Have fun looking at it (www.mathias-sager.com) and if you like what you see, welcome, and please spread the word. Thanks!
You can book a 1-to-1 online session to earn your Awareness Certificates as there are currently, due to Covid-19, no onsite nor group events happening.
You can choose from the 18 topics available, each qualifying for a session certificate. For a bundle of 6 sessions, the school issues a module certificate, and for the completion of the whole program (18 sessions), you are granted the highly distinguishable program-level certificate.
Session / Module / Proram list:
For questions, please don’t hesitate to contact me at firstname.lastname@example.org.
Empathic concern •Empathic concern goes beyond simply understanding others and sharing their feelings; it actually moves us to take action, to help however we can (https://www.inc.com)
Positive Empathy (and the avoidance of antipathy) can be taught! •The main roadblock to be removed is the distraction from paying attention. Motivate yourself to be more empathetic by knowing how important empathy is to personal (private and career) and collective well-being!
Emotional hypersensitivity •Emotional hypersensitivity does even sense covered negative emotions (Rozell, E., & Scroggins, W., 2010); Overdoses of negative feelings and pain of others may be a burden for anybody exposed to it (Young, E., 2016)
Misuse of empathy •Empathy can be for the good or the bad, e.g., not only for help, but for manipulation, bullying, and exert cruelty where it harms others most (Fairbairn, 2017)
Emotional contagion •Empathy for the physical and psychological suffering of others, can spread across a team. This is a relevant phenomenon for work places to address as it can cause depression and sickness. Some organizations, therefore, introduce stress-free zones (Young, E., 2016).
Social amplification of risk •Media plays a crucial role in reminding people of threats, coalition challenges, and feelings of uncertainty, which results in increases of the proclivity for prejudices against out-group members.
Empathic imagination •Imaginative empathy is one of the great gifts that humans have and it means that we can live more than one life. We can picture what it would be like from another perspective. – Dan ChaonCourse-3-Session-6-Developing-Cultural-Empathy_v02-compressed
- Strategic thinking involves SYSTEM THINKING, reframing (e.g., positive thinking), and reflection (e.g., evaluating one’s reasoning). Strategic thinking is best enabled in unforceful leadership communities and has positive effects on information seeking behavior (Pisapia, J., 2006)
- A system thinker (as compared to a linear thinker) is able to improve the performance of a whole by not only improving its parts but by enhancing the RELATIONSHIPS AMONG THE KEY PARTS systemwide.
- Often, solution approaches are rather reactive and focus on addressing symptoms rather than the underlying problems. CHANGES COMES AT THE LEVEL OF CULTURE, mindset, by regenerating MENTAL MODELS based on (self-) awareness.
- Be aware of the heuristics (“rules of thumbs”) in DECISION-MAKING STRATEGIES. For important decision, mental shortcuts may rely too heavily on limited (personally available) and representative (personal image) information.
- Although GLOBAL MOBILITY SURVEYS (BGRS, 2016) report the strategic importance of global mobility function for the competitive advantages of large organization, only 10% of the respondents answered that their company’s global mobility strategy is aligned with the broader talent agenda.
- Immersion into international assignments/expatriation may foster more deep LEARNING ABOUT THE ‘HOW’ AND ‘WHY’ of how foreign cultures on the otherwise invisible level work. This can be beneficial for individual career capital and talent retention.
- Different career trajectories (e.g., dual careers) require a more strategic ALIGNMENT OF LIFETIME STAGES AND CAREER STAGES that are integrated into the organization’s strategic direction.
- Cultural tightness (independent of nationality, culture, and legislation for gender equality), in some organizations in some countries, hinders ADVOCATING WOMEN LEADERSHIP (Toh, Leonardelli, 2013)
- REVERSE/BACKWARD MENTORING can help to bring together the younger generations’ digital talent and the older colleagues rich experience, while providing both a possibility to engage and develop (Claire, 2011).
- More PROFESSIONAL FREEDOM, MEANINGFUL WORK, and WORK-LIFE BALANCE tend to constitute job characteristics increasingly crucial as a high-level tendency across different cultures. The question remains how far these can be achieved in environments of fierce competition and profit requirements.
Human capital refers to the production factors, coming from human beings, that are used to create goods and services. These include knowledge, skills, habits, and social and personality attributes (marketbusinessnews.com).
Changes to neurological pathways in the brain take place with practice. This would suggest that innate talent has no/little role to play (C. Ackerman, 2018)
Metacognition as the study of mental processes is about “thinking about thinking” and “learning how to learn” (Flawell, 1979).
Expert learners are more aware of/able to monitor systematic cognitive processes and therefore have more knowledge and better problem solving capabilities (Laureate education).
Self-efficacy comes from own believes and attitudes that are stronger than social discouragement (Adapted from Bandura, 1997).
Self-efficacy is influenced by four factors: Verbal persuasion (encouragement), vicarious experiences (role models), performance outcomes (motivational lifts), and physiological feedback (arousal) (Bandura, 1977; Redmond, 2010).
Motivation success will increase if the individual attributes his/her successes & failures to internal, unstable factors over which he/she has control (e.g., effort) (Weiner, 1974).
Just World Hypothesis
To make meaning of the world, people tend to have a need for believing that the world is fair. However, people often are less generous about other people than about themselves (M.J. Lerner, 1980).Course-3-Session-2-Developing-Human-Capital-Success-in-Learning-_v01-compressed
Takeaways from ‘80% is Psychology’ session, January 23rd, 2019 in Tokyo.
- Unlike the fixed influence of genes on body size, elite achievement is rather the result of differences in experiences, training, (elite) education, and networks.
- Whether talent develops or not heavily depends on how and to whom organizations allocate their resources.
- IQ test results from children do not support a relationship with later exceptional performance.
- Avoid mindless repetitions that arrest development. Instead, deliberately practice by focusing purposefully and systematically your attention on performance improvement.
- The Pygmalion effect: Viewing somebody as a talent could result in a self-fulfilling prophecy. Good managers can use this phenomenon positively by instilling high productivity in their employees through their high expectation.
- There is scientific evidence that talent geographically concentrates where there is diversity.
- The Peter Principle: Employee careers tend to rise to their level of incompetence. Therefore, do appreciate people who are modestly staying with and competently doing their jobs.
- Team talent: Celebration of “stars” should not neglect the importance of the whole team (incl. B) players
From our ‘80% Percent is Psychology’ session, Wednesday, January 16th, 2019. Thanks all for the great discussions!
- Force causes counter-force; and transactional leadership likely results in compliance only; It is transformational leadership based on inspiration and collaboration that increases most follower’s involvement and true commitment.
- It is not the acquisition of power (whether it be positional or personal), but the mindset through which it is employed which determines the nature and effectiveness of leadership.
- Agile leaders are able to cope with uncertainty and complex issues. Based on self-awareness, they are willing to ask for help and transfer experiences and values to different areas of the business, which is inspiring and developing others too.
- Representativeness posits that leaders need to demonstrate how they are similar to their followers and then succeed by representing the values of the group. Leaders themselves may be required to adapt to followers to ensure continued representation.
- Leadership and follower diversity is an important contributor to organization’s success (DuBrin, 2016). Unfortunately, gender stereotypes still cause a preference for men in ‘power’ roles. •Acceptance of inequality doesn’t stem from a passive stance, but rather an active endorsement that allows to justify and perpetuate the status quo.
- System Justification Theory (SJT) states that an underlying ideology is motivating the justification of social order in a way that contributes to the often-unconscious belief of inferiority most strongly among individuals of underprivileged groups. Although it is a myth that Western Societies are characterized by equality of opportunity, studies found that a majority’s belief in equality helps to justify a meritocratic ideology, i.e., that it is, given we all start with the same possibilities, fair that individual differences are rewarded. The motive to legitimize economic inequality is further blocking critical thinking capacities with severe consequences for the economic and psychological well-being of marginalized persons (Godfrey & Wolf, 2015).
- It’s a good description for Authentic Leadership too: “Your true character is most accurately measured by how you treat those who can do ‘nothing’ for you.” – Mother Teresa
1.Inspirational leadership is a less studied, but holistic concept that centers within the presence of a whole mind that is aware of the being and doing of the self and others.
2.As an inspirational leader who gives ideas to others, investing time and effort into self-development is vital. One can only give what’s inside of him/her.
3.The human side of leadership is fundamental for an inspirational interaction between leaders and followers.
4.The most appreciated leadership aspect is the ability to inspire. The capacity to inspire does result in high employee commitment.
5.Inspirational leaders positively influence employee characteristics, such as independent thinking and pro-activeness. These qualities not only foster innovativeness and drive business performance, but also have a positive effect on followers’ happiness at work.
6.The quest for the ‘Why,’ critical thinking, purpose, passion, and caring emotional intelligence all come from within oneself. Self-awareness and autonomy is the foundation for accessing the source of inspiration. Allow your soul to be free.
7.Authenticity is the core of inspirational leadership. Authentic behavior arises when the ‘who you are’ and the ‘what you do’ are aligned. A genuine and ethical leader differentiates between the true needs of his/her inner being as compared to the many and often conflicting demands and conditions of society.
Slides from our 80% is Psychology event, December 12th, 2018 in Tokyo.
Takeaways from our event on October 24th, 2018. Thanks for the discussions. Please see also https://www.facebook.com/colorfulgrowth/
Takeaways from our event on October 17th, 2018. Thanks for the discussions. For photos, etc., please see https://www.facebook.com/colorfulgrowth/
Takeaways from our event on October 10th, 2018. Thanks for the discussions.
Aristotle said “The roots of education are bitter, but the fruit is sweet.”
What’s your experience?
Come and discuss with us at ‘80% is Psychology: The History & Philosophy of Learning for Life’ on Wednesday, October 10th, 2018, 19:00 (B2 Yaesuguchi, Tokyo Station)
Please help to spread the word. Thanks and Cu
Public Event · Hosted by Mathias Sager – School & Advisory and J-Global Inc., Tokyo
Meetup (Ticket): https://www.meetup.com/Tokyo-Self-Leadership-Meetup/
Hello and welcome!
Whether in a few or many single sessions picked according to your interest, or be it by attending the whole certificate courses, you will learn, reflect upon, discuss and start to apply:
- How to improve individual well-being, organizational performance, and social contribution for your private life and professional career
- How to develop a personal (self-) leadership that combines multi-disciplinary, inter-generational, and cross-cultural knowledge better
The goals of the unique approach fostered in these meetups include lectures and discussions/group works that are intended to spark critical thinking, stimulate new ideas, and motivate for self-improvement. You’ll be inspired, encouraged, and enabled to lead your way for deeper experiences and bigger impacts.
(further details, related courses in the series, and tickets you can find on meetup: https://www.meetup.com/Tokyo-Self-Leadership-Meetup/)
October 10, 2018 – November 14, 2018
‘The Psychology of Learning & Developing a Growth Mindset’
Wednesday, October 10, 2018, 19:00
– #01 1/6 The History and Philosophy of Learning (for Life)
Wednesday, October 17, 2018, 19:00
– #02 2/6 Behaviorism, and Animal and Human Learning
Wednesday, October 24, 2018, 19:00
– #03 3/6 Social Learning & Developing a Growth Mindset
Wednesday, October 31, 2018, 19:00
– #04 4/6 Brain and Memory in Learning
Wednesday, November 7, 2018, 19:00
– #05 5/6 Learning and Motivation
Wednesday, November 14, 2018, 19:00
– #06 6/6 Learner Profiles and Strategies
November 21, 2018 – January 16, 2019
‘Inspiring Others Across Cultures and (Self-)Leadership Psychology’
Wednesday, November 21, 2018
– #07 1/6 Leadership Philosophy
Wednesday, November 28, 2018
– #08 2/6 Leaders and Followers & Leadership Strategies
Wednesday, December 5, 2018
– #09 3/6 Personality and Leadership Styles
Wednesday, December 12, 2018
– #10 4/6 Inspirational Leaders
Wednesday, January 9, 2019
– #11 5/6 Leadership, (Cultural) Threats, and Change
Wednesday, January 16, 2019
– #12 6/6 Leadership, Power, and Influence
January 23, 2018 – February 27, 2019
‘Developing Human Capital, Cultural Agility, and Global Talent Management’
Wednesday, January 23, 2019
– #13 1/6 The Psychology of Talent, Competencies, and Appraisal
Wednesday, January 30, 2019
– #14 2/6 Developing Human Capital: Success in Learning
Wednesday, February 6, 2019
– #15 3/6 Mobility and Cultural Agility
Wednesday, February 13, 2019
– #16 4/6 Global Mindset
Wednesday, February 20, 2019
– #17 5/6 Global Talent Management Strategies
Wednesday, February 27, 2019
– #18 6/6 Developing Cultural Empathy
All the courses and sessions are presented in easy English and supported by Japanese keyword slides. The international and Japanese participants both are encouraged and helped in interacting in English as a second language. The sessions are interactive, engaging, and provide a safe environment to learn. The goal is to inspire you for increased self-efficacy, wherever the starting point. You will leave the discussion energized by meaningful knowledge and friendly contacts. Welcome and let’s learn for life!
Tickets are available for the six sessions, each 1.5 hours on Tuesday evening from 19:30 – 21:00 (door opening at 19:00)
Prices include drinks and snacks
– Single session: YPY 1,800 per ticket (paid at the entrance JPY 2,000)
– The whole course of 6 sessions: JPY 9,000 (paid before the first session)
3 Certificates* in Personal Development for Individual Well-Being, Organizational Performance, and the Common Good across Cultures.
– Certificate 1: Learning Master
– Certificate 2: Master in Self-Leadership
– Certificate 3: Global Mindset Mastery
If you attend each of the three certificate courses, the combined certificate is awarded:
– Certificate of “Master in Learning, Self-Leadership, and Global Mindset”
See you, and all the best!