it in all honesty I don’t think they fully understand they have their own logic and their reasons, but because they were operating out of this survival instincts they realized, they would lose control.

442
01:01:15.390 –> 01:01:24.210
Karen Judd Smith: They would lose the very thing that they thought that they had been creating and would have gotten all the adulation for.

443
01:01:25.860 –> 01:01:26.880
Karen Judd Smith: So instead of.

444
01:01:28.650 –> 01:01:39.090
Karen Judd Smith: Rising raising their levels of leadership capacity to being able to lead at an even higher level than they had in previously.

445
01:01:41.640 –> 01:01:43.050
Karen Judd Smith: Instead, they said not.

446
01:01:46.530 –> 01:01:47.340
Karen Judd Smith: Nobody can have.

447
01:01:49.260 –> 01:01:54.360
Karen Judd Smith: If I can’t be absolutely sure I can keep a.

448
01:01:56.070 –> 01:01:59.490
Karen Judd Smith: kind of a hierarchical control over this.

449
01:02:01.590 –> 01:02:04.650
Karen Judd Smith: If I cannot confirm, you know.

450
01:02:05.760 –> 01:02:11.550
Karen Judd Smith: That i’ve got my steel hand will will be in full control the nobody’s going to have access to it.

451
01:02:12.900 –> 01:02:19.140
Karen Judd Smith: I realized, they were thinking this was where they were making that decision not here.

452
01:02:20.220 –> 01:02:21.810
Karen Judd Smith: Not for the social benefit.

453
01:02:22.860 –> 01:02:35.070
Karen Judd Smith: But it was a survival thing, and again I don’t I have my the better part of me likes to think that they, you know that they weren’t just mean evil people they just.

454
01:02:36.300 –> 01:02:51.870
Karen Judd Smith: could not afford to lose control and maybe they had their own altruistic versions of we can’t let the organization lose control, who knows, but the point here is it took me quite some time to really deeply understand the actual dynamics of that moment.

455
01:02:53.940 –> 01:03:08.430
Karen Judd Smith: that’s why I went looking for it, and this is what I found so in the end, there are these trends jillian’s what I call 10 ciliates drivers and and so a lot of this will make sense in in a.

456
01:03:09.810 –> 01:03:22.380
Karen Judd Smith: In a little bit as we get into a few little diagrams but, again, this is just the bigger picture, so that you can begin to see some of these dynamics and I hope that just even explaining this to you.

457
01:03:24.360 –> 01:03:31.320
Karen Judd Smith: gives you a different sense of what’s going on in the world and and what it can mean for you.

458
01:03:31.770 –> 01:03:45.090
Karen Judd Smith: As as a leader what to look for and we can get it in later in this training we’ll get into some more of the tools, as to how to look for how to assess and how to build the capacities that we need to be better at.

459
01:03:46.950 –> 01:03:55.020
Karen Judd Smith: Not just noticing that this is out there in the world, but, that being a letter who fact a leader who fact can factor this into.

460
01:03:55.620 –> 01:04:02.190
Karen Judd Smith: into that team resilience into your own leadership capacities and into your work so.

461
01:04:02.970 –> 01:04:20.520
Karen Judd Smith: What is essentially we’ve got this you know when we when we when we deal with survival that often plays out in economic terms that’s really economics in the big picture in the world, our social emotional stuff is that’s you know that’s more the the the.

462
01:04:22.230 –> 01:04:32.220
Karen Judd Smith: How many amazing and complex that that the middle part of our tribe and brain, so to speak, the next level of innovation there in our brains.

463
01:04:32.580 –> 01:04:56.460
Karen Judd Smith: And then the strategic or the thinking, the logical the piece, that we can really hone and and create new and phenomenal things that humanity is done through our executive functions of our neocortex that really is the strategic executive dimension and I always add this is a little.

464
01:04:57.570 –> 01:05:01.110
Karen Judd Smith: it’s kind of like the fourth dimension and i’ll go into the three.

465
01:05:01.710 –> 01:05:06.330
Karen Judd Smith: kind of spatial dimensions here and then this fourth dimension of kind of time geospatial.

466
01:05:06.630 –> 01:05:21.720
Karen Judd Smith: The environmental context, but these are the four trends jillian’s drivers that you’ll see here in this wonderful diagram so as you can see, you know my my geeky side comes out in all of this and, and this is just a way of saying, these are the three dimensions, you know.

467
01:05:23.220 –> 01:05:38.790
Karen Judd Smith: three dimensions in the X axis the y axis and the third dimension, which is the Z axis and then time moves on how geospatial realities move on and that you know that.

468
01:05:40.200 –> 01:05:52.020
Karen Judd Smith: changes and we can’t go back on that at all So these are just parts of this big picture now just to dive into each of these axes just a little bit and really quickly.

469
01:05:53.250 –> 01:06:11.070
Karen Judd Smith: The Z axis of the anyway, is is kind of like this the domain of our life so as individuals, you know we address certain areas, then there’s the next level out could be our family our tribes out our small.

470
01:06:13.200 –> 01:06:24.420
Karen Judd Smith: meetup groups, it could be our our leadership team or or whatever it is the next level out of the commute anyway exactly what these are it’s not.

471
01:06:25.860 –> 01:06:36.990
Karen Judd Smith: In each situation it’s unique, but you get the picture pretty quickly that the domain of impact the domain of what we’re working with matters.

472
01:06:37.890 –> 01:06:51.090
Karen Judd Smith: So if we’re going if for our aspirations to make a global level impact there’s a whole lot more work to do than it is if we’re just going to have an impact at the individual level.

473
01:06:51.900 –> 01:06:55.770
Karen Judd Smith: And so just simply needs to get built into our thinking.

474
01:06:56.310 –> 01:07:02.490
Karen Judd Smith: But sometimes it’s just not clear, so this is just a way of making it clear, so that you can realize oh.

475
01:07:02.790 –> 01:07:08.730
Karen Judd Smith: In order to really make the impact that the next level i’ve got to create a bit of a solid foundation at this lower level.

476
01:07:08.970 –> 01:07:14.070
Karen Judd Smith: doesn’t mean to say I can’t simultaneously work at the next level or even the following level up.

477
01:07:14.400 –> 01:07:32.700
Karen Judd Smith: But until you solidify each one of those if they’re not solidified then you’re always in a situation where you can be your your balances precarious and you may not have quite the levels of of impact that you had hoped until you build those lower lower levels.

478
01:07:34.080 –> 01:07:39.090
Karen Judd Smith: The X axis is really just about difference, and this is more like think of it more like a rubber band.

479
01:07:40.530 –> 01:07:42.330
Karen Judd Smith: The bigger the difference, you want to make.

480
01:07:43.800 –> 01:07:45.390
Karen Judd Smith: The more resistance you’re going to get.

481
01:07:46.710 –> 01:07:55.470
Karen Judd Smith: Right, so if you make just a small difference you’ll feel less resistance, but it won’t make as big a difference stuff.

482
01:07:56.100 –> 01:08:06.240
Karen Judd Smith: You know, again, this is not rocket science, but when you’re thinking about critical kinds of impact that you want to have you do need to think about is this.

483
01:08:06.630 –> 01:08:21.090
Karen Judd Smith: Is this a large difference for this group that i’m dealing with, or is it small enough and bite size well, can I break it down into small bite sized pieces that there’s not significant resistance.

484
01:08:22.140 –> 01:08:35.310
Karen Judd Smith: So if you’re meeting with big resistance, one of the things you perhaps can think about is all Okay, let me take it back what is some incremental steps to get it to the point where there can be adoption.

485
01:08:37.230 –> 01:08:46.320
Karen Judd Smith: So just again understanding this elastic nature of difference, and you know the the positive and negative of it here, none of this is judgmental.

486
01:08:47.700 –> 01:09:02.550
Karen Judd Smith: it’s simply a matter of difference and direction, there are times when we need to, in a sense, to contract and not be two different when you’re working in a regulatory kind of a body, where things standards need to be simple and clear and not budge.

487
01:09:04.020 –> 01:09:19.080
Karen Judd Smith: Then energy into maintenance maintaining that core that zero difference cool is what is important and maintaining that will take effort.

488
01:09:21.090 –> 01:09:30.870
Karen Judd Smith: But when we want to make a difference, you know this this helps you understand, am I, making you know it just helps you understand what what you are.

489
01:09:32.130 –> 01:09:35.760
Karen Judd Smith: biting off as you deal with things and the other the other.

490
01:09:36.900 –> 01:09:48.030
Karen Judd Smith: The other one is really again just looking at the drivers and always remembering that in who we are, as human beings, these drivers are at play.

491
01:09:51.510 –> 01:09:53.910
Karen Judd Smith: Our reptilian come out survival mode.

492
01:09:55.560 –> 01:10:10.860
Karen Judd Smith: Our social emotional modes and our logical strategic and language based mode, but always remember one of the interesting things that we often forget is that these first two, which are very powerful.

493
01:10:11.460 –> 01:10:31.140
Karen Judd Smith: very valid very human are also pre rational, so we we don’t easily capture them without without language, we have to have other ways to to look for them to notice and and to pay attention to.

494
01:10:32.280 –> 01:10:43.620
Karen Judd Smith: I mean yeah we’ll have words for it and i’m using words for it now, but the point is that these are pre rational components those vectors in our lives don’t walk around with you know with.

495
01:10:44.850 –> 01:10:47.730
Karen Judd Smith: A rational to them typically.

496
01:10:49.470 –> 01:11:09.450
Karen Judd Smith: So um so yeah so so what the benefits of this is that this big picture kind of idea of leadership intelligence, this gives you a new, you know new ways to really assess you know the tasks that you have as a leader, it gives you new areas to look for.

497
01:11:11.520 –> 01:11:18.990
Karen Judd Smith: It It underscores the need to look for body language body language of individuals body language of institutions.

498
01:11:20.580 –> 01:11:26.790
Karen Judd Smith: Not just what they say their stated endeavors are, but what is the actual structure and culture of the organization.

499
01:11:29.370 –> 01:11:33.510
Karen Judd Smith: it’s important it part of the benefits is that it helps give you a.

500
01:11:34.530 –> 01:11:44.760
Karen Judd Smith: helps you recognize the value of and the focus on the soft skills versus the technical knowledge of your expertise and that’s not in contrast to but in addition to.

501
01:11:45.150 –> 01:12:03.060
Karen Judd Smith: But to understand that it’s really important to build out those soft skills, and so it can help you also look for new ways to fill in those leadership gaps within yourself and we’ll get to the tools for that later on, but in this in this part of today we just mostly wanted to.

502
01:12:04.170 –> 01:12:04.680
Karen Judd Smith: Look at.

503
01:12:07.770 –> 01:12:10.950
Karen Judd Smith: To make sure that you can see, the big picture of this.

504
01:12:12.990 –> 01:12:30.900
Karen Judd Smith: And it also helps you to understand that those soft skills that you do have and the the the tools that you can hone in this area of human communication of influencing others of digging in and finding out what’s going on in their.

505
01:12:32.160 –> 01:12:40.680
Karen Judd Smith: Pre rational POPs in this social emotional and their what is driving their their survival instinct, so to speak.

506
01:12:43.560 –> 01:12:48.150
Karen Judd Smith: It will help you understand the value of these, because this is the big picture.

507
01:12:49.410 –> 01:12:50.640
Karen Judd Smith: This is the big picture.

508
01:12:51.930 –> 01:12:54.810
Karen Judd Smith: of the human being, this is, this is our big picture.

509
01:12:56.880 –> 01:12:57.420
Karen Judd Smith: yeah.

510
01:12:59.460 –> 01:13:00.060
Karen Judd Smith: So.

511
01:13:01.080 –> 01:13:01.950
Karen Judd Smith: Part of this.

512
01:13:03.390 –> 01:13:04.380
Karen Judd Smith: Okay, so.

513
01:13:07.500 –> 01:13:16.680
Karen Judd Smith: You know all of this, as we know, the one thing about change, and one thing that we’re all pursuing change and we’ve always we’ve all got mixed emotions about change.

514
01:13:17.310 –> 01:13:26.190
Karen Judd Smith: Because there’s a part of us that likes to be comfortable and we kind of know where we are and where, even if we don’t like where we are we’re kind of comfortable with where we are.

515
01:13:29.430 –> 01:13:37.050
Karen Judd Smith: And if we’ve got time at the end of this, I want to do a little you know try, if I don’t eat up all the time, otherwise i’ve got a little.

516
01:13:39.000 –> 01:13:43.770
Karen Judd Smith: Little exercise to do just to walk through in terms of looking at the the value of.

517
01:13:48.060 –> 01:13:49.770
Karen Judd Smith: Really it’s looking at the.

518
01:13:51.000 –> 01:13:52.080
Karen Judd Smith: The cost of.

519
01:13:53.220 –> 01:13:53.940
Karen Judd Smith: The cost and.

520
01:13:55.350 –> 01:13:58.770
Karen Judd Smith: The cost of not in getting ourselves uncomfortable.

521
01:13:59.970 –> 01:14:07.020
Karen Judd Smith: As we as we go through change but change in fact is always happening, whether we want it to or not, there is no way.

522
01:14:07.410 –> 01:14:15.870
Karen Judd Smith: Our heart never beats exactly the same beat out, we never step in exactly the same place, we never wake up to the same day it’s always happening.

523
01:14:16.650 –> 01:14:31.860
Karen Judd Smith: So part of it is, we need to get over the fact that we don’t want things to change because it is always going to change so and to start to get into into the space where we start to disciple what is it that we want that change to be.

524
01:14:32.940 –> 01:14:42.870
Karen Judd Smith: And to become more masterful in directing that change personal in our personal lives and our professional lives.

525
01:14:44.070 –> 01:14:53.160
Karen Judd Smith: As one of my mentors says, if you don’t plan and act on the life of your dreams, you will end up with a life that happens to you.

526
01:14:54.930 –> 01:14:55.440
Karen Judd Smith: So.

527
01:14:56.760 –> 01:14:58.140
Karen Judd Smith: we’re all leaders.

528
01:14:59.700 –> 01:15:14.520
Karen Judd Smith: Whether we’ve been given a position and a title is a different matter and we get when we have that we have a new vantage position but at bare minimum, each one of us is tasked with mandated to lead our own lives.

529
01:15:15.690 –> 01:15:35.370
Karen Judd Smith: Now then, what we do with, that is, as we say, if we don’t plan and act on the life of our dreams, then we’ll end up with a life that happens to us, we will be somebody else will figure out what it is that we’re going to do with that life so.

530
01:15:36.450 –> 01:15:41.550
Karen Judd Smith: Why are you here in a way, you know why here, I know that each one of you.

531
01:15:43.740 –> 01:15:47.580
Karen Judd Smith: Is such a remarkable human being.

532
01:15:48.870 –> 01:15:58.650
Karen Judd Smith: And so the purpose of taking some time to pay attention to this area is so that you can begin to.

533
01:16:00.210 –> 01:16:19.650
Karen Judd Smith: shift, just a few things in your own thinking and behaviors so that you can make different decisions and take different actions i’m not going to tell you which ones I can present you with things I can offer you ways to look at things differently, for you to then adapt and adopt.

534
01:16:21.210 –> 01:16:33.990
Karen Judd Smith: A little bit at a time and using the same thing play with a little bit test it out and do it and take it to the point where you make a commitment to doing it and then making it your own over time.

535
01:16:35.250 –> 01:16:41.700
Karen Judd Smith: Remembering that that is the way we learn we there’s very little skipping over anything for any of us.

536
01:16:43.590 –> 01:16:55.290
Karen Judd Smith: But in the end, the purpose of con, you know as as company constantly learning individuals and and that’s one of the characteristics of resilient people.

537
01:16:55.740 –> 01:17:03.720
Karen Judd Smith: Is that they’re constantly learning and that they do have a sense of purpose and we’ll dig more into these elements, because this so critical.

538
01:17:03.960 –> 01:17:12.750
Karen Judd Smith: and important to build those areas of our lives because that’s what builds resilience that’s what builds people who are successful.

539
01:17:13.620 –> 01:17:30.270
Karen Judd Smith: But you’re here to make different decisions and take different actions than what we did yesterday, each one of us all of us, none of us are escape that possible future for each one of us.

540
01:17:31.890 –> 01:17:32.550
Karen Judd Smith: And it’s.

541
01:17:33.810 –> 01:17:44.160
Karen Judd Smith: And it’s a little bit here again from a from a slightly different perspective, and while come back in in Latin in next week and the week after.

542
01:17:46.860 –> 01:17:51.030
Karen Judd Smith: It will have to do with the very last aspect of this, but if.

543
01:17:52.470 –> 01:17:59.730
Karen Judd Smith: john doerr was very instrumental in the shaping of the the innovative culture.

544
01:18:01.260 –> 01:18:25.350
Karen Judd Smith: of Google and many other and a number of other tech companies and when he first began to shape the culture of Google, it was not the Google that we know today, it was the Google in the basement type of it was just a few few people with a big dream.

545
01:18:28.830 –> 01:18:33.540
Karen Judd Smith: But right from the get go there was the acknowledging that ideas are easy.

546
01:18:34.830 –> 01:18:36.210
Karen Judd Smith: execution is everything.

547
01:18:37.350 –> 01:18:41.400
Karen Judd Smith: And in anything worth doing it takes a team to win.

548
01:18:43.200 –> 01:18:50.760
Karen Judd Smith: For those who are endeavoring to make a social difference, make a difference in the world who are concerned about the lives of others.

549
01:18:51.240 –> 01:19:05.280
Karen Judd Smith: Then, sooner or later it’ll take us a team, even if it just begins with one other person, but if we actually almost each one of us right here will have a team around us, maybe not a formal team.

550
01:19:06.360 –> 01:19:13.290
Karen Judd Smith: But we have a number of teams around us, we have those on our teams and in in the organizations that we might have created.

551
01:19:14.490 –> 01:19:19.080
Karen Judd Smith: We have our support team around us for our own physical lives.

552
01:19:19.590 –> 01:19:32.370
Karen Judd Smith: out and it could be a family, it could be just very good friends, it could be mentors and and teachers or and it could be mentors in books for heaven’s you know, whatever, but the point is.

553
01:19:32.700 –> 01:19:40.740
Karen Judd Smith: As Social beings, we need a team to win and to be effective out in the world, I think, yes, it really does take a group of people.

554
01:19:42.090 –> 01:19:47.520
Karen Judd Smith: But, also, that you know that then also connects to another one of my favorite.

555
01:19:49.980 –> 01:20:05.160
Karen Judd Smith: sayings, which is by Margaret Mead never doubt that a small group of thoughtful committed individuals can change the world in fact it’s, the only thing that ever has, and I think when you put those two together it’s kind of this this powerful one two.

556
01:20:06.780 –> 01:20:12.600
Karen Judd Smith: punch I guess that’s my martial arts days coming out why I would want to punch anybody, but i’m.

557
01:20:14.430 –> 01:20:16.920
Karen Judd Smith: Like punch nicely with a smile on my face.

558
01:20:19.080 –> 01:20:24.720
Karen Judd Smith: pull my punches most of the time, so, but those two are really.

559
01:20:25.980 –> 01:20:34.710
Karen Judd Smith: A part of the reason why, creating legend what I call legendary teams and your, whether it be your your.

560
01:20:36.600 –> 01:20:47.550
Karen Judd Smith: Your executive team your you know your senior managers your your support team, whatever it is to make them legendary.

561
01:20:48.870 –> 01:21:04.950
Karen Judd Smith: To make that team legendary is what empowers us to do unusual extra ordinary things in life, and sometimes we do the extra ordinary things because of who is behind the people who are in front of us.

562
01:21:07.500 –> 01:21:09.510
Karen Judd Smith: So I know that just the other day.

563
01:21:10.620 –> 01:21:16.140
Karen Judd Smith: I was reminded by some of the extraordinary things that Cecilia was doing.

564
01:21:17.340 –> 01:21:19.290
Karen Judd Smith: And I felt a little bit proud.

565
01:21:21.630 –> 01:21:30.780
Karen Judd Smith: Sorry, I did I felt proud of her and happy, you know and happy that that somehow she was outbid already.

566
01:21:31.230 –> 01:21:53.760
Karen Judd Smith: Negotiating already you and you can tell other people better than I can but dealing with Member States, putting putting information together, providing resources to people as as an expert group after a very short space of time, so the people that that you each one of you in here.

567
01:21:55.230 –> 01:22:00.870
Karen Judd Smith: You can touch the people behind Cecilia Cecilia can touch the people behind Ali.

568
01:22:02.220 –> 01:22:05.070
Karen Judd Smith: Maryland can touch the people behind the funny.

569
01:22:08.190 –> 01:22:13.080
Karen Judd Smith: This is this is this power of the you know the compounding power again.

570
01:22:14.640 –> 01:22:16.800
Karen Judd Smith: To see how we can do that.

571
01:22:19.620 –> 01:22:30.180
Karen Judd Smith: And to in that sense we get to we look, we can look at things differently when we look at things differently than we respond to.

572
01:22:30.510 –> 01:22:47.670
Karen Judd Smith: People and we do things differently, because in the end, as leaders as decision makers and even if it’s only for your own life, even at that level the ripple out effect into the into the world can be massive.

573
01:22:48.930 –> 01:22:49.680
Karen Judd Smith: can be massive.

574
01:22:51.660 –> 01:22:56.400
Karen Judd Smith: And so, all of this is is just to say that.

575
01:22:57.420 –> 01:23:00.270
Karen Judd Smith: As we look at who we are.

576
01:23:01.320 –> 01:23:10.800
Karen Judd Smith: And not just from the point of view of, and this is where I think the other, the other day I gave the analogy, because I spent in one of my lifetimes I spend about 10 years on the ocean.

577
01:23:12.960 –> 01:23:25.680
Karen Judd Smith: I ran a fleet of boats Okay, there were only the small fleet was only 28 foot, but it was a lodge there was a lot of them was about 100 of them, but they’re only small boats, there are only 28 foot and that was usually that was just for.

578
01:23:27.210 –> 01:23:33.210
Karen Judd Smith: for youth leadership experiential education for training international young leaders.

579
01:23:34.440 –> 01:23:46.920
Karen Judd Smith: And then, but later on, I was responsible for a small fleet just about three boats of commercial fleet and then after that I ran a fleet of buses, I did prefer the boats.

580
01:23:48.870 –> 01:23:54.060
Karen Judd Smith: But anyway, there was there was a fleet theme in my life but anyway back to the ocean part of it.

581
01:23:56.580 –> 01:23:58.410
Karen Judd Smith: In this of this part of my life.

582
01:24:00.780 –> 01:24:18.150
Karen Judd Smith: The Ocean is an A a wonderful metaphor, a much more accurate metaphor for life, then then land land blocked life, because when you’re out at sea, there are no dotted lines there on a Rhodes know paved roads with signs.

583
01:24:20.160 –> 01:24:37.800
Karen Judd Smith: And best you’ll have when you get closer coming into port or something you’ll have a lighthouse that says don’t come here, there are rocks you’re going to die or this you know you’ll have the groaners the the buoys that are out there going up and down with the way.

584
01:24:40.680 –> 01:24:51.090
Karen Judd Smith: Making a noise, because when you get fog and you’ve got darkness, you need different ways light can’t get through, so you need to be able to hear.

585
01:24:52.530 –> 01:25:05.430
Karen Judd Smith: When you’re coming close to land and to stay away or just to figure out where you are in relation to the dangerous things that are nearby.

586
01:25:10.110 –> 01:25:17.940
Karen Judd Smith: There is that an end each of our lives is uncharted we’ve never been here before nobody’s ever been in 2021.

587
01:25:21.390 –> 01:25:25.950
Karen Judd Smith: April 20 sorry February 25th accepting for Australians they’re already there.

588
01:25:30.450 –> 01:25:30.720
Karen Judd Smith: So.

589
01:25:32.430 –> 01:25:35.700
Karen Judd Smith: And that was why yeah anyway, but.

590
01:25:36.930 –> 01:25:44.100
Karen Judd Smith: But the point is nobody’s ever done this before, nobody so it’s all new it’s all uncharted territory.

591
01:25:44.760 –> 01:25:55.410
Karen Judd Smith: It is much more like the ocean, but another piece to the ocean that I know that when I was at one stage sailing in Australia during my in that early part of my.

592
01:25:56.310 –> 01:26:06.330
Karen Judd Smith: Other life, and I was in between the tip of Cape York and Papa New Guinea, right up there, this you’ve got.

593
01:26:06.750 –> 01:26:15.510
Karen Judd Smith: This pole fairly large island off the top and then this huge continent of Australia down below and so when the when the tides would change.

594
01:26:16.410 –> 01:26:32.400
Karen Judd Smith: You had the seas up there in the Indian Ocean over to one side, and you had the Pacific, on the other, so the water you’d have current running between these two bits of land that would go 11 knocks.

595
01:26:33.990 –> 01:26:36.360
Karen Judd Smith: 11 miles now nautical miles an hour.

596
01:26:37.920 –> 01:26:39.990
Karen Judd Smith: So you could be on the surface.

597
01:26:41.010 –> 01:26:49.920
Karen Judd Smith: And you could put your sale up and the wind could be blowing and you could be doing a really good pace of going six knots across the surface of the water.

598
01:26:51.540 –> 01:26:55.980
Karen Judd Smith: But if, in the meantime the currents that going 11 knots this way.

599
01:26:57.300 –> 01:27:01.020
Karen Judd Smith: What you’re doing is effectively going five miles an hour backwards.

600
01:27:04.470 –> 01:27:06.240
Karen Judd Smith: doesn’t help you get anywhere fast.

601
01:27:09.450 –> 01:27:16.890
Karen Judd Smith: There are a lot of currents these pre rational under the surface currents and play.

602
01:27:18.240 –> 01:27:19.710
Karen Judd Smith: When we pay attention to them.

603
01:27:20.910 –> 01:27:22.410
Karen Judd Smith: When we know how to read them.

604
01:27:23.610 –> 01:27:28.170
Karen Judd Smith: When we know how to put them to use wait for the tide.

605
01:27:30.330 –> 01:27:31.530
Karen Judd Smith: wait for the tide.

606
01:27:32.910 –> 01:27:43.800
Karen Judd Smith: then go six knots on the surface and 11 knots with the current and all of a sudden you’re going 17 knots in the direction you want to go.

607
01:27:45.840 –> 01:27:47.220
Karen Judd Smith: Massive difference.

608
01:27:50.010 –> 01:27:51.030
Karen Judd Smith: Massive difference.

609
01:27:52.710 –> 01:27:55.950
Karen Judd Smith: And those deep currents are at play in the world.

610
01:27:57.300 –> 01:28:04.950
Karen Judd Smith: And when we just in our altruistic good heartedness just look at what is on the surface.

611
01:28:06.240 –> 01:28:09.600
Karen Judd Smith: We will underestimate misunderestimated.

612
01:28:11.850 –> 01:28:12.960
Karen Judd Smith: And sometimes.

613
01:28:14.550 –> 01:28:18.000
Karen Judd Smith: lose out to those deeper currents that play.

614
01:28:19.170 –> 01:28:34.770
Karen Judd Smith: So that’s pretty much most of what I wanted to cover today, well, I had some other stuff but I don’t I think that’s more than enough what I would like to do here.

615
01:28:35.790 –> 01:28:37.650
Karen Judd Smith: Before giving you your homework.

616
01:28:39.210 –> 01:28:44.280
Karen Judd Smith: doesn’t everybody loves homework but I want it to be, you know at least acceptable and not too difficult.

617
01:28:45.330 –> 01:28:54.390
Karen Judd Smith: And this week it’s it’s not a whole lot but i’d like to just simply open up open up and i’d like to take questions i’d like to hear comments i’d like to give.

618
01:28:54.780 –> 01:29:07.770
Karen Judd Smith: hear your stories of some of these points because i’d like to i’d love to hear from you on on this so i’m just going to stop the sharing and please just unmute yourself and and comments about some of this.

619
01:29:09.270 –> 01:29:11.340
Karen Judd Smith: and thoughts and reflections.

620
01:29:17.970 –> 01:29:19.920
Cecilia Polizzi: If nobody’s, I will start caring.

621
01:29:20.670 –> 01:29:27.330
Cecilia Polizzi: Wonderful and thank you very much for inviting me today’s session, I find it extremely interesting.

622
01:29:27.870 –> 01:29:40.230
Cecilia Polizzi: And I believe that it was also mentioned by chaplain Maryland in the beginning, that these were things that she had come across in the past but it’s always valuable to review them and to analyze them once again and.

623
01:29:42.300 –> 01:29:45.150
Cecilia Polizzi: Supposedly from Marilyn I.

624
01:29:46.950 –> 01:29:53.070
Cecilia Polizzi: think that I have absorbed in the course of the years, all of these aspects that you call with you today, but more more in a.

625
01:29:53.730 –> 01:30:10.320
Cecilia Polizzi: Passive manner, if you like, to understand it that way, I think that when you cover a position inside of a certain industry, and not just as a leader, but also as the officer before that you will develop an understanding of the type of context in which you work, you know what is.

626
01:30:12.090 –> 01:30:17.280
Cecilia Polizzi: Allow the what is possible and what are the limitation of that type of environment.

627
01:30:18.390 –> 01:30:22.140
Cecilia Polizzi: And therefore, you learn how to cooperate in in.

628
01:30:23.340 –> 01:30:25.170
Cecilia Polizzi: The rain, but I think that.

629
01:30:26.610 –> 01:30:34.530
Cecilia Polizzi: It is extremely important to have this type of evaluation, because those those things that happens underneath disagree features that you mentioned.

630
01:30:34.950 –> 01:30:48.390
Cecilia Polizzi: can ultimately undermine our efforts in the long term, those are very real circumstances, and I think that perhaps all of us a year today by the opportunity to come across some of those circumstances and.

631
01:30:49.500 –> 01:30:51.180
Cecilia Polizzi: Sometimes we learned.

632
01:30:52.230 –> 01:30:54.540
Cecilia Polizzi: We learned by mistake.

633
01:30:56.220 –> 01:31:06.930
Cecilia Polizzi: out, would you love it sometimes we react instinctively to it and some other we have a weave this trend of the knowledge of the context in which we work.

634
01:31:07.950 –> 01:31:16.530
Cecilia Polizzi: and more rational approach and so thank you very much, current he was extremely interesting to follow to follow your discussion today and for your insights.

635
01:31:18.150 –> 01:31:18.660
Karen Judd Smith: Thank you.

636
01:31:26.940 –> 01:31:28.320
Karen Judd Smith: Yes, please.

637
01:31:29.640 –> 01:31:47.850
akhurram: Just building on to what Cecilia just mentioned, I think, also if we don’t take into consideration what the underlying factors are we will never be able to do the incremental change that you want to affect because unless you know the ground realities.

638
01:31:49.440 –> 01:32:00.240
akhurram: And unless you know the culture of an organization or your beneficiaries, per se, you will never be able to tailor make make the change that you want to implement.

639
01:32:00.810 –> 01:32:11.850
akhurram: So I think it’s pretty helpful and really thought provoking too, because sometimes you’ve been doing these things without knowing the reality of it sometimes we would just attribute to them as customs or.

640
01:32:12.750 –> 01:32:28.680
akhurram: Or the organizational culture, but really the human factor, the it’s the the slide that you show about showed about the brain it’s something that I had never looked into it, as from a cognitive perspective it’s.

641
01:32:29.100 –> 01:32:30.600
akhurram: it’s really interesting Thank you.

642
01:32:32.280 –> 01:32:48.690
Karen Judd Smith: Thank you yeah and I think one of the things that that will go over that I find quite fascinating is one tool and I know that each of you will probably find your own tools, once you stop looking for ways to do these things, but how to then.

643
01:32:49.920 –> 01:32:55.620
Karen Judd Smith: Make use of them, the fact that the those dimensions are there and how to then.

644
01:32:56.910 –> 01:33:14.400
Karen Judd Smith: assess more clearly and specifically what are the dynamics of of the beneficiaries What are those inner dynamics and I will provide one tool for you to do that, and one of the coming one of the coming classes that can help you.

645
01:33:15.510 –> 01:33:26.370
Karen Judd Smith: explore and and better understand those inner the inner workings of your beneficiaries, because it’s only it’s not enough to know that that that is going on.

646
01:33:26.640 –> 01:33:40.830
Karen Judd Smith: that something is going on inside them, but we need a way to figure out what what is it, and what are they thinking and how do I begin to address those things so we’ll dig into that more as we go into the training yeah.

647
01:33:41.490 –> 01:33:51.810
CIPDI: um well, thank you very much Karen one more time there was something you said here that really resonated with me in some the market where we.

648
01:33:53.220 –> 01:33:55.230
CIPDI: If I have problem in Ohio.

649
01:33:56.310 –> 01:34:09.270
CIPDI: This puzzle more likely would i’m going to have problems in California i’m going to have problems in Nigeria i’m going to have problem wherever I go, but I have within me the secret.

650
01:34:10.770 –> 01:34:21.840
CIPDI: to survive to succeed in all these extreme environment, so I have to deploy I have to bring out the secret tools and me.

651
01:34:22.740 –> 01:34:48.360
CIPDI: able to make it in all of these environments so it’s not I environment that determines whether we move forward or not it’s how we deplore that secret to a secret ingredient that is within us, which is so powerful and I think that is what mainly mainly live.

652
01:34:49.530 –> 01:35:10.890
CIPDI: And because of that is difficult to move forward and to try new things to try data things and at that point in time we keep Baggins change because we not mastered.

653
01:35:12.090 –> 01:35:23.700
CIPDI: The efficacy of change, where we now drive the change is against the change riding or driving us.

654
01:35:25.260 –> 01:35:46.860
CIPDI: So I have decided that within me, I will rather like to be the driver of the change at that point in time, I know exactly where it was 32 rather than just allowing myself to kick against the change to be afraid of it.

655
01:35:47.280 –> 01:35:54.540
CIPDI: and London survived the tide and use the strength of the tide to keep moving.

656
01:35:58.890 –> 01:36:06.960
Karen Judd Smith: Thank you, and that in life, the reality is, we have to kind of remind ourselves of that a few times throughout the years.

657
01:36:09.690 –> 01:36:15.240
Karen Judd Smith: We learnt wants and we’ve got to learn it again learn it again, but thank you, you find you.

658
01:36:16.830 –> 01:36:26.580
Karen Judd Smith: I know that the you know in my like I told you that story about Bali about recognizing that and life because life is.

659
01:36:27.570 –> 01:36:36.300
Karen Judd Smith: it’s I mean some people talk about the the circle of life, I think I think in terms of a spiral of life and so.

660
01:36:36.810 –> 01:36:48.390
Karen Judd Smith: A spiral like this, you know moving around and around and around if you turn it on it’s in yes it’s a circle, but the spiral is it’s never it’s never the same it’s not just going around in a circle.

661
01:36:49.590 –> 01:36:53.520
Karen Judd Smith: that’s the same it’s really always different and so.

662
01:36:54.600 –> 01:37:05.010
Karen Judd Smith: I know that just for myself, I have to keep learning some of those lessons sadly I wish I could say I learned it back in Bali, but and and that was done.

663
01:37:07.080 –> 01:37:07.680
Karen Judd Smith: But no.

664
01:37:15.870 –> 01:37:19.170
Karen Judd Smith: I had to learn it again moving here to California to Pennsylvania.

665
01:37:20.520 –> 01:37:22.560
Karen Judd Smith: Because I didn’t really want to come here, but.

666
01:37:31.050 –> 01:37:31.980
Karen Judd Smith: But i’m getting happier.

667
01:37:37.920 –> 01:37:44.850
Chaplain Marilyn: So Karen i’m just made me really this morning’s lesson, then you really kind of pause and reflect on.

668
01:37:45.930 –> 01:37:58.950
Chaplain Marilyn: In my professional capacity and hospice often the doctor the doctor of a difficult family or patient would say, could you intervene and.

669
01:37:59.730 –> 01:38:10.290
Chaplain Marilyn: Basically, the doctor would be seeking some kind of rational decision about medication or taking you know not taking any more medication.

670
01:38:11.100 –> 01:38:23.430
Chaplain Marilyn: At a certain point, and I think nothing hits that instinctive survival fight flight part of the brain than impending death, and not only on the patient, but the family members surrounding it.

671
01:38:24.150 –> 01:38:35.730
Chaplain Marilyn: And and and then the emotional the the panic about disconnection i’m dying i’ll be disconnected or they’re dying will be disconnected so in in response to that.

672
01:38:37.710 –> 01:38:45.030
Chaplain Marilyn: trying to get people to get up to the front part of their brain to engage the whole brain you had to address the instinctive.

673
01:38:45.630 –> 01:38:55.260
Chaplain Marilyn: And to remind the patient and the family you’re safe here so to to calm that part of the brain is a safety issue and if you can.

674
01:38:55.770 –> 01:39:07.950
Chaplain Marilyn: address that with people and make them feel safe yes we’re going to go through some changes team company whatever but you’ll be safe we’ll we’ll make sure that every every step of the way you’re not going to get.

675
01:39:08.550 –> 01:39:25.290
Chaplain Marilyn: tossed over the boat into the sea, and so that safety issue and then that connection issue you know what happens if we change and we lose control and we won’t be connected to our hope dream plan whatever so there’s like the safety and the connection and then, finally, you can get.

676
01:39:26.430 –> 01:39:36.150
Chaplain Marilyn: Those parts calm down, then they can enter into let’s have a rational discussion about what needs to happen and go forward so these drivers that’s that’s um.

677
01:39:38.820 –> 01:39:47.280
Chaplain Marilyn: The way that you can clarify that has been so helpful and it just made me pause and think about gosh I was doing that for 20 years and didn’t even realize it.

678
01:39:47.910 –> 01:39:54.570
Chaplain Marilyn: But i’m trying to get them to engage the whole brain so that then when the doctor would come, they could have a more rational discussion about.

679
01:39:55.080 –> 01:40:06.600
Chaplain Marilyn: What the patient would need or not needing going forward in their hospice care so thanks, that was a really clarifying kind of understanding when we’re dealing with a group of any of any size.

680
01:40:08.400 –> 01:40:14.010
Karen Judd Smith: yeah and and I guess what I see the value of I mean why.

681
01:40:16.110 –> 01:40:26.340
Karen Judd Smith: Why articulate it this way, the only value because, as you said, you’re already doing this, so I didn’t need to to explain it this way, in order for you to do your work.

682
01:40:28.680 –> 01:40:35.910
Karen Judd Smith: That didn’t improve that one my explanation was in and of itself, describing it that way it won’t help you.

683
01:40:37.170 –> 01:40:44.040
Karen Judd Smith: If, however, in describing it with you in describing it this way, it gives you additional.

684
01:40:45.510 –> 01:41:03.900
Karen Judd Smith: ways to see what’s going on and then improved upgraded ways of responding to similar situations, then it has value, so the descriptive nature of this is is kind of interesting and fascinating and and all of that very nice.

685
01:41:05.010 –> 01:41:09.120
Karen Judd Smith: But I guess i’ve always part of my my own personal.

686
01:41:10.920 –> 01:41:24.960
Karen Judd Smith: Love hate relationship with academia has been you know well, yes, they describe things to death and analyze them out the wazoo and have all of the data and the statistics and that’s all wonderful.

687
01:41:25.440 –> 01:41:50.940
Karen Judd Smith: But it’s still not telling me what to do now that i’m in this difficult situation and the what to do is the the focus of this describing what it is yet another way you know it’s fascinating and I but it’s only if it’s to me only if it’s a useful that we can put it to use.

688
01:41:52.560 –> 01:41:59.730
Karen Judd Smith: Because like I said Marilyn you’ve been doing this for years, you didn’t need me to do to describe what you’re doing you know.

689
01:42:00.090 –> 01:42:13.110
Karen Judd Smith: But when the description does come that helps you then in other ways, do something that’s when i’ll be happy, so can Can you see the difference, the difference there’s a yeah.

690
01:42:13.170 –> 01:42:22.770
Chaplain Marilyn: yeah and i’ll just put it into context, when I first started doing this, I didn’t have your description of the drivers and the three brain, and so it was a mess.

691
01:42:23.610 –> 01:42:34.620
Chaplain Marilyn: And it took me years to get it figured out and how then to calm down and family or you know so that would have saved me years of time, had I known all this way back then.

692
01:42:35.670 –> 01:42:42.750
Karen Judd Smith: Thank you and that’s and that’s my that’s my goal is to save people time, please I one thing I was as.

693
01:42:44.430 –> 01:42:47.940
Karen Judd Smith: Well, I used to hate bags of potatoes yeah i’m a farmer’s daughter.

694
01:42:48.240 –> 01:43:05.010
Karen Judd Smith: and used to do a lot of swimming so I always have broad shoulders, so please stand on my shoulders that’s my goal at this stage stand on my shoulders, so that, if I can shorten your learning curve, if I can help you get from A to Z in half the time.

695
01:43:07.500 –> 01:43:16.290
Karen Judd Smith: Then that’s been good that’s the goals and the objectives here, why to take the time to look at this kind of thing because I really.

696
01:43:17.040 –> 01:43:26.670
Karen Judd Smith: Believe and know that it can make over time, especially you adopt some of these little things that we’ll get into in the next couple of weeks i’m not giving you a whole lot of homework.

697
01:43:26.940 –> 01:43:36.660
Karen Judd Smith: The nitty gritty homework, I wanted to just dump some stuff on you this week and then we’ll get into some of the the kind of the how tos next week, but um.

698
01:43:37.350 –> 01:43:53.940
Karen Judd Smith: But if, by doing those things, and then you can be persistent in doing those things, even a little bit that over time, it can massively make a difference in your life and in the lives of those around you then this time has been well spent.

699
01:43:55.830 –> 01:43:56.400
So.

700
01:43:57.630 –> 01:43:59.910
Karen Judd Smith: Thank you Marilyn yeah.

701
01:44:01.230 –> 01:44:02.520
Karen Judd Smith: nice to see your face Adama.

702
01:44:07.980 –> 01:44:08.310
Karen Judd Smith: I guess.

703
01:44:09.480 –> 01:44:24.240
Karen Judd Smith: Counting said that she I guess she’s taking care of some some kids and didn’t want to have loud noises impinging on our on our space here so hopefully she’ll be able to be more interactive and on screen with us next week, but.

704
01:44:25.440 –> 01:44:25.860
Karen Judd Smith: yeah.

705
01:44:33.990 –> 01:44:36.420
Karen Judd Smith: hi how are you wonderful to see you.

706
01:44:36.780 –> 01:44:37.110
yeah.

707
01:44:38.220 –> 01:44:46.950
Miss Oliveira: yeah i’m still with the kids and trying to get them to bed, but I just wanted to confirm that, in this situation, but I really could follow a lot so.

708
01:44:51.570 –> 01:44:52.620
Miss Oliveira: Thank you so much.

709
01:44:59.490 –> 01:44:59.970
Karen Judd Smith: yeah.

710
01:45:01.680 –> 01:45:01.950
Karen Judd Smith: well.

711
01:45:03.270 –> 01:45:03.660
Karen Judd Smith: Yes.

712
01:45:06.360 –> 01:45:11.730
Adamma: I mean quite right, I love my job i’ve been listening and.

713
01:45:12.900 –> 01:45:13.590
Adamma: Let me.

714
01:45:15.990 –> 01:45:24.330
Adamma: say something I would like you said that more thing is a little overtime remain longer than the impact of seven be.

715
01:45:25.320 –> 01:45:33.240
Adamma: In the human experience now, I see the videos and where I come from, sometimes you want me to just have one last one.

716
01:45:33.990 –> 01:45:39.570
Adamma: You know one thing I do want a job and I was like well, but over time or returning.

717
01:45:39.990 –> 01:45:57.090
Adamma: i’m learning that you’d like to take time to take it one day at a time they asked me to be clean when I learned that will help me are going to reveal i’m also helping other people as well just about something to study in a decade.

718
01:45:58.890 –> 01:46:04.020
Adamma: Or you know very well that was the other little things that you will learn.

719
01:46:05.700 –> 01:46:11.520
Adamma: Properly you need to have the football team that will have you.

720
01:46:14.160 –> 01:46:15.990
Adamma: You learn what pain when.

721
01:46:17.730 –> 01:46:26.580
Adamma: The pain again yeah that’s something I really work on for myself and then people around, so thank you so much.

722
01:46:26.940 –> 01:46:28.590
Karen Judd Smith: yeah Thank you yeah this is.

723
01:46:30.900 –> 01:46:36.210
Karen Judd Smith: Part of our challenge in life is to kind of be aware of observant and aware.

724
01:46:36.750 –> 01:46:57.810
Karen Judd Smith: Of more than we some things we very quickly overlook or go by without fully appreciating so those small things and noticing the things that are actually important and hopefully again just by looking at these things from this transcendence point of view and the word transcendence.

725
01:46:59.970 –> 01:47:14.400
Karen Judd Smith: I like the word just simply because it means to leap forward, but it kind of embraces the concept of resilience and we’ll get more into resilience and why that’s important for leadership and our capacity, just as human beings will look at that again.

726
01:47:15.060 –> 01:47:24.870
Karen Judd Smith: Next week we looked at that a little bit during our team resilience day and but we’ll we’ll get back to that again later on, but part of.

727
01:47:26.250 –> 01:47:36.930
Karen Judd Smith: The y to have this kind of bigger picture bird’s eye view of what we’re dealing with is to point out that yeah sometimes the things that we overlook.

728
01:47:39.060 –> 01:47:55.890
Karen Judd Smith: are actually some of the most important things and to really pay attention to all of the seeming the important well just two more things to assist them more on the on the basis of fitting within that larger framework.

729
01:47:57.330 –> 01:48:07.260
Karen Judd Smith: Because I think it gives you a place to put a lot of the different elements of our lives and and to assess its value differently, which is why I call it like a.

730
01:48:07.830 –> 01:48:19.530
Karen Judd Smith: Like a leadership intelligence framework because it helps you place more of the things that you see in life into a into a framework that has some that can help you make sense of it.

731
01:48:19.980 –> 01:48:34.650
Karen Judd Smith: and gives you a way to you know, to make some kind of an assessment as to its value in terms of your objectives we’ll get into more details, later on, but and how to use the form the the framework but that’s part of the intent there.

732
01:48:37.560 –> 01:48:42.960
Karen Judd Smith: yeah well we’re coming up to our couple of hours, so our homework.

733
01:48:44.670 –> 01:48:46.410
Karen Judd Smith: it’s very simple not too hard.

734
01:48:48.420 –> 01:48:59.610
Karen Judd Smith: Nice and easy, so I want everybody to go to you know, to find your access to the membership area if you didn’t see it, I can go back into the membership.

735
01:49:00.990 –> 01:49:08.910
Karen Judd Smith: Area of the the the site and resend you your login information, but it might help if you just look for.

736
01:49:11.070 –> 01:49:14.910
Karen Judd Smith: The i’m going to put in the Info.

737
01:49:17.370 –> 01:49:18.030
Karen Judd Smith: At.

738
01:49:23.280 –> 01:49:27.360
Karen Judd Smith: And why I did exceptional academy that connects to just some.

739
01:49:28.170 –> 01:49:47.490
Karen Judd Smith: interviews that I do and stuff like that, but anyway info it exceptionally if you white list that just to make sure that you get that because the emails will come out from that that email address and the access to the membership area will come from that email.

740
01:49:48.510 –> 01:50:00.570
Karen Judd Smith: And then that’s also where you’ll get the the the Facebook login you’ll probably have to you know because it’s a private if you’re not already part of that.

741
01:50:01.290 –> 01:50:10.740
Karen Judd Smith: Facebook Group then you’ll have to i’ll have to get around to getting back and letting you in but once you’re in, then you go in just every time face that’s how those Facebook group things work.

742
01:50:11.220 –> 01:50:17.730
Karen Judd Smith: Part of the reason for having a Facebook group again is just to create a little bit of a safe space for our group.

743
01:50:19.230 –> 01:50:20.070
Karen Judd Smith: And so.

744
01:50:21.180 –> 01:50:35.910
Karen Judd Smith: One of the things that I asked that everybody, you know feel feel free, I think, to share information in that group, but to honor and to respect the information that is shared within that space, so that it’s important that we.

745
01:50:37.020 –> 01:50:47.730
Karen Judd Smith: That what goes on, not in Las Vegas stays in Las Vegas but what goes on in our Facebook group stays there you know, unless unless it like me.

746
01:50:48.390 –> 01:50:57.720
Karen Judd Smith: Anyway, but the main point is, I want you to feel like there is a place where we can share our stories our concerns our interests to network with one another.

747
01:50:58.290 –> 01:51:14.730
Karen Judd Smith: Because I think even here, I think, as you heard at the beginning we’ve got just this is not a big group but it’s a remarkable little group of people, so I think make you sort of make the connections, make the you know get to know one another.

748
01:51:16.050 –> 01:51:27.570
Karen Judd Smith: So um I as part of the homework, let me see, let me share my screen again here what I did, for your homework, I said, go to the go to your.

749
01:51:28.200 –> 01:51:40.590
Karen Judd Smith: I didn’t I guess I didn’t put that in there, but the assumption was to go into the membership area so that you get familiar with the membership area, the video is won’t be there until later on that’ll come up tomorrow, the next day go back and visit it.

750
01:51:41.640 –> 01:51:47.070
Karen Judd Smith: that’s where you’ll see find the videos it’s also where you’ll find the link to the Facebook group and it’s.

751
01:51:48.030 –> 01:52:03.000
Karen Judd Smith: If you ever need to it’s also where you can find the link to the zoom room again, but I will send that to you, each week on the Facebook group in the Facebook group just list, one thing that you’re hoping to learn, while you’re here that might help you, with your day job.

752
01:52:04.110 –> 01:52:07.980
Karen Judd Smith: Just if there’s you know anything that I wish list of of what you would learn.

753
01:52:08.520 –> 01:52:17.040
Karen Judd Smith: That might just help me understand how to relate some of what we’ll be doing to what you’re wanting to learn, and if I if it doesn’t help in any way, I will let you know.

754
01:52:17.310 –> 01:52:25.860
Karen Judd Smith: But you know you you’re allowed to have a wish list of what you what you would like to learn, for your for your own career development for your own life.

755
01:52:26.700 –> 01:52:35.520
Karen Judd Smith: If there’s some sticking point that you’ve got in your you know in in any part of your life if you want to you know throw me a curve ball something that’s really hard.

756
01:52:36.450 –> 01:52:42.930
Karen Judd Smith: Just but even there you know, maybe the as a as a as a group Marilyn know stuff.

757
01:52:43.530 –> 01:52:52.140
Karen Judd Smith: That I don’t know I mean Ali knows good heavens knows all kinds of stuff that I don’t know each one of us knows a whole bunch of stuff that.

758
01:52:52.830 –> 01:53:11.130
Karen Judd Smith: We all don’t know so use that use the group but start by listing one thing that you would hope you’re hoping to learn that might help you in your day job or in your you know something pressing in your life and then even identify one connection that you’d like to make personal, professional.

759
01:53:12.390 –> 01:53:22.980
Karen Judd Smith: Now again a wish list of you know, like an ape a person or a type of contact that you would like because there’s nothing like expanding you know.

760
01:53:24.030 –> 01:53:39.330
Karen Judd Smith: Who each one of us knows as a dramatically different group of people, and we can help we can begin by helping one another and networking here, and the reason why i’m focusing on this networking component, because this is another critical piece of resilience.

761
01:53:40.380 –> 01:53:46.170
Karen Judd Smith: If you remember back earlier on in the in the lesson I said how many jobs have you had in your life in your career.

762
01:53:47.310 –> 01:53:51.660
Karen Judd Smith: In this day and age, how many times you’re going to have to reinvent your career.

763
01:53:54.690 –> 01:54:00.450
Karen Judd Smith: Everybody knows that when you’re reinventing your career or your life or just simply looking for.

764
01:54:01.200 –> 01:54:17.910
Karen Judd Smith: Help for somebody that you really care about or somebody that you know or for you know, a challenge for your for your your career or your business or your work, having a connection is powerful put it out there.

765
01:54:19.680 –> 01:54:30.120
Karen Judd Smith: A comment can’t promise that anybody will be able to help you with that kind of connection, but unless you ask you know we don’t know and and we might, and I might know not know somebody myself, but I might.

766
01:54:30.120 –> 01:54:31.920
Karen Judd Smith: know somebody who doesn’t know somebody.

767
01:54:33.990 –> 01:54:42.180
Karen Judd Smith: So put it out there, so this networking component is very important as part of our resiliency.

768
01:54:43.320 –> 01:54:46.200
Karen Judd Smith: In our careers and in our personal lives.

769
01:54:47.220 –> 01:54:52.440
Karen Judd Smith: And while the two can be quite different, they are nevertheless connected.

770
01:54:55.680 –> 01:54:58.080
Karen Judd Smith: You show up in your professional.

771
01:54:59.310 –> 01:55:02.880
Karen Judd Smith: Capacity based on your personal foundation.

772
01:55:04.590 –> 01:55:05.100
Karen Judd Smith: So.

773
01:55:06.120 –> 01:55:10.110
Karen Judd Smith: So builds both your your personal side in your professional side.

774
01:55:11.160 –> 01:55:14.850
Karen Judd Smith: And and just be here for one another during this time.

775
01:55:16.140 –> 01:55:28.650
Karen Judd Smith: So that’s one of again, as I said, one of the ways and we’ll get back into looking at what what it means the characteristics of resiliency and how we doing that and part of the work of this.

776
01:55:30.060 –> 01:55:30.690
Karen Judd Smith: This.

777
01:55:32.040 –> 01:55:36.540
Karen Judd Smith: Training is to begin building that network.

778
01:55:37.680 –> 01:55:45.420
Karen Judd Smith: It won’t be done by the time of four weeks in a few days and don’t forget we’ve got a three day intensive at the end of this that will.

779
01:55:45.690 –> 01:55:57.150
Karen Judd Smith: help consolidate a lot of this and that that timeframe that that three day intensive is going to be so market on your your calendars that’s going to be the 19th 20th and 21st.

780
01:55:57.960 –> 01:56:03.150
Karen Judd Smith: it’s mostly over a weekend, so you don’t have to take time away from from your work, but.

781
01:56:03.990 –> 01:56:12.360
Karen Judd Smith: Anyway, do mark those dates down for an intensive where we’ll get in we’ll we’ll be able to tie a lot of this together and revisit some of it again.

782
01:56:12.600 –> 01:56:27.060
Karen Judd Smith: Because it is in the revisiting that we really begin, you know, to develop that mastery in that adoption of some of these elements, otherwise you know i’m saying some nice nice things now and you remember that these were nice ideas and they would be good to do.

783
01:56:29.820 –> 01:56:34.320
Karen Judd Smith: And that will be all but I hope for you my my hope for you is that.

784
01:56:35.820 –> 01:56:43.800
Karen Judd Smith: Of what we go over the key points that are really that you can identify is really critical.

785
01:56:44.220 –> 01:56:53.880
Karen Judd Smith: In this time, you can start to solidify them in your own practices your own daily habits in your own professional capacity.

786
01:56:54.270 –> 01:57:05.790
Karen Judd Smith: I don’t want it, just to be knowledge about I want to help you get it really you know into your life, this is not just about knowledge or information.

787
01:57:06.450 –> 01:57:12.870
Karen Judd Smith: there’s plenty of information on YouTube and Google, you know just go Google it if that was all.

788
01:57:13.590 –> 01:57:26.790
Karen Judd Smith: mastery and life was about then we’d all be masters, but we’re not so the key part of this is to really help you begin to incorporate and adopt a lot of these things into your life.

789
01:57:27.210 –> 01:57:35.820
Karen Judd Smith: So with that i’m going to i’m going to let you go I look if if anybody’s got any more questions before you know i’m happy to stay on.

790
01:57:37.200 –> 01:57:50.070
Karen Judd Smith: But if you’ve got any more questions, please, please feel free to ask, otherwise we can say I look forward to seeing it same time same place next week and I will send out a reminder, so that you won’t be able to forget.

791
01:57:51.990 –> 01:57:53.370
Karen Judd Smith: And I look forward to seeing you then.

792
01:57:55.230 –> 01:57:56.730
Karen Judd Smith: Thank you so much for joining us.

793
01:57:57.210 –> 01:57:58.020
CIPDI: Thank you.

794
01:57:58.800 –> 01:57:59.370
Chaplain Marilyn: Thank you.

795
01:58:00.600 –> 01:58:01.470
akhurram: bye bye everyone.

796
01:58:01.620 –> 01:58:02.550
CIPDI: bye yeah.

797
01:58:03.240 –> 01:58:04.680
Karen Judd Smith: bye bye see you next week.

798
01:58:06.540 –> 01:58:12.750
CIPDI: Well, thank you very much again Cecilia or she’s left so just wanted to say was good meeting with them, but.

799
01:58:12.930 –> 01:58:14.040
CIPDI: we’ll catch up next week.

800
01:58:14.280 –> 01:58:21.540
Karen Judd Smith: I think yeah and definitely put in a connect with her in the Facebook, hopefully she’ll jump into the Facebook too and and that’ll be a way that you can.

801
01:58:22.710 –> 01:58:25.710
Karen Judd Smith: Directly PM her and and connect.

802
01:58:27.360 –> 01:58:32.520
Karen Judd Smith: so wonderful everybody i’m going to push the end button, so that we can all say goodbye.

803
01:58:33.150 –> 01:58:33.690
CIPDI: All right.

804
01:58:33.810 –> 01:58:34.590
CIPDI: Okay bye.

805
01:58:34.800 –> 01:58:37.680
Karen Judd Smith: All of us Thank you so much for joining us yeah bye.

 

I’m going to start by going over just a few things that we looked at last week. And then part, I think that’s, it’ll be a little bit of a, an introduction for those of you to give you some orientation. For those of you for the two of you who were not here, three of you who were not here last week, but also, I, oh, yes. And also, Cecilia is going to be coming in, but she’s going to be about 15 minutes later. And she apologized, she should actually she should be coming in fairly soon. But she’s in Germany. So we’ve got quite an international little group here. But anyway, so part of what I wanted to go over very quickly, is is a lot a little bit over last week. But I wanted to start with a confession. And my confession is fairly simple. And that is that I want to confess my motives for this. And one of the things that that has been on my heart and soul for a number of years as being how for organizations and how for we, as movers and shakers in our own sphere of influence, can help affect change. I mean, most of us don’t want the world to stay the way it is. And so to varying degrees, we do want to make a difference. But it’s it’s very clear to me that without adapting and executing in new ways than we have done in the past, we’re not going to be able to do anything different in the future than what we’ve already done and achieved. And bottom line, to upgrade, up level upgrade, improve, increase our impact and our influence for our beneficiaries, for those that we serve for our clients. If we’re in a regular business for, you know, our stuff, and those around us, and even our family and friends, as we upgrade, we are able to serve them better. It’s just simple, simple stuff. But we oftentimes forget that actually investing in ourselves, making the effort to make the changes in our own life is a way to serve others, is often overlooked and underestimated. But also now that we are here post 2020. And I know, I heard a lot of people at the end of at the end of last year saying oh boy, am I glad that 2020 is in the rear rearview mirror. But I think we have to remember that there’s also that little notice, at the bottom of our rear, you know, revision mirrors, it says, you know, vehicles are usually closer than what we think they are. So the the impact of 2020 is still on us. And we still haven’t totally escaped that gravity will have 2020. So there are lessons that we can learn from 2020. And all of our other challenges. And so part of what I am motivated to do is to help help us learn from 2020. To help learn, help us learn from all of us have learned things last year, or at least we did, maybe we’re not always focusing on what we learned because we’re too busy feeling the pain of what was difficult from last year. So even there, part of what it is to shift our focus on to what it is that we learned, so we can utilize it. Because the successes that we have, you know, the greater the success that you have, that I have, the greater the success there is for everybody. So how to, it’s important because also,

I don’t think years like 2020 are going to be and I’m confident that most of you also think that years like 2020 and not going to be the outliers. That turbulence is increasingly a part of the way our society operates. And there are reasons for that. And that’s part of where it I think it’s I’ll dive back into a very quick review of some of the things that we went over last week. And and again, part of the reason is I know that a week ago is almost a lifetime ago. For those of us who were here last week and and understanding that as We, the learning process. And that was one of the things that I went over really quickly again last last week, that the learning process is not just about the cognitive component, it’s all about the implementation, we don’t really learn something until it’s tacit knowledge until it is part of who we are and how we operate. So revisiting things can sometimes, you know, the first thought is, Oh, I know that I know that I’ve heard that before, and all of that sort of thing. However, the next question that we do have to I have to ask ourselves, as you know, is that just my logical brain saying, you know, telling me what amounts to, you know, a kind of a little bit of deceit, self deceit, and that’s not that it’s evil or anything, it’s just that we do that to ourselves. So, um, I do want to go over very quickly some of last week, because my part of my motives is to look at what we’ve been learning what we can learn from 2020, what it’s important to learn about change about living in turbulent times, uncertain times that are going to be the new normal, because the introduction of what I gave to you last week in the trans cylance framework, is part of that new, a new map for understanding leadership intelligence. And part of that is finding the ways all the variety of ways that that can be meaningful in our lives, and how to use that piece of information so that it’s not just info. It’s not just something that we can all Google, but that it’s something that then we can consider and apply in the decisions that we make as we move forward. So um, I know going to just share my screen again, Oh, hi, Cecilia came in.

Welcome.

I’m going to

so just really Oh, one thing, I’m going to stop it again, because I think I didn’t do the big, sometimes it gets a little bit smaller if I don’t do this other one. So just a reminder, we went over last week, we went over the trends silient human change model, and really just looking at the understanding the fundamentals. This week, we’re looking at the human side of innovation. So we’re going to dig more into the the kind of the social emotional side, we will continue that to some extent, but in a very different way. Next week, as we look at context and tea leaves, and then we’ll get in the fourth, the fourth week, we’ll be looking at X marks the spot right, before we get into our three day event that’s going to be which is really to help pull this all together, and bring it to the point where we start to really integrate this into our lives. So a lot of what the this training this time together is to introduce pieces of information, to provide you tools to utilize and to test out and to try out and see what that does for you. And then to come back around again, you know, a number of times because learning is really an iterative process doesn’t just happen in one moment. And even as we do circle around so many of these things, we understand different aspects of the same thing. Better at different times. So it’s it’s not just a Oh, I’ve heard that before, but because I’m trying to give you or I’m providing you with tools, but then I have to rely on you going out and testing out trying and coming back with feedback, that that’s when the learning really takes place. And that’s when you begin to see how can you utilize that information for your life and make your life different in the ways that work best for you. Because all of us have to customize every piece of information to our life, our circumstances, our perspectives, and our capacities, which vary all throughout our lives. So that’s the again, that’s the class schedule. And so one of the challenges that we have is is how to build you know, as we looking at this week is we looking at the the human side of innovation, and a lot of that will be focusing on the resilience side and a couple have you spent a few hours with me a few weeks ago looking at resiliency and what that means and what ways that we can build that. But a number of you haven’t seen any of that. And so we will look at that today. And then this will be a chance for those of you who have been introduced before to look at it again. But part of the challenge is, you know, even when we know that it’s good to be resilient, it’s wonderful for us to be able to bounce back. It’s kind of like, it feels like an intangible. What do I do with that? How do I do that thing? What is it really, even if you describe the characteristics of it? So how does that help me? How does it make a difference so that when I run smack bang into a challenging moment, when I get triggered by some situation that comes at me from left field that I wasn’t expecting? How does it help me deal with that in that moment, differently? And then I asked the question, as well as better yet how to build that resiliency, so that it’s transient, which is,

again, we’ll get into that just very briefly in a minute. But mostly, the difference between resilience and transience is that it’s more like a Transformative Resilience. And it’s a forward movement so that you’re utilizing the challenges that are there, or your past lessons, etc, etc. so that it then helps you build a better going forward. So the challenge is to show solutions and problems in ways that you can see them, hear them feel so that they become tangible. And they’re not just these concepts, that are nice ideas, but what do I do with them. And so that’s part of how I am endeavoring to structure even these these programs that the times that we have together in so the endeavor is not just to demonstrate is not just to give you a report on on gloves, and what they are and the materials they’re made out of. But to give you that feel, so that you can feel the soft leather and see what it’s the tactile nature of it so that when you pick something up, you don’t lose grip, or whatever it might be that those gloves or that maybe they protect, protect the back of your hands, so that when you play certain kinds of sports, you don’t nail your you don’t mail, your mail, your knuckles, so to speak. So there’s all different, all different kinds of gloves. But the point is, they service us in different ways and how to know that yes, that you’re going to reach for that glob, you’re going to reach for that tool, because you know that it works and makes a difference. So last week, what we did, we did, just really quickly going over some of the things I reminded you that there really are stages of really learning and recognizing that we do have, our brains are a little tricky in that sense. And so we we do tell ourselves often that we know, we, you know, we know about things when in fact we don’t. Then there’s the next phase where we’re starting to test them out. And we’re starting to, to learn about them. But there’s really an adoption, let a time of adoption, where we really own it, where it’s really, we make that commitment to it. And it’s really then becomes an extension of us, we expand ourselves so that that becomes part of who we are. And this is not new. I’m sure that every one of you, every one of you. However, it’s very easy for us. When we’re in our busy lives, and we recognize that yes, we’re wanting to improve our capacity when want. were wanting to build our leadership skills, we’re wanting to become more resilient. We forget that, well, maybe it does take a little bit of time, we have to make that commitment, we have to schedule things, if it’s important enough to us to actually do the work that it takes to bring it to the point where we really own it, were committed to

it. And that

and and my focus for this, these few weeks is to provide as much not just a whole lot of information that any of you can google and spend your time reading about or watching a YouTube about but to take you through that process so that a few key things that can powerfully help you in your life. You can begin to own them. So that’s behind unders even understand That kind of keeping that in mind about our own learning process. We also went over the gray zone, which is to understand that we really are in this space today, whether it’s be the technical, this is a diagram I put together, gosh 2016 17, you know, I probably should have added in here COVID, and all kinds of other things. But the fact remains is that this is where we are today anyway, and it’s just that we’re now further along this, this hockey stick has, has increased, it’s it’s ramping up this gray zone of unsettled lack of, of clarity for a lot of areas of our lives. And we can see that and, and I know, for example, Cecilia, who working at the Internet, I’ve been using specific because I know that that the international levels of of legal system structures and whatever that she deals with those, the legal systems are up, take ages to change, whereas in the meantime, what’s going on with, with the use of technology to to bring kids you know, whether it be the uses of technology, or the just the simply the pace of change of criminal behavior, that by and large, even if not everybody has access to it. So many of those functioning at those levels do have access to technology, which gives them the agility, the capacity for reach, and the ability to well, just to leverage that technology that is going up at incredibly fast rates. And this gray area where more is uncertain, there is a definitely not places where there are people operating, well intentioned people who are operating and even if they are people who meet them in this gray zone on show whether the good the good guys are the bad guys. Anyway, there’s just this enormous gray area that’s growing. And this is part of our reality. This is not this is this was part of our reality in 2016. And it’s just escalating 2017 and 1819 2021. It’s going to keep on escalating as technology with AI, increasing all of these things. And and we see how our legal structures, how our political structures take forever, for those changes to be made to make it even safe enough to function in the hearings that are taking place on Capitol Hill, right at the moment going over what happened on January 6, and how did that happen with all of the information? You know, why did why were there such gaps in security. It takes ages to find out where where the gaps how for us to approve as a people approve of the changes that are being made to make things safe. Meanwhile,

you know, we’ve some startup out there has developed a whole new app for something that we don’t even out there, and people are starting to adapt and adopt. I mean, I can say that because my own son two weeks ago. It started in VR. And I mentioned this I think last week, but a VR started a VR game. Now it happens to be a fun game. It’s just it’s very innocuous, but it’s very clever, and it’s tactile experience. But he was expecting it to be like, well, maybe 100 people and his family might play it that and so you know, he’d have time to upgrade it and work on it and get the bugs out of system. Well, in the first week, more than 20,000 people downloaded the app. Within two weeks, he had over 40,000 people downloading the app. And he’s going Whoa, I wasn’t ready for this. So you know, and that was just a game. But there are people out there in the dark web or wherever else who are providing services to their other dark people that help them do sometimes some very dastardly things. And there are people jumping on that. And so the the escalation of things is just this is a reality and if it unsettles you, I kind of hope it does, because because part of it is we like to be comfortable. But we but also What you can do in the world to make a difference to the lives of others is needed.

it’s needed.

And the fewer people who sit around remaining comfortable, the less chance where, you know, there will be for, you know, putting it simply, but at least the good guys, or even if it’s just making, the strengths, the capacities that you have the resources, the insights, the understanding, the drive and passions that you have available to other people. And so, this is all part of my motive. My motive is to light a fire under you, to encourage you, but use that as an encouragement to say that you are needed. And you as a leader, as a change leader,

are needed. And so it’s understanding that it’s not only about having the idea, or only having your own understanding. But it’s understanding how to get out there and to help others make those changes, as well. So understanding change leadership, and what it really means, this is my motive. This is, this is my why and I can get another time, I’ll get into my biggest story. And, and some of you have heard some of my story. And I will get into that. But this is this is not about my story. This is about sharing the content, so that we can build on this and work on this. And even when we get to that, the three day intensive, I will share more of that my story with you, that I think will also help shine a light on some of some of some of the lessons that I have learned and why I’m doing what I’m doing. But suffice to say here, this is this is our world, this is our world down here, our institutions, whether they be we can see that our schools and are an all of the things that we thought were the fantastic institutions into COVID. And all of a sudden, they’re kind of old world institutions, they don’t know how to operate optimally, in a challenged turbulent, crisis ridden world. Change leaders need to be able to lead when things are calm, and they’re just wanting to bring about changes because they are good. And we need to be able to operate when things aren’t optimal, when they are turbulent when they are uncertain. And these are the skills and focus on why I get into a lot of these things. But it’s really important that you feel connected to to this as well. So the other thing that we went into was the trans cillian human change model. And we looked at the three aspects of the brain, the reptilian complex, or l one, the Paleo mammalian complex, the social emotional area, the neocortical, or the you know, the logical part of the brain, and to really understand that these two pre rational components of who we are as human beings, they are pre rational, they drive us before we even know we’re being driven. And it’s really important, why is it important, it is not like we can call go back and rewire who we are. But by understanding that this is part of who we are, as human beings, we can factor that in, we factor that into how we deal with our employees, our peers, our family, our stakeholders, because even many times the key people who are our core stakeholders, our bosses, our board members, whomever they may be, the government might be the landlord. It could be anything. We’ve got a lot of stakeholders in our lives who impact us. And it’s really important to understand that they too, are making their decisions with pre rational as well as rational thinking now, they’ll articulate all the rational stuff and they’ll want to sound very reasonable. But when we deeply understand and then increase our capacity, to work with people at those pre rational emotional, social emotional areas of their life and utilize tools to help us deepen our understanding of what is driving them, then we become far more capable, not perfectly, you can never know and you still can’t control other people. But you get it gives you an edge

on impacting the discussion at hand, the issues that you’re concerned about, when you understand what is driving them, you can help understand, help either allay their fears, or, you know, many times and that’s a large part of what we need to do. People are defensive a lot of the time against change, because they’re afraid at some level. But we have to understand what those fears are. And then all the same. And for the two people facing the same situation, those fears, then the specific nature of those fears might be quite different. So we have to have ways to really connect with those those stakeholders as individuals, because they are individuals. So anyway, again, introducing that concept that we’ve got kind of three main aspects to our brain, our lizard brain, I call them it’s just somehow it’s become the last few years it’s become my my fond way of saying lizard brain, limbic brain and logical brain. You could call them three S’s the survival part, the social part, the strategic part, there’s all different ways, but it’s just a way to differentiate the kinds of thinking and aspects to what is motivating people. So there are those drivers and then I separated out, in and you’ll see it in the next diagram, just really quickly, a fourth one, because that’s constantly moving along through time and space. But they’re these survival, which is often translates to our economic side, when we get into our social sphere. You know, that’s, you know, why why do people go What was that it was Clinton who said, you know, periods, it’s your pocketbook, folks, you know, the people vote with their pocketbook, I was probably more than him. But anyway, I’m not the greatest political American public political quarter by so excuse me. But you know, survival and economic it comes down to the basics, what we need to survive and and we need in this society as it is, now, we still need money to survive. So that’s how we, we get to that we’ve got our social emotional side out all the pieces of our connective connection, our strategic executive side that makes the decisions, and then always what is often not, so we it’s always around us, but we don’t always see it, it’s one of those funny, funny things that we kind of disregard is our environment. So even if we were born exactly the same way, we were exactly the same DNA, exactly the same date of the year, only we were born 200 years ago, the context would be so dramatically different. There’s no way in the world that we would have the same experiences in our life. That our geospatial reality that I grew up in Australia, southern hemisphere, the sky is different to me. But you know, in so many, many, many ways, our geospatial environment impacts and affects us, and when that’s a factor to take into consideration. So again, just very quickly, that’s what we looked at last week. And you know, those of you can go back and look at last week go over, you know, more a little bit more in depth, depth. So that’s kind of what we did last week. Now. Oh, the other thing that I mentioned last week, and that’s the that’s the power of compounding, and why the iterative concept and the concept of all of the small changes that I encouraged, as much as small, little doable changes is so important. Because when we adopt one little change, it’s it’s not just an addition of one extra little piece. It’s a compounding process. And so last week, we looked at that, and when I asked, Would you rather get 1000 sorry, a million dollars in cash, or a penny a day doubled for 30 days. And Einstein knew that compounding was the eighth wonder of the world. So never underestimate the power of the small because if you double a penny a day for 30 days, you end up with over $5 million, not just $1 million so I Again, I urge you to remember to value,

the

cumulative effect of small changes. And that’s why we need to celebrate even very small changes. So, this week, we’ve taken a little bit of time to get here, but it’s I think, you know, I know that a lot has happened in this last week. your minds were probably all over the place. And I know that, that not a lot of you did your homework. I happen to know. So I figured we’d do it here. Because it’s, it’s, it’s in the doing of things that I want you to experience and to, you know, test out these things. So the homework last week was very, very simple. Introduce yourself in the Facebook group. And to include one sentence, I help, you know, basically, your elevator speech. What do you do? Who are you? Hmm, I don’t know who you know, I don’t know how you how you who you say you are this week. It might have changed since last week. So I’m going to invite you, let’s go around the room and everybody can give their their elevator pitch what your name where you’re your name, city country, and what do you do?

And lucky people?

It seems like, I’m just going to go around, Susan. Hey, your first year on my top left corner is going around? Yeah.

I am susan boonie. I live in Columbia, Maryland, not so far from Baltimore, Maryland. And I help. I help staff members. I am a communications director. So I help people with articulating and envisioning and communicating our specific mission. I work for a nonprofit that has the mission of helping children and adults who have attention deficit hyperactivity disorder, typically, so

thank you. I know her severe speech.

And Daniela? Hi,

I’m Daniella. I’m from Mexico City in Mexico. And

I would,

I’m in I do a lot of volunteer work, and I am very invested in my community. And at some point, I would like to make that like a full time job instead of just volunteer work.

Thank you, you funny.

Man. I gotta go after danella. Man, that’s a tough one to go. Um, Good afternoon. My name is Tiffany. From Nigerian. I live in the US, Ohio. I probably transform every week. I have created platforms for people to innovate, create and lead. That’s just what I do.

Thank you. And you help people who are both here in America and in Nigeria, right?

Yes. Also West Africa, West Africa. turnover. spended. Average?

Yeah. Good to mention. Thank you, Cecilia.

Yes. Hello. Thank you, Karen. My name is Cecilia metallian. And I created the only nonprofit organization worldwide that is exclusively dedicated to protect the rights and well being of children exploded by terrorist actors.

And so you’re you’re Italian you’re in Germany and you’re working with people where

I internationally at the global level.

Thank you, chaplain Marilyn.

Oh, you’re still muted. Oh,

there we go. I will do that Facebook assignment. I despise Facebook, but I will do the assignment. So

I’ll read what’s my little tagline

that’s on the emails that I send out. And it goes let’s see here if I can find it. Over here, it is. Marilyn Morris retired board certified hospice chaplain, a loss grief and recovery consultant and author of spiritual care resources.

Thank you

and Killian.

Good evening,

everyone. I made it home. Thank you for this evening. so far. My name is Kim m from Zen. My mother’s name is Ollie VEDA. So that’s also my Facebook name is a bit confusing, or my zoom name, I’m sorry, I’m in my daily profession. I am a legal guardian for unaccompanied minor asylum seekers. So for refugee children here in the Netherlands, who are without Deaf parents. So we are their legal guardian and their child advocates. So it’s very busy. Lots of fields we touch. But it’s very rewarding and always changing. And the side of that I like to involve myself or educate myself a little bit concerning the UN World, and I was involved with some NGOs, especially the women’s Federation for world peace. And there are lots of zoom online things now. But I was more eager to go to a conference and also look to all the side things going on and network there. But that’s a little bit on hold right now. But still, I’m very happy to always learn and happy to meet you.

Thank you, Adama. You’re up. If you’re there. Maybe not quite there. Can you unmute yourself?

There we go. Hello, good evening. Hi. How are you? Okay, thank you record. Yeah. Okay, my name is Adam over here. And I am excels at the health industry. So I’m also a radio broadcaster. And I love to talk to people start with people and get the best out of people. And of course, also myself. I’m happy to be here with you.

Thank you Adama.

Yes. Thank you. He Oh, you’re you’re muted still. Okay,

everyone. Good evening. Yeah, my name is YouTube. I’m a student. I’m from Nigeria. And I live in Nigeria. I’m a student of English language. And I rejoined English. I love communication. I love women’s rights. And I just like, developing and helping myself. Thank you. Fantastic.

So

that was

that was the first part of the homework. And the second part was to list one thing that you’re hoping to learn here. And you know, whether or not you’re going to learn it is a different matter. But you might have come to this hoping to learn something that maybe I’m not going to be able to help you with. But I would like to know still what what is one thing that you’re hoping to learn here that would help you in your day job or your work, what in your day life, what whatever that might be because as we can hear, it’s it’s quite varied. And then I’ll ask the next part. For those of you who didn’t see the homework for last week, I asked you everybody to identify one connection that you would like to make to help with you help you with your personal or professional life. So and that can be it might be a specific person or it might be a certain a certain kind of person. And part of the reason why I ask this kind of question is that as we were one of the things that we will notice as we get into the the resiliency area, we can understand that community that our connections are a really important part of our resiliency. Now in our professional lives, when we get to the point of needing to be resilient In our professional lives, ie we need to reinvent our careers or reinvent ourselves, or just simply because life moves on. And our, our interests and passions and and circumstances senses change, we do need to change also what we do in our life. So having a network of people around us is a very important piece. And the more that we can expand our networks, the more that we’re actually preparing ourselves to be resilient in all aspects of our lives. I mean, I’m sure that each one of you know, that, half the majority of the time, you’ll get a job, not necessarily just because you apply for a posting. But because somebody was able to introduce you to a job, a situation, a person or whatever. And it’s just very, it’s still the same, even though we live, you know, and where we’re zooming all the time, or whatever it might be, connections are still really important. And as we expand, not just expand, but find the connections that are really helpful for us. And that we can help is part of how we solidify that network and expand that network. Because that also is our sphere of influence. As that expands, we expand our impact, an influence expands into the world. So building a network, and it’s it doesn’t have to be scary, and it doesn’t, you know, in our having our little, and if you don’t have your perfect elevator speech down, no biggie. Because, you know, like I said, at the beginning, you might have changed since last week, we finally said he’s different this week than he was last week, or at least his pitch was different, I would assume he is also different for the body was last week, at least a little bit. I mean, that’s the nature of our lives, it keeps on moving. Change is a part of our life, it’s not a matter of will I change, it’s a matter of how I am changing. So coming back to this, I want you to list one thing that you’d like to learn in this in the course of this week. That would help you this week, the four weeks and the three days that would help you in your day job, something if you can try to identify something that is pressing for you. And it can be very different to everybody else’s, and that’s fine. But something that is really on your mind or on your heart or or the circumstances of your life or your work. And then and then it might even be connected with that identify one pill connection you would like to make? Because even throwing that right out here,

who knows?

Who in this group knows somebody? Because how many people do you notice? Isn’t

it? Yeah, I’m talking to you. Yeah. How many together? Yeah,

I mean, doesn’t figure a number. You know,

I’d have to go for 1000

Yeah, so right. I mean, the thing is, it’s not, it’s not just who who, you know, Susan, it’s those 1000s of people that she knows that you’re speaking to when you speak to Susan, potentially, if you ask, but if you never ask,

you’ll never know.

So I’m just trying to encourage you to network a little bit. So, um, one thing that you’d hope to learn, that you can use, and one connection that you would like to make personal or professional, so I kind of put you on the spot again, Susan. Sorry. Welcome.

Hey, that’s okay. And I’m still Susan, even though I might have changed from five minutes ago. But most of my life, I have been a thought leader or I and I currently lead what we’ve dubbed the creative team at my work. And it’s comprised of people who are more visual people who are more verbal, it’s cross departmental and interdisciplinary. What I would like to learn is how to lead more inspirationally, to inspire people to have the confidence they need in their own ability and their their creativity. I’m not sure if that quite captures it. But more to leave Through inspiration. And some of that includes to be more inspired myself.

Okay, have to work on that one?

Yeah. Do you want them both at once?

Yeah. Okay, so

the one connection that I would like to make is the one I haven’t even thought of.

Okay.

You’re allowed to think of it later on. Or maybe one of us will have a connection for you? Well, it’s,

it’s kind of like, I know, I could brainstorm all kinds of potential connections. But I am certain that there is a connection, I haven’t that wouldn’t even enter my mind. could very well be exactly the connection.

Thank you, Daniela.

So, I’m not sure how to answer what I’m expecting to learn from this. Because last time, I took one of these courses. I didn’t get as much as new information as I got new perspective of old information. So I guess that’s kind of what I’m expecting, because that’s what I got last time. But I’m always willing to be surprised. And I, what, what I’ve learned from, like, what I have lived, is that the best professional connections are made after art happen after a good personal connection. So I’m hoping to have to, I’m all about meeting people. And I’m all about asking questions. So I’m hoping to get to create a good personal connection that can grow further.

Wonderful. And so to to jump in on that one really quickly, is part of the reason why we have the Facebook group, not that I and I have a hard time with Facebook a lot of time myself, I guess for any number of reasons. But um, including having gone to developer conferences, not for not for Facebook directly, but and sort of seeing some of the backend stuff anyway of Facebook. But that aside, the Facebook group is one of the places where you guys can at least communicate with one another. So I do encourage you to use that use that space. And it is it is a private area. So it’s just you know, this this group, and or who was who? And I think for me, but I don’t know whether she ever comes in online. And James, I don’t think James has ever used the Facebook group. So it’s just this, it’s just a small group, but to use that as a place to make those relationships. It’s just always there. And I probably should put, I’ll put in the in the chat room, the link to the Facebook, because you have to if you’re not a member of that group, you have to ask to be let in and I will let you in. I’ll put the link to that Facebook group in the chat in as Jomon is introducing her thoughts and aspirations for connections.

Well, actually, I don’t really have it’s clear yet, because like you’ve mentioned that also didn’t really do my homework. So Well, last week, also not his fault, honestly. But I hope from today till next week, I will do a better job with that. But yeah, one thing I have one thing that pops up right now and one thing that I catch from last time, but that’s also a bit vague, but the first point is a basically to something which is theme of resilience and consistent networking. And what I mean with that is like not in my professional job. But in my volunteering NGO jobs like because my professional job is already so busy. How to consistently give enough attention and care to the networking for my voluntary job, and how to keep the resilience in depth within myself but also within the relationships. So that’s one it’s a little bit the how I formulated it’s a bit vague, but I hope you can follow me a bit. So resilience and consistency. Networking kinda. And the other theme, I’m not sure if I catch you, right? If I can expect that, or if I catch up correctly, but, um, I remember that you were talking about the different brain parts in the in and also but also about institutes like organizations. And somehow I don’t know if you were actually talking about that, because sometimes I was distracted, but somehow I connected like, the institutions and recognizing when how an institution functions and when it acts on what kind of premises or emotional reaction or reaction as an institute, so, like this kind of different part of the brains and actions, but, um, but then, like, integrated in institutions, did I catch up correctly, that we’re gonna?

Well, it’s, it’s not quite like equating organizations to different parts of the brains as as No. But I’m addressing and i and i, and it depends on the interest to some extent, it depends on the interests of the group as to how much I go into organizational change, as, which is something that is a little bit different. But not, you know, it’s, it’s, it’s just an extension of in a way, but there are specific differences. And specific structures that you can put in place to facilitate organizational change.

Yeah,

make it and to make those changes stick. So there’s a whole, you know, there’s an eight stage process for organizational change. But what is critical, even in any of that organizational change is to understand that you’ve got these dimensions of the human being this, what I call the human, the human element of all of this, I mean, it’s just, you know, kind of us human beings, but just to, you know, remember, which is not always thought about, it’s not always articulated, it’s not always addressed. So clearly, to really understand that there are these pre rational and rational components of change. Now, a lot of people are understanding you have to deal with the social emotional part. And you’ve got to make your you’ve got you’ve got to, you know, even what john Kotter say, one of the big organizational change folks understands very, very clearly that the biggest challenge challenge to whether it be digital transformation or, or large scale institutional change is human behavior. Okay? structures in place, but the sticking point is always tends to be in the piece that most people overlook, because they just think, get in the new technology, change the organizational chart, and then everything will be okay. Yes.

Things. Thanks. So, while you were elaborating on this, I noticed that my other point aside of resilience and consistent networking would be how to rekindle or re inspire a group that has lost its resilience.

Okay.

Yes.

Thank you lost its fire. I mean, that’s, I would have to say there’s, to some extent, I think, where I’ve noticed as I look at the landscape of people at this stage in COVID, now, I think it with everything starting to open up, there’s a lot of rekindling of hope the clamping down doesn’t start again, as things open up too quickly. But, but there was this almost this fatigue, this COVID fatigue, where it almost didn’t matter what you were saying, Let’s go have fun. It’s like, just you know, what do you mean, have fun, I’m exhausted, I’m just had it, you know, so, there’s a there is a need to rekindle to, you know, to get get some life back into us get revitalize ourselves, yes. And sometimes groups do. We all go through groups go through, teams go through all phases. And so sometimes you just have to wait and allow the system to move, but other times we can like little fires. Yes. So thank you. Thank you. So Sylvia,

um,

Thank you, Karen. So, I participate because I see these space as a point of departure for self reflection, and through which I would have the opportunity to acquire the two that are necessary to further develop my leadership capacity outside of what I believe that I already own or my my leadership style for that matter. And as a matter of connection, I think I am on the same page as Susan, the best connections are the ones you haven’t thought of. So of course, I welcome connection with we will participants to these training and Thank you, Karen, for organizing. Also, yes, as for my personal experience, I came to the realization that the best and more productive professional connections are those were, in fact, initially based on human aspects rather than professional aspects. So you know, when you when you meet someone, and then you have the perception that there is an understanding with you and this person, and I believe that that has that reflects on the type of partnership that you can sustain with this particular person. And those are always the best ones.

Wonderful, thank you, of course. And the funny.

Well, what am I expecting to land? Basically, I wanted to really land developed, if Stan would meet is it gives me perspective, it kind of opens me up to think of new ideas of doing things. So I come into the class, or into the session with that in mind that either during the session or after, I’m going to think of a new way of approaching things or doing something. So it’s sort of my Think Tank moments, basically, so. So yeah, as you can see, it also helps me review what and where we’re headed to try to make sure that I condense. Most of the things we do to one sentence, I remember the assignment would be last October, of having to condense a page of mission statement to try to fit it into two minutes chunk, I am not the very best person to talk about myself, I can talk and talk about people and share all the wonderful and nice quality that they have for when it comes to me is like crickets. So I learning to condense things to be able to come up with specific things that can sell in one word or two, who I am what my organization is about. In the area of connections, how two or three things that we have embarked on. In this space of the past week or two is one we are looking for. I would like to have a connection with someone who have knowledge in writing proposals and grant because we add their ideas bond at each stage in our organization or grow about to also in developing an app that is something I go will say website that will like to see accomplish by the at least by the end of May. So it is certainly an app that a distress notification app. So I would like to connect with a developer who would do that and as well as maintain and manage the infrastructure for that. Then another connection which probably later on I would like to connect with Cecilia based on some of the work she is doing and has dealt with children who are being recruited because we also have a connection down a sister organization that we cannot build a relationship with so that we will be able to supply some expertise to the MSC she has that as potential already. There’s no need reinventing the wheel, but just using what worked with organization to try to do that. So those are Greetings. I come in every week. Now looking for a think tank session basically, though, it’s kind of gonna get me going. So I realized something this week, I, on Saturday, I got a text that my office was flooded and we shouldn’t come in on Monday. And guess what I did on Monday morning, I drove to the office, I’ll get in there, I realize that. So it dawned on me that I’ve already programmed in my head. Monday, Tuesday, Wednesday, Thursday, Friday, you have to leave your house drive down somewhere. Now, as I was sitting down thinking, I’m like, you know, what? If I had to read that text aloud, repeatedly, it would have registered in my head, but because I did not, you didn’t actually then program it. So also find something that’s out. I have to repeat something, or share something with somebody to get it programmed in my head. So I don’t do otherwise. So discovering few things about me.

Yeah.

Very smartest people in the world. Sometimes. The longest distance can be anyway. Yeah. Yeah. I hear you inside me. I hear you. Spot Chaplin. Marilyn,

you’re muted.

I’m gonna piggyback you almost set it in, in my 22 years of professional experience. Working with people who are suffering, you know, devastating circumstances, usually the death of a loved one, or receiving their own early demise news from a doctor, you know, serious diagnosis. The work that that that I did professionally was to get people to translate what was in here, down to here. And so we’re very fond of saying the longest distance in the world is the distance between the head and the heart. And making that journey was the endeavor of my professional career. Now that I’m retired, and have dangerously too much time on my hands. I’m I’m seeking in taking your courses Karen to beg, borrow, steal whatever, a new language about loss, grief and recovery, especially the trans zillion part, the Transformative Resilience. And, I don’t know, I don’t have connections with large, you know, international groups, or I’m not dealing with some of the real serious political issues that that these brave young men and women are, are endeavoring to do. But I have dealt with several 1000 people, between somewhere to 3000 cases over close to 3000 cases of death and dying over that 22 year span, sometimes in just a matter of hours, sometimes weeks and months. And then as a bereavement counselor, sometimes for two or three years afterwards, what I marveled at, in my observations was was that resiliency and that most people found ways to get through some really difficult and devastating circumstances. So I’m seeking a more a more up to date, language to two in part with those who want to have a brief kind of introductory read, and, you know, be able to go online and go, Oh, here’s how I can deal with you know, what I’m going through and get through to the other side. So that’s, that’s just kind of in a nutshell, my motivation.

Thank you. And

did you have anybody in particular that you would like to connect with, toward you know, the type of person or even a dream connection that you would have, you know, just any, anybody

haven’t haven’t really, other than, than the, the readership that I want to develop? But I guess, yeah, someone who can assist me in, in putting together a series of small books, and online course coursework that that people can take and, you know, just to take create those resources, as I said, author of spiritual care resources, many, several pieces of it are in the works. But yeah, I’d like to connect to somebody who can help me mesh that put that together and, and get it out there.

Increasingly I see in the groups that I’m in and the people that I speak with the reality that, you know, the challenging realities about times have made learning how to get through loss and grief. And it’s not just the depth of somebody, but the loss of normal. You know, I mean, people are dealing with that all the time. And are there ways that so that we don’t get so exhausted? So? So depleted? Yeah, it’s a it’s a that kind of learning, I think is a huge it’s a huge need for interest in it curiosity about it at the moment. Thank you.

Adama.

We would love to hear what your your you would like to learn and or a connection you would like to make? And you’re still muted. Yeah. And you’re sideways? There we go. Oh,

okay. Thank you. Good evening, again, are you ready? Now, what do you do with young people, especially teenagers, out of wedlock, you know, for some of them, not with them, sometimes. Hearing, I sometimes will be happy and supportive. And then we’ll provide the Sigma pricing and all that nice, I can learn more about a resonance, I can help them stand on their feet. And then also, for people that have been abused, or sexually sexually, or when we learn that we can go on, we get stuck on what has happened to them. I think that’s really what they need. That’s really what we need to learn how to stand, we haven’t really had to do I then also a word of caution. Of course, everybody has lots of issues. And then second environment, and then we will, we will, because of our backgrounds, some things we always like to mean call service, sharing that people instead of listening with inside, and knowing what we can change how we can adapt to the spaces around us. This will help me work better with them. More than I’m already doing. I’ll clear I’m going Of course, to help me, you know, I’ve been above the connection, I like to make the area. So comprehensive health education is not the kind of new Nigeria, you know, we are still coming out from that place where we say we’ll talk about some things, we didn’t talk about babies, we don’t call them names in public image, creating the awareness of child sexual abuse, makes it not so easy. And then you have two people going into that. So then you don’t know where to get information to help you. I would like to make connections on that someone that can help me know, by me what to do more to learn.

So you’re a lot of a lot of the work that you do is with people who have been sexually abused and mistreated, correct?

Yeah,

yeah. And so then again, I was it was a little bit hard to, to hear. And so that’s where it can be good to write very specifically in the Facebook group. But the people that you the connections that you wanted to make, again, you could you repeat that, because I would like us all too. Because as we hear the connections that you would like to make, it’s helpful for us to think because we might be able to think so. Sorry, could you repeat the connections that you would like to make again, because I heard you talking about creating awareness and you know, to be able to give guidance, but I couldn’t get the specifics of that. Sorry.

Oh, That man is saying

she might have frozen,

get what she was saying probably as connection to be able to get tools to work with the young people. And also community basically does. One of the things that they did in Nigeria is cultural issues, how some things are still clouded in code, like when you’re talking about sexual abuse is not something you come up, as Dan mentioned in the gelaterias, and all those things. So it’s like, so he’s not resonating with the person, you’re talking to itself, getting tools to be able to navigate that area, as well as a comprehensive health issue having to deal and address with the health challenges being faced dealing with it from a holistic angle rather than just on impacts. But since they’re all interconnected, so

Well, thank you for saying that. Because there is one, you know, even just as I’m hearing you saying that reminds me, there is a doctor in Nigeria and I not in the not in the main city area, who does work with women and sexual issues. Maybe I can find that connect, find that connection and make that connection for you. All right, we’ll

do because one of the things we’re going to be looking for psychologies, Counselor counselors, where we’ll be able to pair victims and people who provide services in that case, they will be able to talk we’ll make it more of a service oriented thing, rather than just talking about problems, and not addressing the issue pairing people up because somebody might be able to open up to me, but they might not be able to open up to them. Somebody may not like look at my face, and like no, he’s scary, I don’t need to talk to him. So they’ll be able to talk to somebody else. So we’re looking for that to be able to make some connections. Great.

Thank you. And on Junichi,

again, just a what you would like to get out of this program and who you would put in who you would like to connect with. And this can be personal or professional, you know, you’re your own development.

Okay, thank you, thank you, everyone, from this program, our like to become more consistent, become more focused in every areas of my life, career or best, now, then focus on action. I would like to be connected with the United Nations volunteer, because I like volunteering for community work for women’s rights, and, you know, for victims of rape and sexual assault. That’s all. Thank you.

Thank you.

Well, I think we’ve, you know, we right here, we’ve been around the world and in our own little way, thank you for going over that. And

I, I just

if it had been done in the Facebook, you know, group that that information, maybe it wouldn’t have come out quite the same way. I didn’t really mean to turn this, you know, this time into a total networking time. But but but, but I it’s so important to number one, to be able to begin to think about what it is that you are identifying as what your goals are. When you don’t have goals, you know, it’s kind of like I guess I always it’s, it’s, you know, I use the analogy last week, and the analogy for our lives is you know, we can go out, we can jump in a boat, and we can go sailing, and we can have fun, go out and go around and come back again. But when we’re trying to get somewhere, if you don’t have a clear destination, the chances of you getting there, a pretty slender. Now, if for the important things in your life, usually, you’d, you’d think for the important things in our lives, we would be very clear about them. But in fact, most of the time we’re not

even you know, as if when you said we changed from you know, last week to this week, so yeah, our destination change from last week to this week. And that’s not a bad thing. And I don’t mean to I’m not I’m not picking on you. Funny, but just to say that we our lives change and it’s in motion. Everything’s in motion. But at the same time, if something is important enough, we do need to be able to know how to set our goals and a step if it’s if it’s simple. potent enough to us. Now, I would like to think that if it’s important enough for you guys to spend two hours with, you know, together, gathering here together, even for four weeks, that there are some very clear outcomes, that I can create a framework for you. But you are the ones to really specify the objectives within the within the the guidelines that, you know, that that I created here, that we’re looking at leadership change leadership, were looking at, especially at the elements of resilience and adaptability, and the kinds of things that we need, we can look at different aspects in terms of how to be effective in terms of our organization, and why it’s critical that we form effective, even if they’re very small, and it could be just two people, but a team to reach your objectives and your goals. But teams are critical to especially when you’re trying to expand your impact and your influence. So in the case of, of epiphany and his team, having that collective and common destination is really key. And unless there’s clarity around that, you’re all going to say, Yeah, but I found myself, you know, one of you will end up at Cape Cod, the other one in Boston, the other one in Gloucester, just for, you know, if any of you know, Massachusetts, just because that’s an ocean related space.

And wonder why the other ones not there.

Because you thought you said, well, we’re all going to go out, and we’re going to get on the boat, and we’re going to go fishing, or whatever it might be. But you all end up in different places, because actually, the specifics of your thinking were quite different and unique, according to you. But especially in an organization, that clarity, and that that alignment of goals and objectives becomes all the more critical. But again, I’m just bringing it back to it’s very easy for us to think Yeah, I you know, that we were clear about our goals, we’re not always. And so this, you know, this brings us back to the kind of a, this is very ordinary. But again, I think in this environment, I’d like to like you to spend, I’m going to give you five minutes, and this is just an exercise for you. And and I’m going to give you five minutes in a couple of minutes, after I’ve explained what I want you to do. And that is to identify to restate what you identified as your objective for this training as a SMART goal.

So what’s a SMART goal? I’m

confident a number of you know what a SMART goal is. And for those of you who don’t, it’s really quite simple in concept. But the art of constantly turning our goals into SMART goals is not something that we always do. And it requires, you know, building a little muscle for it. So smart goals are Specific, Measurable, Achievable, Relevant, ie meaningful to you, and time bound. So I want you to turn what you just basically articulated to everybody, for your specific goal, into a SMART goal. I’m going to give you a couple of minutes to do that. So that I want you to what would you like to learn and whether you learn it or not is a different matter. And part of that is up to me. And part of that is that is up to whether or not you’re hoping for something that is not going to be in this course. But I think mostly in reality, most of your goals and objectives lie somewhere within the framework of the time that we’ll spend together. So but for your

for you

to identify something very specific. To to so it should be not just I want to learn about resilience. It would be I want to learn how to be resilient in some specific aspect of my life so that when and I’m just this is just an example to use as as you know, when when somebody that I know, tells me or dismisses what I’m saying that I’m not going to react to them because I’m female, for example. There are certain people in my life who I who have been Under trigger me. You know, I’m sure we’ve all got something like that, that that’s just an example. But but get specific about your goal in terms of resilience and put it in the context. And it might not be resilience it could be. It could be, you want to learn something about leadership. Okay, so you can narrow that down a little bit more what aspect of leadership? Do you want it to be the communications element? Do you want it to be your capacity to inspire as, as Susan mentioned before, to or as in coming in mentioned that she wanted to rekindle a group. So already you’re starting to get that honed in so be specific, identify a specific area, because there’s a lot of and and it doesn’t mean to say you can’t do all of any of the others as well. But as a, as an endeavor to identify something specific? How will you know that you have learned how to do something better? Does it mean that well, you’ll be able to talk yourself down or I can talk myself down off the wall within three minutes, and then I’ll be able to bounce right back. And I set aside, okay, it triggered me, I got I felt the blood brush to my face, I realized I got mad, I noticed I got mad. And then I then I realized, okay, that was just me getting mad, I set it aside. And now I can speak to that person again, say, well, is that what you really meant, or, you know, something like that. And so I would know, I could do that now within three minutes. Whereas it used to take me days before, the point is to turn it into something measurable, something that is meaningful to you. And so this is, you know, it’s achievable. So don’t maybe start off with, you know, something that is not but but make it achievable, make it relevant to you, therefore meaningful not just because I want you to set a goal that is meaningful to you, and that is time bound. So that again, and the time bound, I’m kind of saying by the end of you know, our four weeks together, and the end the three day intensive, so make it make it within that, that timeframe, and then just jot that down, and I want you to put that you don’t have to, but it would be good for you to plan on putting that in the Facebook page, if it’s something that you don’t mind sharing. And you don’t have to nobody in this situation is is bound to sharing things that they don’t want to. But if it’s something that you would like, you know, some accountability on an accountability with one another is often good. And it’s, it’s can be just helpful to put things out there. But again, to turn it into a SMART goal. So that if it’s envy, the relevance piece, if it’s important enough relevance that you could maybe smart is just a nice, you know, acronym, whatever. But the important thing about goals is it has to be meaningful to you and important enough to you to set the goal. And if you’re going to set the goal, if you’re going to take the time, then it’s something that you really should do. And so make it meaningful, so that it will help you

put the effort into it.

Because if it is doesn’t does involve change, it will require a little effort, it may require a little discomfort, it will require a little time and so it’s got to be meaningful enough to you. So I want you to that’s what I want you to do with that. So a couple of minutes, if you haven’t already written it up, some of you might have already dropped it. Any of you if you want you can drop it in the chat or, and or I think I put the Facebook group the link to the Facebook group in the chat so that you can always find that place to to post it later later on. So turn what we asked you before about to list one thing that you’re hoping to learn into a SMART goal and to get used to turning the important things, the things that you how many times a day do you say I want to do such and such or I want to do such you know, I want to do something else, sorry, I want to achieve that. But then we move on then the next second. We don’t write it down we don’t schedule anything.

One of the first

steps

to reaching that objective can be to turn it into a SMART goal and to schedule your action. It’s not important enough, then cast it aside for certain you’ve got more important things to do.

Somebody’s writing,

easy to do hard to do. Can anybody just write in the chat if it’s easy to do if it if it’s takes a little bit of an effort, you’re used to making you know to turn in your the things that you say are important. into SMART goals. What do you do with them once you’ve made a goal? And I’ll explain to you a place you can plug some of these things in in a little while. The important enough things

not as easy as one might think. It’s one of those things that takes a little discipline to actually do

anybody have a SMART goal they’d like to share? I’m not trying to be a smarty pants about the SMART goals. But am I cool?

Is it time bound? That’s that’s the goal by the end of this by the end of this training.

Much cool. ahead of schedule. Very good.

I hope we can help facilitate that process for you. We’re about to get onto something that’s a little bit more tangible on the resilient side. So hopefully, we can help provide you with some with a tool specifically for that. And that’s what we’ll spend the rest of today doing. And then your homework for this next week will be to test it out.

Yes.

Thank you Adama.

So when you when you do write, write goals. Again, always just remember the SMART goals. It’s just very simple, but it helps you nail it down. To be specific and measurable so that you know when you’ve achieved it. And as we and we’ll, we’ll go over this piece in in our next little thing, why as to why it’s so important to to celebrate.

If we don’t know when we’ve achieved that we can’t celebrate well, or when we’ve reached it, we can celebrate I mean, I didn’t which depends which way you want to look at it. But celebrating is good, being happy is good. It’s not a bad thing. Yours is not time bound. So for it to be a really good SMART goal. Adama what would be good would be to break it down into something even smaller so that you would learn one aspect of that and identify it so that you can make it time bound so that you know when you’ve achieved it. So for example, you want to learn how to properly communicate. So you might want to break down the properly does not nest necessarily hope you identify something about the communication process that you can get your, your your hands into your. And this might be even be a better thing to throw it off to Susan about to say, okay, that would you know how to properly communicate? What are some of the key things about quote unquote proper communication. So that would be something that you could even chat to Susan in the Facebook page about, how would I break down my communications process so that I know I am improving my communication with teen moms in particular. And so you might need to even their break it down, to communicating with them, when they don’t know who you are communicating with them, when they are more trusted, you know, they trust you more, and you’re dealing with some of their issues. So even right there, you it would be more helpful to break that larger goal down into smaller identifiable chunks, which is why it’s important to get it specific. So properly communicate is probably not what you would call a SMART goal. But work on breaking that down to more specifics.

So Susan, would you be open to holding a training on communications? Well, let that conversation, I’m going to move on quickly and get on into it.

As much as I can, as I’m working on my goal, to grow my capacity to inspire? Absolutely,

it looks like you’re inspiring people already.

My daughter just got home from work. So that was the action there for a minute.

Okay, I’m gonna, in order to honor the time with you, I really need to jump into this next phase, and the tool that I want to provide you with now I think, a couple of you have a couple of you might have seen this. But, and thank you for all of the the chat comments, and I will definitely download that and make sure that I follow up with that. And, and also, when you put feedback in the Facebook group, when you get to that, there’ll be there’ll be feedback in the Facebook group. And that’s where again, we can support one another there. To the extent that, you know, we are able in that environment, but I want to get into the tool, the resilience building tool that I have for you. Just really, really quickly, I think I know you’re just in the in the broadest sense, I’m going to share to share my screen again, key characteristics of resilience and and I’m not going to go into all of the theory and in the background of resilience, but as as much as what’s important here is not so much the explanation on the why of resilience as much as I want to give you a tool for you to test and try and to see how it makes a difference for you. And then as you work with this tool and adapted for your own situation and circumstances, which I know everybody will do. But if you utilize this core tool, then it’s something that you can use with your team with other people that you know, you know, as things move on out, but this is I call it the 20 Minute Miracle or 20 minute squared. Me A numbers, um, I guess that’s part of my geeky self. But anyways, resilience has six main characteristics in the way I’m going to be looking at it. And it’s from the perspective that it’s not just resilience, but it’s Transformative Resilience. So looking at looking at those elements of trends of resilience, that also help us move forward and adapt and change. So, characteristics are adaptive. We have resilience has a healthy relationship to control. resilient, people who are very resilient tend to be continuously learning, always finding new things that they can learn. They people who are resilient, tend to have a very strong sense of purpose and clarity about that purpose. Because that can act as a you know, like just it acts as a You know, we could call that a backbone, you could call it a, you know, a thread that pulls you through through the difficult moments. Being connected to that sense of purpose is a key marker of those who are able to handle difficult situations better than others. Now, being a resilient person does not mean you won’t run into challenges in the world. Even if you’re the most resilient person in the world, you do everything perfectly to be a resilient person, it doesn’t mean that you will never experience difficulty. What it does mean, however, is when you do encounter those difficult moments, when you do get winded, when you do get knocked down, you’re able to get back up, you’re able to heal, you’re able to find ways to move on and get through those difficult, sometimes dark moments, it doesn’t mean that you won’t have them. But it means that you can get through them. Those who are resilient tend to have a support system around them. And they leverage that support. And that’s even one of the reasons why I build into what we are doing here. encouragement, I don’t just say go out network,

go out and build your network.

Why not start building it here. And do this on a regular basis and build those connections, and make that part of how you operate. And begin to see that the encounters and the people that you that you end up connecting with whether you thought you would or you whether you thought you didn’t, wouldn’t or never knew you would kind of like you know, the questions you never thought you would ask the people that you never thought you would meet a right here. There’s some of them right here and you’ll bump into others tomorrow. But then learning to leverage that support, remembering to see that behind each face on this zoom meeting room. All those 1000s of people and I’m sure Daniella, you have a whole nother group of people behind you. Chaplin Marilyn has a whole nother slew behind her the same for kill me and and, and for Cecilia. So make making Did you know that understanding the value of the network and the connections, and then leveraging that support, and making it part of how you operate is an important piece of resilience. And of course, then active engagement. And so that’s, you know, that’s why where possible, and you know, for I know that that internet connections are not always good, but where possible to always show up, especially in this kind of leadership training on you know, on the video so that you’re engaged, because otherwise, there’s this, there’s this tendency, you know, when we can be anonymous, you know, to there’s this this thing we can easily just socially loafing around in the background, if we turn off our turn off our videos and things like that week, we can relax a little bit, we can be anonymous, people don’t have to see but when we have to show up, then it’s you know that that level of it requires a level of energy and engagement. But when it’s important, and when it’s a it’s an opportunity to absorb and learn and show up, be present. actively engage resilient, the markers of resilience or adaptivity. So that means being flexible when needed, doesn’t mean disregarding standards and norms. But it does mean being flexible enough to say hey, maybe something can change here, maybe something can be upgraded here or this is you know, we can find new ways to do what is important. We have a healthy relationship to control we know what, what can be changed and what can’t be changed. And some people are control freaks. And some people just we don’t really believe that things can’t can’t be controlled. But but in time we learn that balance and develop that healthier relationship to control by continually learning developing our sense of humor. That to have sense of humor and our sense of purpose, leveraging support and active engagement. So they’re the main thing so what in and the why of resilience is, you know, apparent in so many ways. When we are more resilient, we don’t burn out as much at work, we can get over our COVID fatigue and not only just out COVID fatigue, but you know the slump in our groups in our organizations. And again, to understand the little piece here that you’ll he’ll hear me coming back to. And that’s the team building component. Even if it’s just your support team, that is an informal one, and maybe you’re just the center of that one. But teams hold the secret to our well being and our resilience. So never underestimate the power of a team. And building that network around you. formalize it for your organization’s and and keep it, you know it, you can have your own formal structure for your own support team. But I encourage you to really think about the importance of that for your life. So we’re going to move in, I’m not going to deal with the checklist, I’m going to give you the checklist, I’ll I’ll send most of you might have seen this, some of you have seen it, and I can send you the PDF.

And it has a checklist for resiliency, you can work through the checklist. And again, that’s something that is just useful to get some perspective on your own resume capacity for resilience. And it includes just very, you know, simple things, but it gives you a sense of where you are, you know, know that over time, you will recover from a painful event, how would you scale yourself and I you know, for this checklist, I encourage you to scale yourself from one not, you know, not you not really confident that you’re going to recover to 10, you’re absolutely confident that you would recover. So go through and scale yourself on on each one of these. And I’ll ask you that this is part of what you would do for your homework. But what I want to go through here very specifically, is the I created this, what is the tool for building your resiliency now, this, this tool is really just eight main points. And, and I call it the 20 Minute Miracle, because you can do it in 15 to 20 minutes, the more you do it, and some days you won’t get to it, perhaps because you just were slammed and everything just came at you too hard. But I encourage you, at least for this week, to either Morning or night time for yourself to test this out for a week and come back. Having done this, and and let’s get some feedback and some sort, you know, some, you know, just some feedback on it next week. But the the specific saw, but pretty much this. I’ll see if I can I don’t know, I don’t know whether it’s big enough for you to see. And maybe I can I didn’t put the URL easily for me to send it to you to look at, you’ll have to just look at the screen for the moment. And I’ll send it to you afterwards. But the first one is just simply when you sit down the scaling, I asked you to scale at the beginning and at the end. Now the scaling, I want you to keep it intuitive and fast. It’s not meant to be laborious, this is not a judgment. This is just where you scale things. It’s a number measurable, it’s a way to assess. So even at the beginning, and at the end, you can see which direction perhaps you’re moving in. And from day to day, you can see yesterday where you were how you woke up or how you felt by the end of the day, depending on whether you do this as whether you’re a morning person and like to do this in the morning or whether it’s a last minute before you go to bed at night. It’s something that you would like to do just to reflect on the day and and walk yourself through this. But there’s a flow to this. And there’s a reason behind all of this. And I’m not going to go into the all of the the long rational and motive for all of this and reasoning. And there is a logic and there’s a process to all of this. But so you’re going to start by scaling. So keep the scaling intuitive and fast. Give yourself a number between one and 10 with one being awful and 10 being optimal. So just how do you feel it’s a way to practice checking in with yourself. Scale how you feel as you begin your 20 Minute Miracle and again at the end simply notice any difference or not in the numbers. Again, this is just to build awareness, self awareness. And it also helps you you know with self management, it helps you understand whether you’re improving on It just gives you a way to measure and assess. And it can provide insights about yourself about how you’re managing your own stress how you’re feeling one day to the next. Otherwise, a lot of this stuff kind of gets lost in the business of every day. The second one is to go through and list eight points, eight things in the day for which you are grateful. And part of the reason for doing this is to is quite literally to change your chemistry. And to prepare you for what comes next. But also, we’ll I think, you know, if

doesn’t take a whole lot to think about it. But you know, whether we do it or not, is different matter. But here I’m structuring a place and wait for you to do something about it is that you know, that, that being grateful is actually healthy. Being grateful, is, you know, helps you helps you see the world differently. But part of the reason is when you feel gratitude. And so as you list those eight things, I encourage you to, like, don’t just remember that you were grateful, but to sink into that moment, and remember it and feel make that moment present to you, so that it is sorted, so that it is a moment of gratitude, not just a thought about gratitude. And there’s a distinction to the extent that you step into that moment for which you are grateful. And they, it does not matter. If they’re little things, or big things, it doesn’t matter. The moment you feel gratitude, your body will have the same response. And one of the interesting things about that response of gratitude, is it your brain almost doesn’t know the difference between gratitude and success. Feeling successful, is an incredibly important foundation for how you think and decide about what to do in your life. The decisions you make when you feel successful, will be different than the decisions you make when you feel lousy, and unconfident. So what we’re doing here is we’re creating a little chemical cocktail platform for you to, to think about some other things as we get down in this on this little 20 Minute Miracle. So, go through those eight things, list eight things. Again, I don’t care how large or small and it might be one day, you’re just, it was a lousy, lousy day. And the only thing oh my god, the only thing I can think of being great for is that I’ve got I’ve got water flowing out of my pipes. I have fresh water that I can go to the tap and turn it on and it flows.

But you know what, that can be a huge thing.

It’s huge. So in some days that might seem like it’s nothing, then then another one go flip on a light switch that the light went on. You know, the point is, but But don’t just think it step into that moment. And what does it take you 10 seconds 15 seconds to actually feel grateful that when you turn the light switch on, it works. You know how frustrating it is when it doesn’t go on? Just flip the switch and say just be grateful for women does go on, you know, but find the point is to find find those moments of gratitude and allow yourself to feel it. Okay.

So

Oh, this is my old one. I’m showing you old ones. This is sorry, number four should be number three. Somehow I made a copy of this and it should be I’ll have to make sure that I send you out the one that’s number three should actually be A meaningful moment that you accomplished in the day. And it’s meant to come up to that. Sorry, I must have pulled this up from an old from an old, earlier version of my thing. So point number three is meant to be today’s meaningful accomplishment. And again, larger small, but think of something not just that you’re grateful for, but think of something that was meaningful to you in the context of what you’re trying to achieve. And what is important to you at the moment, a meaningful account accomplishment and celebrate it in some way. Even if it’s just saying, yay, I did it. Say,

yay,

I did it. Ideally, turn it into something physical. Even if it’s just raising your hands and saying, yay, I did it. Or raising your voice.

Yay,

I did it.

Whatever it is, the point is, again, to embody

it.

Not just to think about

it.

And again, it doesn’t have to be huge. It doesn’t have to take you a long time. But just to turn it into something that is part of you something that Yes. You know, and when you have those celebrator moments, they usually, yes, yes. Just make it like that, it can be just Yes, I did it, then the next thing is, then on that foundation, I want you to go to your challenge. And what happened in the day, that was difficult for you to identify it. And the important thing about that challenge, because I bet you you can find at least one thing that happened in the day that was challenging. And then reflect very, very quickly on whether you felt like you were the victim in that or whether you know that that happened almost for a reason, so to speak, that it happened for you.

Or that it happened

doesn’t have to be that there’s this big cosmic conspiracy out there, making sure that these happens, these things happen to you. But given that it happened, you can use it. In other words, it’s something that is for you. It’s pointing out something that is perhaps a weakness, or something that you don’t know, or something you haven’t quite yet absorbed into your being. So that challenge the the point of looking at the challenge is not just to identify it, but then to turn it into how is this something that it happened for me, and therefore it leads into the next point number five, therefore, what is it that I want to learn it again, large, small is not the point, you can do this for one thing, you can do it for five things, it’s totally up to you. But I encourage you to find at least one thing, one thing you want to learn and identify that one thing that you want to learn, then that connects to number six, which is identify one person to connect with. And it might be related to that point. Or it could be just simply that there’s this person I still need to connect to, I want to connect with them. And yeah, maybe they can help me with that. Or maybe they maybe they can’t, but I still want to connect with that person, I want you to the number six is to connect to identify a person to connect with in the next 24 hours. And of course, either in that moment, or later on to put it in your schedule and to do it but to identify a person to connect with. And then number seven, and that’s about you, you can you can expand this or contract this and this will be something sometimes you’ll spend a lot of time on other times you will you’re just simply reiterate or remind yourself of your purpose, or remind yourself of your vision or remind yourself of your mission. But here I just want to just very very quickly because I’m I’m already 301 we started about that time. I mean two hours ago, purpose, vision and mission to make it’s a little bit different or twice to make to differentiate those three, it’s just helpful a little bit. And you can focus on one of these each day. You can focus on different ones each day. You can look at all three of them altogether. You can revisit them but it’s important to revisit at least some aspect of your sense of purpose and mission each day to ground yourself. Remembering that resilient folk have a strong sense of purpose, vision and mission. So your purpose is really your y or your higher paws. Your vision is what you aim to achieve. And your mission is kind of like how you are working on it to achieve that vision. Now, you may not be clear the first time you sit down with the second time or the third, and you might somebody might have, you might already have all of these already clearly articulated, and you’ve got them on the tip of your tip of your finger, tip of your tongue or tip of something. So, again, purpose is your big why your face zone debt, one of your one of mine is is to unleash the potential of human beings, I so profoundly believe that most of us have so much more potential than what we realize. And to tap that even a little bit more than what we have done before. To make it more available to ourselves and to others. The most powerful thing on the face of the earth as a human being. And to unleash that potential, that’s my my sense of purpose is to help unleash that

in people.

Vision, what it is that you aim to achieve. You want to have that vision. One of the ways, you know, part of part of my vision in that sense. My particular one is to help people form legendary teams, small teams, large teams, I don’t care because it’s teams that do amazing, amazing stuff. And creating legendary teams, but the ones that that move and shift and shape, change the world. Now the world might be my it might only be my world, or it might be you know, a certain communities world, but to change that world. And that total experience of those people is, is quite literally to change the world.

The how the mission is how you’re going to go out and actually do that work.

And one of the ways that that I want to do that is to help people love more, actually. It’s kind of, it’s not something that I can say is, you know, that that I want to help people love. I’m not I’m not a comedian by any means. I would love to be a comedian, but I’m not. But I want people to feel the joy of being alive. But, but, but to do that, really what I consider is part of my mission is to help people get a greater vision for their own life. And to infuse that with a laughter and a joy that is deeply, deeply satisfying. And that can be through in many different ways. But anyway, that’s that’s I just gave, said that as a way to give you an idea of what you can write. But again, to make it concise, and in a nutshell, but even the pursuit of understanding what your purpose is even the pursuit of trying to figure out what your vision is, and what your sense of mission is, is it can be a journey, and it will change throughout your life. None of our lives are written in stone. And where you know, where we get our mission from, or our sense of purpose or, you know, that’s, I’m, that’s that’s up to you and your world. But so that’s essentially

the

the 20 Minute Miracle and then right at the end, when you get to that stage and you fought through you’ve either re read your your purpose, or your your your vision mission, little statements and I would try to make them concise and small. At that final point scale, how you feel right at the end of that. Now it took me a long time to go through all of that, but It won’t necessarily take you

along in the

same amount of time to go through and do that yourself. And sometimes you’ll sit with it and spend time with it number of times, like I said, you know, you don’t have time or crazy life, whatever. But I do encourage you to test it out, for at least for a week, I’d like to say until the end of the program and see how that what you know, reflect on what that does for you, how you think about what you’re doing. And if in fact, those six characteristics of resiliency are six characteristics of being resilient. That tool is designed to connect you to all of those elements. How do you build that kind of capacity, other than connection and engagement with those things with your sense of purpose by building your network, therefore, identifying something you want to learn something and a person associated perhaps with that learning, or that can help you with the next phase of what it is that you’re doing, or you’re working on, and making this an integral part of who you are in what you’re doing. That is how you build that resiliency into in a very simple, and yet very real way into your life. Otherwise, you think, oh, it would be nice to be resilient.

I wonder how I do that.

This is one tool, it’s not the only one. And you can probably find all the tools out there that would help with the different aspects of that resiliency. And you can another time, we can look at the different. There are other different tools that can help with that with, you know, unlocking certain components or helping get you on fire more to feel like it’s important enough to do this. There isn’t there’s so many factors to it. But I would just begin with that with spending 20 minutes beginning or end of day, doing that for a week, and coming back, that’s your homework for this week. And to come back. And then to tell a little bit of your story, what you experienced, because part of what is built into that is is your your awareness, your self awareness of what’s going on what’s going on in you. And by using that tool, you’ll begin to see, while this day I was maybe I was maybe I was I started off at five, or maybe I started off at seven. And I got up to an age or in maybe on a different day, you started a different place. But you can even then begin to see patterns in your own life.

You can begin to see what are the things in those days that made it better or worse. So part of this is even just building self awareness. And this will will help you do that.

The tool will help you do that.

Okay, so I’ve gone 10 minutes over I’d like to just open this up. If anybody really needs to go you feel free to? Of course you can go at any time. But I’d like to open it up now. Daniella, you have to run. Sure. Yeah, thank you so much for being here. It’s an honor to have you join us. And I will send out to everybody I will put on the on the in the members area. And a day or so the video from today I put up a raw transcript of of a raw, you know, transcript of what transpired today, it can be just a way to find find something in the video or to use some of the text, who knows. But I just make that available. And then also any of the tools will be on in the membership area. So it should be there. But I will make sure that I send out today to everybody’s email this and I’ll make sure that I send you the right one, the resilience checklist. And you’ll get that in your email. So you can start using that at least tonight, if not tomorrow morning. So I think that’s about it for me other than opening it up if anybody’s got any questions about how to use it. Any comments, any ports? Just open the mic. Yeah. Thanks, Susan.

We’ll see you Yeah, I can dig.

I’ll decompress through the week. Okay.

Yeah. Okay, so

if any, nobody has any questions, we’ll just leave it at that. And I’ll let everybody go to the rest of their life.

Karen, just to double check, but so this 20 Minute Miracle, will you already send us this form by tonight? Because

I want to.

I think that’s actually my specific goal to do that every day. So now, in the moment, it’s good to already have it, like printed out. If I don’t myself, so it would be great to receive it. Yeah, I

will do it immediately. right after this. I’ll just make sure that I’ve got the right one and send that up to everybody.

Thank you so much. Yeah,

yeah. You’re welcome.

Any Any other questions? If no more questions, then we’ll close up. Close up for this week. And then we’ll meet again, same time, same place next week. Thank you so much, everybody.

Bye. Bye. Bye. Thank you.

Thank you for being here. Adama.

Alright, Karen. Bye, everybody. Thank you very much.

I find you Yeah.

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