Updates from July, 2016 Toggle Comment Threads | Keyboard Shortcuts

  • Nicos Paschali 11:10 am on July 7, 2016 Permalink | Reply  

    Keep everyone informed. 

    To build and maintain trust, a leader must communicate. Leaders must be determined to share the facts with everyone, simply, persuasively, and thoroughly. That means telling it like it is, during good times and bad!

  • Nicos Paschali 3:54 am on July 7, 2016 Permalink | Reply  

    Sacrifices people are willing to make… 

    Did you know that if people trust their leaders, their colleagues, and themselves,  they’ll be more wiling to take the extra risk, to stay the extra hour, to sacrifice the routine for the remarkable?

  • Nicos Paschali 3:33 am on July 6, 2016 Permalink | Reply  

    Create a common dream… 

    Did you know that by failing to articulate a common dream or vision of success almost ensures finger- pointing when the inevitable setbacks occur? A common goal is a natural way for team members to  trust one another!

  • Nicos Paschali 5:05 am on July 5, 2016 Permalink | Reply  

    Expectations and Accountability! 

    Did you know that companies perform best when expectations are clear, where roles are focused, and where teammates can rely on each other. In that environment, trust can develop and reliable interdependencies can flourish. And without clarity around winning, it’s hard to set up the scoreboard around measures of accountability.

  • Nicos Paschali 1:55 pm on July 3, 2016 Permalink | Reply  

    Obstacles are the raw materials for progress.. 

    Obstacles are the raw material for progress.

    The obstacles you face will be completely unique to you based on your circumstances, history, upbringing, beliefs, and goals.

    Don’t avoid them or allow yourself to become discouraged. They’re actually very useful.

    Your obstacles are some of the most important raw material you’ll need to shape your personal and business life around your unique ability!

  • Nicos Paschali 1:49 pm on July 3, 2016 Permalink | Reply  

    Employee Engagement 

    Transforming employee engagement and performance are some of the most essential skills for managers and executives.

    Creating continuous performance improvement is the solution to seizing opportunities, overcoming challenges, boosting productivity and realizing goals.

    This real-business world presentation centers on transforming the capacity to engage-perform-produce better and faster in the midst of intense situations, persistent challenges and difficult people.

  • Nicos Paschali 1:48 pm on July 3, 2016 Permalink | Reply  

    Motivational levels in organisations. 

    Managers recognize that if they could elevate the motivation level of each individual employee, it could equate to a significant increase in overall performance and production.

    Yet survey after survey indicates that employees are operating with lower levels of motivation and higher levels of disengagement.

    In a sense, even with their best efforts to motivate the staff, managers are getting inconsistent, if not disappointing, results. What if that didn’t have to be that way?

  • Nicos Paschali 1:47 pm on July 3, 2016 Permalink | Reply  



    A belief describes a basic structure in our model of the world that we hold as true.

    Often we hold varying degrees of beliefs.
    We believe something strongly, other things no so strongly.
    Beliefs that we hold very dear and that drive our thoughts and actions we call core beliefs. We use them as presuppositions.
    Beliefs act as major neurological filters that determine how we perceive external reality.
    Our beliefs about what we value as important or not important powerfully shape our perceptions. The perceptions create our emotions which drive behaviour and action to achieve results.
  • Nicos Paschali 1:45 pm on July 3, 2016 Permalink | Reply  

    We respond according to our maps of reality. 

    We respond according to our maps of reality.

    Our map as our perception of the territory, determines or controls both our perceptions and our responses.
    We respond to the world, not as the world exists but according to our map of it.
    We do not operate directly on the world, but on our individual perceptions of the world.
    We restate that the map consists of all filters such as: our beliefs, values, attitudes, language, memories, and we experiencing our map as thoughts through our sensory representations systems.
    So before we expect someone to change their thinking, emoting, responding etc, their internal map must change.
    The “map” is not the territory
    What goes on inside our head (internal reality) concerning an event, it only comprises our perception of that event (external reality).
    When we experience an event we try to make sense of it, so we construct  an internal representation in our minds of that event, which includes or sensory VAKOG components.
    So really the map does not consist of the territory it represents.
    It consist of the conceptual understanding of the event!.
    We can never represent an external event exactly out there, therefore,  like the menu is not the meal.
    -Nicos Paschali
  • Nicos Paschali 1:40 pm on July 3, 2016 Permalink | Reply  

    The way we communicate affects perception & reception. 

    The way we communicate affects perception & reception

    How you say what you say often has more importance to the communication than what you say.
    A great portion of communication occurs via non-verbal channels.
    This means that we always and inevitably not only communicate by what we say (verbally) but also communicate by how we say something (non-verbally), such tone of voice, facial expressions, breathing, posture etc.
    These messages exist as para-messages.
    So the goal of good communication is to align all communication  channels so that they communicate the same message and do not conflict or contradict each other!
    -Nicos Paschali
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