This program weaves together the critical skills for optimal performance, across weeks or months to enable measurable improvement. It consists of six segments that stand alone as well as build on each other.
"Productive insight; clear (often sudden) understanding of a complex situation." Free Dictionary
Pop the bubble of conditioned thinking and emerge into the creative realm of "no absolutes," continuous change, uncertainty and unlimited possibilities.
Then, there can be innovation, adaptation and optimal performance.
Performance & Open-minded Mindfulness:
Open-minded: questioning everything, accepting diversity and uncertainty.
Mindful: consciously aware; concentrated.
Foundation for blending process, project, engagement and knowledge management into a cohesive approach to optimize performance.
This Newsletter
Our aim is to stimulate the kind of thinking, dialogue and understanding that leads to optimal performance.
Pitagorsky Consulting and TenStep, Inc. have agreed to cross-promote each other's products and services. This relationship will allow both companies to provide a broader set of solutions for their customers. TenStep will now offer a stronger lineup of process and people related services, while Pitagorsky Consulting will have access to the wide range of TenStep methodology products and related training and consulting services.
"We view this as a real win-win for both of our companies," noted Tom Mochal, President of TenStep, Inc. "The Pitagorsky training and consulting services around Optimal Performance will definitely resonate with our customers. This is an area where we do not have much to offer to our customers today."
"I am excited to be collaborating with TenStep," added George Pitagorsky, of Pitagorsky Consulting. "We see that many organizations need improved project management, Project Management Office and related disciplines. Now, we are in a position to leverage the global capabilities of TenStep to provide broader solutions in these areas."
What Motivates? Gain and Service
By George Pitagorsky
What motivates us to do what we do? We can reduce it to two things: gain and service.
Gain is the one that seems most prevalent. The motivation here is to get or avoid something. In terms of Abraham Maslow's hierarchy of needs, the five needs - physiological, security, love and belonging (social), self-esteem (recognition) and, even self-actualization are about getting something. Maslow's sixth need, self-transcendence, begins as yet another need to fulfill, another something to get, but as we seek to achieve it we begin to be motivated by selfless service as opposed to service as a means for acquiring what we want. Self-transcendence implies no longer being identified with the self.
"The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark."
~ Michelangelo
Pure selfless service is rare. That is why when we come across someone who practices it we are more than impressed. They are our super heroes - Christ, Hanuman, martyrs, bodhisattvas. Selfless service implies that the motivation for doing it is no longer based on trying to feel good. Instead it is natural. Self has been transcended. Idealistic?
But, we can be practical about it. Service and gain can coexist as motivators. There is nothing wrong with having a self. We can be and are motivated by gain. Even many who think of themselves as martyrs are motivated by individual gain - for example a glorious after life.
No Need to Separate Gain and Service
In the world of organizations and performance we are constantly confronted with the paradox of being a servant and working for gain. Fortunately, the two are not mutually exclusive. In the Servant Leadership model, the ideal leader is one who is committed to serving others, particularly his/her followers. The servant leader in commerce has not given up his or her personal or organizational needs.
"If leadership serves only the leader, it will fail. Ego satisfaction, financial gain, and status can all be valuable tools for a leader, but if they become the only motivations, they will eventually destroy a leader. Only when service for a common good is the primary purpose are you truly leading."
~ Sheila Murray Bethel, Making a Difference: 12 Qualities That Make You a Leader
In Business service has a pay-off. Hopefully, the most successful commercial service providers are those that truly seek the benefit of those they serve. While we have strong evidence that this is not always the case (we have Ponzi scamming financiers, self serving public servants, polluters, and those that have gained great wealth by helping people get mortgages that they can't pay off) perhaps we can personally commit to helping others as opposed to helping ourselves to what others have.
In a very practical sense, we want to achieve optimal performance. I find that when I seek to serve the needs of others - my team mates, the organization as a whole, and the community at large, I am less likely to run into barriers and resistance. Guilt doesn't arise. Others have no need to waste energy by defending themselves. Jealousy subsides and along with it unhealthy competition.
"How can I help?" replaces "Why are you bothering me. " "How can we help one another?" replaces "How can I get the better of you?"
Is being of service a personal value; an organizational value? How is it promoted?
Example: Green Project Management
Tom Mochal of TenStep Inc. promotes Green Project Management as a means for organizations and individuals to consider greenness in the project decision-making processes. Incorporating green input into a decision may result in a desire to serve the greater good (as well as your own company), even at an extra expense.
This is an example of blending the motivation to serve with the motivation to gain something. We are considering cost benefits trade-offs as well as environmental considerations."
Upcoming Article
Conflict and Non-Attachment By George Pitagorsky
One of the critical characteristics of a master is non-attachment. The article on Conflict and Non-attachment will explore the paradox of non-attachment in conflict management. "In a controversy the instant we feel anger we have already ceased striving for the truth, and have begun striving for ourselves."
Congratulations to Scott Tillitt for winning a signed copy of The Zen Approach to Project Management.
Tell your friends and family to sign up today for their chance to win in next month's drawing by visiting our website at www.pitagorskyconsulting.com
Didn't win, but still want a copy of The Zen Approach to Project Management get a copy today by emailing info@pitagorskyconsulting.com and mention coupon code NEWSLETTER to save $10 off cover price.
