Tony Robbins

All posts tagged Tony Robbins

Coaching and Mentoring

Published December 29, 2012 by Mayrbear's Lair

coaching

There is a substantial difference between coaching and mentoring although they are usually thought of interchangeably. Coaching is a skill driven form of training; a short term enterprise; and is focused on behavior. In contrast, mentoring is relationship oriented; has a long-term scope; and is holistic, meaning it is broad enough to address aspects of the whole person not just a fragment of the individual’s life. In fact, coaching services can be included in a mentoring relationship to address specific areas of need or concern (Stoddard, 2009).

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Harry Potter’s Mentor – Albus Dumbledore

In his book Mentoring 101 John Maxwell (2008) posits, “If you want to succeed as a mentor, first seek to understand yourself and others (p. 11). Mentoring is a journey that requires perseverance.

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Coaching Guru – Anthony Robbins

Coaching on the other hand, is a way of managing and can be used proactively to motivate staff, delegate, problem solve, relationship issues, team building, appraisals and assessments, task performance, planning an reviewing self-development (Whitmore, 2009).

The full information of this post is now available as an article on amazon.com:

http://www.amazon.com/dp/B00G5WDOKU/ref=pe_245070_24466410_M1T1DP

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References:

Crane, T. (2002). The heart of coaching. San Diego, CA: FTA Press.

Maxwell, J. (2008). Mentoring 101 (1st ed.). Nashville, TN: Thomas Nelson, Inc.

OWN (Director). (2012). Oprah’s and Tony Robbins lifeclass from New York: Living fearless [Motion Picture].

Stoddard, D. (2009). The heart of mentoring. Colorado Springs, CO: NavPress.

Whitmore, J. (2009). Coaching for performance (4th ed.). Boston, MA: Nicholas Brealey Publishing.

The Tipping Point Where Power Turns Into Domination

Published December 29, 2012 by Mayrbear's Lair

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Power and domination are central concepts in social science and identifying the tipping point where power turns into domination is a topic that is at the heart of many studies. The difference between power and domination is simply defined as having power to or power over something or someone else.

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In nature there are three basic types of power structure distinctive in mammals: (a) solo, (b) herd, and (c) hierarchical. Solo mammals like tigers and bears, live alone except for mating purposes. Herd mammals, like sheep and gazelles have no social structure but mingle around each other for safety in numbers to ward off predators. Hierarchical mammals, like wolves, chimps and humans, have an instinct for social organization which translates to top dogs and underdogs. For example, in an organizational environment with hierarchical power structures, people compete for higher ranks (Sommer, 2012). This can create a dog eat dog environment for individuals with self-interest motives that thirst for power. The unavoidable dynamic forces of power and domination become distorted because of individuals with hidden agendas, misguided views, and a misrepresentation of authority.

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In his book, Unlimited Power, Tony Robbins (1977) states:

Power is the ability to change your life, shape your perceptions, make things work for you and not against you. Real power is shared, not imposed. It’s the ability to define human needs and fulfill them – yours and the needs of people you care about. It’s the ability to direct your own personal kingdom – your own thought processes, your own behavior – so you produce the precise results you desire (p. 5).

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This is empowering information, however unless compassion is also embraced as an element, unlimited power without compassion encourages those with Machiavellian personalities that crave power to engage in practices that dominate others. These kind of individuals are willing to manipulate a situation or others to achieve personal gain and are more than willing to seek unauthorized and unethical means to attain power, control, fortune and fame in their domain (Baack, 2012). They engage in tactics seeking alliance with others like minded or content to act as followers, and use any means available to divide and conquer seeking to build their empires.

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When an individual is in a role of authority, they can either choose to be leader that dominates others, using whatever means they can to achieve their end goal, or they can choose to be the kind of leader that helps people discover and develop their own unique qualities of greatness. These kinds of leaders find their success in the success of others. I believe we can harness the power of the mind to have, do, achieve and create anything we want. The key in how to achieves one’s goals lies within each individual’s moral compass.

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References:

Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.

Robbins, A. (1977). Unlimited Power. (p. 5). New York, NY: Free Press.

Sommer, L. (2012). Beyond office politics. Seattle, WA: CreateSpace Independent Publishing.

A Magical Enterprise: The Rise and Fall

Published December 25, 2012 by Mayrbear's Lair

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Many of us have different perspectives about the meaning of success and the factors involved that contribute or encumber achieving our goals. For example, even though individuals may have similar cultural and religious beliefs they can still express a multitude of definitions that equate success. In addition, people working together in groups may delineate success in a way that differs from when they work alone. American author and motivational speaker Jack Canfield (2008), best known for his Chicken Soup for the Soul book series is quoted to have said:

“Success in life is a lot like a connect-the-dots game. So many people have gone before us – leaving maps and guidebooks about how to replicate their success – that all we have to do is connect the dots” (para. 4).

This rendition paints the concept of success as simple enough to achieve. Nonetheless, in an organizational environment, a plethora of perceptions can make implementing methods to motivate workers a complicated issue that can impede company goals.

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Analysis

Many causes have been identified in establishments that experience decreased worker motivation which subsequently reduces productivity and can eventually contribute to the demise of an enterprise. Strategic incompetence, arrogance and ideology have been branded as the three foremost reasons why great institutions fail (Ullman, 2010); as was the case in with my first entrepreneurial venture that occurred many years ago. It happened after enjoying nearly a decade in corporate America when I left an esteemed position in the music industry to form an entertainment production company together with two other business partners. It ended in miserable failure.

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The Rise

The three of us comprised a mosaic of diverse talents and experience. I hold a BFA and was an accomplished theatrical stage performer. One partner, Mr. Berry, was a professional magician and my other partner was a successful attorney with experience in corporate business affairs. In addition, we were all very close friends. These components gave us certainty our venture together would be fruitful and gratifying. Plus, we all enjoyed success individually as professionals.  Together our union was concrete. We were intensely inspired and passionately motivated to succeed. American self-help guru Dr. Wayne Dyer (2010) eloquently articulates the concept behind the synergy we conjured:

Motivation is when you get a hold of an idea and you take it with you and you carry it through to a logical conclusion. Inspiration is an idea that takes a hold of you and takes you where you were intended to go in the first place”.

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We were certain our intentions and deep rooted ambitions would easily direct our path to attain our professional goals. What I had not foreseen was that our combined optimism, passion, talent and enthusiasm was not enough to offer insight that in a business relationship, we did not possess the skills required as a group to make a good organizational fit. In fact, our lack of strategic competence, coupled with the arrogance of Berry, exacerbated the destructive process. In fact, his ideology of fame, glory and greed ultimately toppled and annihilated our enterprise.

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Our newfound team did not experience challenges from the onset. The honeymoon stage of the operation was easily sustained the first few years. We spent many long nights having fun brainstorming and setting goals. The three of us practically lived together in those days. We kept occupied and focused on new inventions. We manufactured products that included: (a) a new line of magic and special effect apparatuses marketed and sold worldwide; (b) a television pilot we pitched to the major networks in Hollywood; (c) music CDs we produced and composed to score our live performance engagements; and (d) videos and books for convention events and speaking engagements. In addition, we were hired out as special effects consultants for a variety of corporate events and celebrities that included motivational speaker Anthony Robbins, Branson Missouri entertainer Jim Stafford, and legendary rock star Alan Parsons. Our new company was doing well and our team was smoking.

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The media and press within the magic community endorsed our partnership at the time as did our peers and families who were equally encouraging and supportive. We were electrified we found a way to coalesce our talents and confident our destiny was to achieve great levels of success as we continued to spread music and magic touring around the world. We had what Anthony Robbins (1991) identifies in his book Awaken the Giant Within as controlled focus, “Controlled focus is like a laser beam that can cut through anything that seems to be stopping you” (p. 9). We were an exhilarated alliance and a force to be reckoned with.  There was no stopping the forward momentum we had initiated.

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The Fall

To read the entire article please visit amazon.com: http://www.amazon.com/dp/B00G05W5QQ

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References

Baack, D. (2012). Organizational behavior. San Diego: Bridgepoint Education, Inc.

Canfield, J. (2008, May 20). Motivational Success Principles. Retrieved November 15, 2012, from Inspirational Quotes: http://inspirationalquote.blogspot.com/2008/05/jack-canfield-motivational-success.html

Dyer, D. W. (2010, January 30). The Difference Between Motivation and Inspiration. (M. V. Hansen, Interviewer)

Robbins, A. (1991). Awaken the giant within. New York: Simon & Schuster, Inc.

Ullman, H. (2010, October 27). Why great institutions fail. Retrieved November 17, 2012, from UPI.com: http://www.upi.com/Top_News/Analysis/Outside-View/2010/10/27/Outside-View-Why-great-institutions-fail/UPI-29031288175220/

Wilde, S. (1987). Life was never meant to be a struggle. Carlsbad, CA, USA: Hay House, Inc.

Motivation Theories

Published December 25, 2012 by Mayrbear's Lair

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One of the most common areas studied in psychology is the discipline of motivation. “Seeking to understand the nature of motivation, increase levels of motivation and subsequently improve levels of performance has been a constant goal in management and organizational literature” (Baack, 2012). In fact, methods to inspire and motivate employees in the work place have become big business for authors and personal growth movement icons like Anthony Robbins.

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Maslow’s Hierarchy

Motivation theories developed in the US concentrated primarily on employee needs. Many practicing managers continue to use the principles established in these theories. The basic premise is that individuals act to fulfill needs. This serves as a guide for managers. The best known need-based theory of motivation was first developed by Abraham Maslow. His hierarchy of needs approach can be described as a satisfaction-progression model (pictured above). In other words, a person regularly experiences a need until it is regularly satisfied. Clayton Alderfer‘s ERG Theory (illustrated below) sought to simplify Maslow’s theory by breaking it down into three concepts: (a) existence, (b) relatedness, and (c) growth. Existence needs equate to concepts of physiological and safety needs. Relatedness needs match social needs. Growth needs incorporate needs for esteem and self-actualization (Baack, 2012).

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ERG Theory

The basic idea behind Maslow’s and the ERG theories is that people behave to satisfy their needs. The studies suggest “existence needs equate to concepts of physiological and safety needs” (Baack, 2012). Both theories examine the physical, social, and physiological needs of individuals. Both theories examine motivation as the factor that starts, sustains and impedes behaviors

The palpable difference in the ERG Theory and Maslow’s Hierarchy is that the ERG theory posits that frustration and regression is at the core of motivational issues. A person that is not able to attain higher levels of satisfaction becomes frustrated. Maslow’s theory applies humanism; that people are fundamentally decent and are motivated by seeking improvement throughout their lives. The hierarchy of needs implies a satisfaction-progression platform that logs the progression by having their needs fulfilled.

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I personally have applied aspects of both theories in various arenas of my life. As an optimist, I believe in humanism and am motivated to be of service to others. On the other hand, when I am in a situation where no progress is achieved, frustration is the key that motivates change. I recently embraced Anthony Robbins philosophy that success depends on the following three things: (a) story, (b) state, and (c) strategy. By changing the story, “I am not able to affect change on my own,” to “I am able to succeed and grow,” I change my state of mind and am motivated to apply a new strategy to achieve my goals.

Baack, D. (2012). Organizational Behavior. San Diego: Bridgepoint Education, Inc.

Entertaining Business Presentations

Published December 23, 2012 by Mayrbear's Lair

Presentation

In order to build rapport with an audience in a business presentation try to make it as entertaining as you can. First, establish who your audience is and what the potential barriers may be. Next, implement different motivational strategies that include maintaining eye contact, telling stories to personalize the presentation, and employ effective language (Baack, 2012). Also include music as a soundscape with visual aid, use hand gestures, and a variety of vocal intonations; particularly when emphasizing issues of importance. In addition, utilize the entire stage as well as the house to encourage audience participation and feedback.

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On several occasions, I have been hired as a consultant and special effects artist to enrich presentations for other motivational speakers making their events more theatrical and entertaining. For example, around 1990, I was part of a special effects team hired to wow the crowds at one of Tony Robbins two week motivational retreats in Maui.

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As one of the world’s foremost motivational speakers Tony is a dynamic personality and can engage an audience just with his energy and the power of his words. At this particular event, he wanted to make the experience more spectacular for his audience by adding stage theatrics. We set him up with some easy to perform magic tricks to help emphasize a point in certain segments. In other sections we included the use of pyrotechnics and special effects for more dramatic emphasis. To create an unforgettable introduction, we incorporated the use of uplifting music and staged his entrance to make it seem like he appeared out of thin air under the misdirection of the laser lights and a billow of clouds produced from strategically placed smoke machines. Making a presentation theatrical is to me, one of the highlights of putting on a show.

Baack, D. (2012). Management Communication. In D. Baack, Management Communication. San Diego: Bridgepoint Education, Inc.