Mindset-Environmental Dynamics and Economic Revival-

Implications for Leaders and Executives

Simon Bere (MSc)

Services

Specialise in goal achievement models engineering and science

Tools, Awareness, Models, Mindsets, Insights, Strategies, Strengths, Technologies, Systems, Abilities, Laws, Skills

Marketing, Sales, Leadership, Peak Performance, Business, Opportunities Management Systems and Strategies

Objectives

1. Sharing in search for what works2. To enrich your mind through new perspectives3. Not a prescription but something to think about4. Some of it will work for you immediately, some later

along your life, some will never work5. Feel free not to agree and to agree6. Your know more than I do7. I will you a pleasant journey through the

presentation and the discussion

The questions

1. What creates the results that we get?2. What determines our future3. How do we make decisions4. hat is an business/or economic or political

environment?5. Where is our business6. What are mindsets7. How do the environment-mindset interactions affect

us?8. What the EM interactions of economic survival

The Road Map

1. What creates the results that we get?2. Decisions3. The Business and Economic Environment4. Mindset, Outcomes and Environmental Dynamics5. 2000-2008 mindset reconstruction of events6. Rebuilding our Businesses7. Reviving The Economy

What creates the results we get

Mindset X Environment=Decision=>Action=>Results

Direction of your organisation=Resources invested/Resources Consumed

What resources?

The Big D

“I have the car, give me the fuel and I will get there?”

DECISIONS

The Ultimate Power

DECISIONS

1. Shape our destiny (direction), not history2. All decisions have consequences!3. How do we make our decisions ?4. Where do this decisions come from?5. What major decision types do we make?

What creates the results we get

Mindset X Environment=Decision=>Action=>Results

SOME PROPERTIES OF DECISIONS

90% of the decisions unconsciously Automatic decision-making schemas Emotions before reason Pain avoidance first, pleasure seeking second To avoid pain or gain pleasure Using a memory-based comparison system Using four different types of emotions Why we do things based on our motivation How we do things based on beliefs

Mindsets and Decision Making

The meaning we attach to events determine how we respond

Most decisions are made based on two sets of information

The brain uses cognitive and emotional information to make decisions

Four main memory types used Historical, Prospective, Navigational, Procedural

Memory Pain/Pleasure asymmetry

Where do decisions come from?

1. All decisions come out of our emotional machinery and are modified by our thinking machinery

2. Decisions that come dripping emotions are more powerful that emotion-dry decisions

3. The power of decisions lie in the emotional charge that the decisions carry

4. The power of our logical brain is dwarfed by the emotional charge the decisions carry

Mindsets and Decision Making

Mindsets and Decision Making

Our Starting Point in Making Decisions shapes our direction?

Factors in the Quality of Decision

Mindset Information Quality, not Quantity Emotional State Time Available to Decide Experience

THE ECONOMIC AND BUSINESS ENVIRONMENT

We create

The Global Environment-From now into the Future

The future of rapid change The future of making decisions at

supersonic speed The future of working smarter instead of

working too hard Short shelf life of products and services

The Environment Ahead-What does it mean?

Opportunities will come flying at Mach 10 Problems will emerge at unexpected times

and from unexpected angles Information will become obsolete as soon as

you receive it Relationships will become the greatest asset

every business will have

The Major Characteristic of New Global Business Environment

Tight Integration of Communities, Knowledge, Expertise, Technologies, Systems and Skills

THE TICKET

Our world now!

If anyone doubted that we are living in a world of volatility, uncertainty, complexity, and ambiguity, the events of the recent past have surely erased those doubts. The other day a friend was telling me about a job interview she went on. It started with the interviewer telling her: "I am interviewing you but there is no job any more, so we won’t be hiring." The story can be told by many people and in many domains—things that looked stable and predictable just a short time ago are no longer so, deeply held assumptions are being questioned and reconsidered, previously unthinkable ideas beginning to look like new navigation points.

Marina Gorbis: Executive Director, Institute for the Future: http://www.iftf.org

Necessities for Success in Navigating the Global Environment

You must make decisions at a speed faster than the rate of environmental changes

You need information on which to make the decisions

Stepping up the ability to make new decisions with little information (The Skunk works Philosophy)

Not just any information is enough

Information Properties for Success in the new environment

1. It must be current2. It must right here, now3. It must be complete in content and context4. It must be dynamic5. It must have swift transmission capability6. It must be specific7. It must have compact storage capability

The Local Environment

The Economic Discontinuity Three phases: pre2000, 2000-2009, Post 2009The Economic System is Recreating ItselfWhat created the 2000-2008 economic

environment? (a major shift in mindset)The statusWho created this status and How?

The Barrier Principle Economic and Business progress stops when we have hit a major barrier (brickwall???) An environmental barrier is a collective mindset in which our individual minds fail to thrive

and create the results that it desires A personal barrier is a certain way of thinking, feeling and act that limits our ability to

breakthrough collective barriers in a way that restores the ability to thrive and create the results that we want

Barriers lead to ineffective or faulty decisions More than 18 barriers The most important barriers to business and economic progress are mindset (mental)

barriers The inability to change means we have not yet found a way around or even identified and

demolished the barrier When we shoot past a barrier we liberate ourselves or organisations and they move a step

higher or a lead to a higher level How? overcoming a barriers changes the relationships between you and the environment

What is the environment?

Collective mental (Psychic) state + Physical environment (infrastructure)=Environment

The collective mental environment shapes the personal environment and the personal environment shapes the collective mental environment

Who is creating the environment?

“The collective mind creates the environment” Simon Bere

The individual mind lives within and is part of the collective mind

All human problems are arise when the collective mind creates an environment in which the individual minds that created it struggle to survive

What is the future? Who is shaping it?

MINDSETYou get what you focus on

What is a Mindset?

Mindsets Deep beliefs, attitudes, prejudices, views, self-concept and norms that

we hold to be true about ourselves and the world. Mindsets fundamentally affect our decisions and our behaviours. They are filters through which we see the world, colour our judgements, our thoughts, our feelings and our actions. Through our mindsets we create our own realities. Mindsets are so deep that we are not conscious of them or how they affect us.

Layers of mindsets There are layers of mindsets Surface Intermediate Deep

What is a Mindset?

A system made of Metaprograms Beliefs Attitudes Values Thoughts Language Emotions Behaviour Self image Self concept

Impact of mindsets on outcomes

Same environment, different mindsets, different outcomes

Determine the type and ecology of our results Mindsets constructs our map of the world Govern our targets and the route to our targets Govern our responses to our environment through

the way they filter information Determine the quality and direction of our decisions

The four master mindsets

Grazing Mindset or (C mindset) The Creator mindset The basic needs mindset The spiripsychointellimotional mindset Which mindsets are predominant in our

economy?

Mindset Environment Dynamics

The Scenarios

Environment-Mindset Dynamics

Status: If you have been successful

Environment Changes

Environment remains the same

Mindset remains the same

Failure Sustained success

Mindset changes

Failure or sustained Success

Failure or Success

Environment-Mindset Dynamics

Status: You are on a failure path

Environment Changes

Environment remains the same

Mindset remains the same

Definite failure or success by accident

Definite continued failure

Conscious mindset changes

Success by design or accidental failure

Definite success by design

Environment-Mindset Dynamics

Probabilities of occurrence

Environment Changes

Environment remains the same

Mindset remains the same

Extremely High Extremely low(rapid changes or drift) (fantasy land)

Conscious mindset changes

Extremely lowEnlightened few

Extremely LowThe adventurers’s zone

Belief/Behaviour Dynamics

Belief-SystemsBelieves environment changes

Believes environment remains the same

Keeps mindset the same Many (20) Mass of men

(50)Makes conscious mindset changes

Extremely fewEnlightened few (10)

Very few (20)

Environment-Mindset Dynamics

Mental location on the Success

Radar

Environment Changes

Environment remains the same

Mindset remains the same

ConsequenceThe Canyon of

Doom

ConsequenceBrittle Success

Conscious mindset changes (Wisdom)

Dynamic Breakthrough

Success

Static Breakthrough

Success

Environment-Mindset Dynamics

If you are experiencing

success

Then the environment changes

Environment remains the same

And behaving/thinking as if the environment remains the same

The Canyon of Doom

Brittle Success

Thinking as if the environment changes

Dynamic Breakthrough

Success

Your are in the future before it

arrives

Environment-Mindset DynamicsIf you are experiencing failure

Then the environment changes

Environment remains the same

And behaving/thinking as if the environment remains the same

Success or failure Dead and buried

Behaving as if the environment Changes

Breakthrough Success

Seeking a breakthrough

WHAT MINDSETS MIGHT HAVE BEEN DRIVING BUSINESS AND OUR

ECONOMY IN THE 2000-2008 PERIOD?

All results come from within

The Big Perturbation 1999-2000

1. An very unusual event to the brain happens2. Misinterpretation of the event to mean life threatening danger3. Emotional alarm was triggered4. Brain concluded it had no resources to respond successfully

respond to the situation through the default natural human system

5. Triggered an emotional regression6. Psychological regression7. Rocked the boat and propagated the response

8. Serious unintended consequences

The Physical Equivalents

The Response to Perturbation

Some Response Behaviours

1. Reacting to the environment instead of shaping the environment?2. Damage control action versus opportunity seizing action?3. Relying on experience rather than on potential and possibilities?4. Sacrificing the future to survive the present5. Local versus global thinking in business, markets and marketing6. Seeing things in black or white instead in the full economic

kaleidoscope (example)7. Trying to change our businesses while maintaining our old selves8. Making decisions based on fear of losing possessions rather than

on seizing opportunities to grow into the future9. confusing the economy, business and politics10. The past equals the future

Psychological Explanations

Herding Emotional Regression leading to reptilian behaviours Fusion (Temporal and Material and Identity) Retreat into psychological foxholes Weed sowing Self-preservation mode Business for business people, X for X people Victim Mindset Ignorance

Some Typical Mental Constructs

1. New is always dangerous (An Innovationicide)2. The past equals the future (experience, models,

strategies, metastrategies, habits)3. I know everything; Everyone else knows nothing 4. I do not know anything; Everyone else knows

everything5. What we know is more important than what we do

not know6. Everything is either black or white7. The more the information, the better the decision

The Response to Perturbation

Rebuilding our Businesses-Reviving The Economy

From one to many

Are we still in the same economic Environment as before 2000?

Locally (marketplace economy) Globally Psychologically (Victim) Behavourally (Survive today at all Costs) Culturally (Mr Zhou’s Case)

Do we still have the same mindset as the one we had in the past?

Most Probably and Why 60 000 thoughts and 95% are the same as the once

we had ten years ago! We develop mindsets unconsciously and we rarely

make conscious decisions and action to change our mindsets

Limbic system learns slowly but have very high memory retention capacity

Changing mindsets is a scary game for most people

The Biggest Threats to Economic Revival

1. Trying to navigate the new environment using the same mental maps (mindsets) we used before and during the 2000-2008 Economic Discontinuity

2. Using the same business models just because they have made us successful in the past

3. Believing that what we already know is all that must be known

4. Playing the blame game5. Continue Herding 6. Executive Incest7. Inability to change8. Survival Mode9. Who is in control?

Where do we find solutions to business and economic revival

1. “Solutions to all our challenges and solutions to achieve what we want are already there.

2. A challenge is a mental state during which we are not yet aware of where exactly these solutions are or how to find them.

Simon BereCall 04-334-805

011-779-891simonbere@yahoo.com

simon@novelwestchase.com

Where are these solutions?

1. All solutions to our challenges are at least one step away from where we are in our thinking, feeling and/or behaviour.

2. The furthest solutions are on the other side of our thinking, feeling or behaviour.

3. We arrive at the source of our solutions by breaking through a series of mindset barriers and gateways in our own minds.

4. The ability to change and transform is the first important power to all our challenges

The New Mindset

1. Managing Mindsets is a must not a should2. I do whatever it takes to shape my environment

(mental, organisational, local and international PES)3. I think opportunities before threats rather than

threats before opportunities in every situation4. I invest in my ability to sense opportunities and

challenges long before they arrive (ARBOSS)5. I make important decision from the future

backwards and based on opportunities for breakthrough and growth rather than the drive for self preservation

The New Navigation System

Planning and acting from the future into the future Change early ahead of time Ride on the waves of change or be swept into

oblivion Innovation is more important than ever before Receive information, Decide and Act simultaneously New posts and departments must created

(information intelligence and Innovation)

How must we decide?

How must we decide?

The Breakthrough Mindset

Status QUO Vs Breakthrough decision making

Fear-Based decisions VS Curiosity Based The status Quo psycho-structure The Breakthrough Psycho-structure

Simon Bere’s Second Law of Self Sabotage

“We human beings tend to resist any new solution that will take us from where we are to a new situation. The further this solution is away from our conscious awareness, the stronger the resistance” Simon Bere

The Path to Business Revival

The Lady whose mindset frozeWhere is your business/your organisation?

Where is your business?

The Watershed Questions

1. What systems will make it possible for me to have the right information to function and succeed in the future?

2. What mindset must I have in order to meet the future and succeed in the future of rapid change?

3. What must I be doing (or not doing), thinking and feeling differently about to succeed?

4. What different thoughts, feelings and behaviours must I have (Stop) to succeed

What is required for businesses?

Back to the enlightened path Having the good is not good enough,

extraordinary is better attitude” Redifining everything about business and

how they think about it Radical and Massive Transformation of

Ourselves from within first Courage and Curiosity Versus Fear of failure

High Performance, Massive Breakthrough Action is Key to Success

1. Transforming our mindsets2. Revisit our business models with brutal

honesty3. Vision to become extraordinary at every

level from the person to the whole economy4. Rebuild business model that fit into the

global economic environment5. Eyes on the Future Global Environment,

action now!

Rethink, Rewire, Rebuild

1. Leadership2. Management3. Markets and Marketing 4. Sales5. Finance6. Recruitment7. IT8. Partnerships9. Business10. Politics

8. Staff Motivation9. Human Resources 10. Human Capital11. Staff Retention12. Performance13. Innovation14. Competition15. Training16. Economy17. Citizenry

Understanding, Uncovering and Breaking Free of Our Own Collective

and Singular Mental Barriers

1. Conquering our unhelpful old selves2. Conquering our old mindset3. Conquering your cognitive self4. Conquering your emotional self5. Conquering your habitual responses to new

situations and new people6. Conquering your status quo mindset and your

unhelpful habits7. Conquering your old business model

Models and Modelling

Allow us to build systems to recreate the results we want over and over again

Doing more with less effort Building high performance organisations Marketing is the oxygen of the organisation

Warning!!! Danger Ahead

“Most people know what to do, but they do not do what they know”, Anthony Robbins

“The most formidable power human beings have is the power to communicate and share solutions and resources with other human beings. The biggest barrier human beings face in achieving anything is not the absence of solutions or resources, the biggest barrier is the ability to conquer ourselves ”, Simon Bere.

Why is it difficult to change

Mindset Biological Psychological Neurological Struggle between the old self and new self Intrapersonal conflicts

The world is easier to those who strive to conquer themselves

The Power of LeverageSimon Bere

Call +263774447438011-779-891

simonbere@yahoo.com