The document provides an overview of topics covered in a training or workshop agenda, including mindfulness, theory of mind, life guides, ideal performance states, willpower, personality types, and team roles. It also includes brief explanations and definitions for some of these topics. The document uses various diagrams, charts, and quotes from psychologists and philosophers to illustrate concepts.

3. Agenda
Morning Afternoon
Mindfulness How to become an expert
Theory of Mind Sausage Dogs
Guide to Life Team Roles
Ideal Performance State Mindset
Willpower Pre-mortem
Psycho-geometrics Leadership Styles
Personality Biases
Five Factor Model
Personal Construct Theory
Repertory Grid

4. Let me be really clear, I’m not an expert in what you do.
My job is not to tell you what to do.
I don’t know what you do. You do.
My job is provoke you into asking hard questions of
yourself, colleagues, bosses.
Self aware decisions and thought through strategies
outperform blind stumbling.

5. Lucky Dip Task

6. Mindfulness
Mindfulness = Process of drawing novel distinctions
Staying in the present
Mindlessness = repetition + failure to question
Use of conditional ‘could be’
Dr Ellen Langer, Psychologist

7. Theory of mind
False beliefs
Theory of mind – ability of an individual to respond
differently according to assumptions about beliefs
and desires of another individual, rather than
according only to the others overt behaviour

8. Guide to Life

9. Anyone who rejects me
It might take a while
is a fool. I won’t bother
but I’ll sort it out.
myself with fools.
I’m not going to Everyone is going
be able to cope. to hate me.

10. Self belief
High
Anyone who rejects me
It might take a while
is a fool. I won’t bother
but I’ll sort it out.
myself with fools.
Introvert Extravert
I’m not going to Everyone is going
be able to cope. to hate me.
Low

11. Guide to life
The secret of life is that there is no secret!
Understanding self & others is exactly the same process
Your choice - how you interpret what happens to you
Meaning structure = how you feel + top priorities
Dr Dorothy Rowe, Psychologist

12. Ideal Performance State

13. Willpower
Marshmallow test (Walter Mischel )
Willpower as a muscle metaphor
-can get fatigued, can’t perform indefinitely
-self-regulatory depletion = blood glucose
-self-regulation comes at a cost
-focus one ‘self-regulation’ at a time
-self-regulatory exercise strengthens ‘willpower muscle’
-2 weeks of self-regulation by maintaining good posture
Dr Roy Baumeister, Psychologist

15. We are what we repeatedly do.
Excellence then, is not an act,
but a habit
Aristotle, Greek philosopher

17. Psycho-geometrics
Squares are hard working
and dependable Circles are peacemaker
Like order & to analyse. and soothers
Dislike change Like to nurture others
Organised, loyal, conservati Triangles are leaders Tend to be generous,
ve, can be boring Tend to be ambitious, warm and friendly
motivated, decisive Can be talkative and
and focused self-critical
Can be strong willed
and egotistical
Squiggles tend to be Rectangles always searching
creative, intuitive, witty and pot of gold at end of rainbow
motivated They’re inquisitive, exciting,
Can be eccentric, impulsive growing and like change
and ungovernable Can be confused and
unpredictable

18. Personality

19. Personality

20. Personality
Definition
A person’s characteristic patterns of
behaviour, thoughts and feelings.
The stable and enduring aspects of the individual
which distinguish them from others, while forming a
basis for predicting their future behaviour.
A combination of relatively enduring dimensions of
individual differences on which they can be measured

21. Predictive behaviour

22. Predictive behaviour
Birds of a feather

23. Predictive behaviour
Opposites repel

24. How do you measure?

25. Freud Jung
Hippocrates/Galen
Sheldon Rorschach

26. Charles Darwin Francis Galton Raymond Cattell

27. Normal Distribution


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






1 2 3 4 5 6 7 8 9 10
16% 68% 16%

28. Ability
Skills,
knowledge,
Performance
experience
Speed of
processing
18 70 Age
Source: Baltes, P.B. (1987) ‘Theoretical propositions on lifespan developmental’, Developmental Psychology, no.23

29. Behaviour
Source: Belbin, M. (1993) Team Roles at Work, Elsevier

30. Scale Raw Left Score 1 2 3 4 5 6 7 8 9
Personality traits
10 Right Score %
A Distant Aloof Empathic
Reserved, Distant, Detached, Impersona Affable, Personable, Participating,
l. Warm-hearted.
ß Low Intellectance High Intellectance
Lacking confidence in own intellectual Confident of own intellectual abilities.
abilities.
C Affected by Feelings Emotionally Stable
Emotional, Changeable, Labile, Moody. Mature, Calm, Phlegmatic.
E Accommodating Dominant
Passive, Mild, Humble, Deferential. Assertive, Competitive, Aggressive,
Forceful.
F Sober Serious Enthusiastic
Restrained, Taciturn, Cautious. Lively, Cheerful, Happy-go-
Lucky, Carefree.
G Expedient Conscientious
Spontaneous, Disregarding of rules & Perservering, Dutiful, Detail conscious.
obligations.
H Retiring Socially-bold
Timid, Self-conscious, hesitant in social Venturesome, Talkative, Socially
settings. confident.
I Hard-headed Tender-minded
Utilitarian, Unsentimental, Lacks Sensitive, Aesthetically
aesthetic sensitivity. aware, Sentimental.
L Trusting Suspicious
Accepting, Unsuspecting, Credulous, Sceptical, Cynical, Doubting, Critical.
Tolerant.
M Concrete Abstract
Solution-focused, Realistic, Practical, Imaginative, Absent-minded, Impractical.
Down-to-earth.
N Direct Restrained
Genuine, Artless, Open, Forthright, Strai Diplomatic, Socially astute, Socially
ghtforward. aware, Discreet.
O Confident Self-doubting
Secure, Self-assured, Unworried, Guilt- Worrying, Insecure, Apprehensive.
free.
Q1 Conventional Radical
Traditional, Conservative, Conforming. Experimenting, Open to
change, Unconventional.
Q2 Group-orientated Self-sufficient
Sociable, Group dependent, a ‘Joiner’. Solitary, Self-reliant, Individualistic.
Q3 Informal Self-disciplined
Undisciplined, Uncontrolled, Lax, Follows Compulsive, Fastidious, Exacting
own urges. willpower.
Q4 Composed Tense-driven
Relaxed, Placid, Patient. Impatient, Low frustration
tolerance, Irritable.

31. Five Factor Model
Source: Costa, P. T., & McCrae, R. R. (1985). The NEO personality inventory manual. Odessa, FL

32. Big Personality Test

34. Extraversion
Introvert Extravert
* number of relationships a person is comfortable with

35. Extraversion
2% 14% 34% 34% 14% 2%
Introvert Extravert
Orientated towards their own inner world Orientated to the outer world of people,
of thoughts, perceptions and experiences. events and external activities. Needing social
Not requiring much social contact and contact and external stimulation.
external stimulation.
* Norms based on a sample of 1186 professional managerial

36. Agreeableness
Challenger Adapter
* number of sources from which one takes ones norms

37. Agreeableness
2% 14% 34% 34% 14% 2%
Challenger Adapter
Self-determined with regard to own thoughts Agreeable, tolerant and obliging. Neither
and actions. Independent minded. May be stubborn, disagreeable nor opinionated.
intractable, strong-willed and confrontational. Is likely to be happy to compromise.
* Norms based on a sample of 1186 professional managerial

38. Openness
Perseverer Explorer
* number of interests one has and the extent to which they are pursued

39. Openness
2% 14% 34% 34% 14% 2%
Perseverer Explorer
Influenced more by hard facts and tangible Influenced more by ideas, feelings and
evidence than subjective experiences. May not sensations than tangible evidence and hard
be open to new ideas, and may be insensitive to facts. Open to possibilities and subjective
subtleties and possibilities experiences.
* Norms based on a sample of 1186 professional managerial

40. Self Control
Focused
Flexible
* number of goals a person is focused on

41. Self Control
2% 14% 34% 34% 14% 2%
Flexible Focused
Exhibiting low levels of self-control and Exhibiting high levels of self-
restraint. Not influenced by social norms control. Influenced by social norms
and internalised parental expectations. and internalised parental
expectations.
* Norms based on a sample of 1186 professional managerial

42. Emotional Stability
Reactor
Resilient
* number and strength of stimuli that trigger negative emotions

43. Emotional Stability
2% 14% 34% 34% 14% 2%
Resilient Reactor
Well adjusted, calm, resilient and able to Vulnerable, touchy, sensitive, prone to mood
cope with emotionally demanding swings, challenged by emotionally gruelling
situations. situations.
* Norms based on a sample of 1186 professional managerial

44. Always remember that you
are absolutely unique. Just
like everyone else.
Margaret Mead, Anthropologist

45. Personal Construct Theory
Ideographic v nomothetic
George Kelly, Psychologist

46. Repertory Grid
Constructs Elements
1 2 3 4 5 6 7 8
1
2
3
4
5
6
7
8

47. Repertory Grid
1. Think of specific people who occupy important roles in your life
(e.g. parents, partner, children, friends, colleagues . . .)
2. Write name or initial as an element on the grid
3. Select triads. In what way are 2 of the 3 alike and the third is
different
4. Write down bi-polar constructs
5. Mark triad on construct
6. Repeat triads/constructs
7. Score elements on 1-5 scale on construct
8. Look for patterns

48. Repertory Grid
Triad Same Different
Constructs Elements
1 2 3 4 5 6 7 8
DH PH BF EY EP SJ RP CW
1 Happy - sad 2 2 5 4 4 2 3 1
2 Intelligent - dumb 4 4 5 4 3 3 1 3
3 Generous - mean 2 5 4 5 2 1 2 3
4 Lively - reserved 3 2 5 4 4 1 3 1
5 Religious – not rel. 1 3 2 3 4 1 4 3
6 Warm - cold 2 5 4 4 2 1 1 3
7 Altruistic - egotistic 3 5 3 5 2 1 3 2
.

50. 10,000 hours
The making of an expert
-10,000 hours of deliberate practice
-Practice designed to improve performance
-It can be repeated a lot
-Feedback on results continuously available
-It’s highly demanding mentally
-It’s not much fun
Dr Anders Ericsson, Psychologist

51. Team working

52. Sausage Dogs

53. Sausage Dogs
Brief
1. Using up to 10 twisting balloons design,
create and pitch an object which has the
personality of the team [20 min]
2. Present back to other group
Green team Purple team
Alison Aled
Ffion Carl
Lynwen Keith
Llyr Myfanwy

54. Team Roles

55. Team role Strengths Weaknesses Red-flags
Co-ordinator Set goals, delegates well, Liable to offload work to Takes all credit for team
creates environment, others, inclination to be lax effort
promotes decision-making
Shaper-Driver Challenging, dynamic, Prone to provocation and Inability to back down or let
thrives on pressure, tackles frustration. Likely to offend others ‘save face’
issues others
Evaluator-Critic Cool head, objective, good Lacks drive and ability to Cynical, acts as a brake,
judgement motivate others prevents change
Implementer Puts ideas into practice, Inflexible, resistant to Obstructs change
reliable, efficient, follows change
procedures
Team Builder Cooperative, amenable, Indecisive in critical Avoids conflicts
social glue, diplomatic situations
Resource Extrovert, enthusiastic, Over-optimistic, loss of Let projects drop, unmindful
Investigator explorer, good networker enthusiasm for projects of client commitments
Inspector Conscientious, spots Perfectionist, worrier, Obsessive behaviour
Completer errors, delivers on time reluctant to delegate
Innovator Creative, imaginative, Not detailed focused, Blind to other inputs,
radical, problem solver preoccupied with ideas, not uncooperative
practically minded

56. Team Roles
* Norms based on a sample of 1186 professional managerial

57. Team Roles
The Co-ordinator takes the role of chairman, although
that may not necessarily be his/her official capacity.
He/she presides over the team and co-ordinates its efforts
to meet external targets. He/she sets the agenda of the
team, selects the problems for the team’s consideration
and establishes priorities.
The Innovator is the team’s source of original ideas. The Shaper-Driver is the one who takes charge of
Although others have ideas too, theirs are the most the specific projects and tasks of the group. His/her
Co-ordinator
original and radical. They tend to be both intelligent function is to give shape to the team’s efforts and
and imaginative and may be the source of entirely to unify the contributions of team members into a
fresh ideas and new insights Innovator Shaper-Driver clearly defined action plan
The Inspector-Completor is the worrier of the group. The Evaluator-Critic will not often contribute ideas
He/she is not happy until he/she has personally to the group but will see his/her role as that of
checked every detail and has ensured that nothing Inspector-Completor Evaluator-Critic providing constructive criticism wherever he/she
has been overlooked. Although pedantic in his/her can see a flaw. Although he/she can have a
approach, he/she ensures that careless mistakes are dampening effect on team morale, he/she is
not made by the team. nevertheless a highly valued team member on
account of their judgement.
Resource
Implementer
Investigator
The Implementer is the practical organiser of
The Resource Investigator is the liaison Team Builder
the group. He/she is the one who turns decisions
person of the team who communicates the
and strategies into defined manageable tasks.
intentions and requirements of the team to
others outside.
The Team-Builder is more concerned with the emotional
undercurrents of, and the social relationships within the
group. His/her role is to promote harmony within the group
and to counterbalance discord generated by other
members of the team such as the Shaper-Driver or
Evaluator-Critic

58. Mindset
Fixed mindset v growth mindset
Intelligence is static v intelligence can be developed
Avoid challenges v embrace challenges
See effort as fruitless v see effort as path to mastery
Dr Carol Dweck, Psychologist

60. Pre-Mortem

61. Pre-Mortem
Red team Blue team
Carl Aled
Ffion Alison
Keith Llyr
Lynwen Myfanwy

62. Pre-Mortem
Brief (part 1)
1. Imagine a total fiasco with your new
commissioned project
2. Generate reasons for failure [10 min]
3. Consolidate list
4. Present back to other group
End of part 1 . . . .

63. Pre-Mortem
Brief (part 2)
1. Swap over lists
2. Decide on top 3 issues of greatest concern
3. Develop recommendations to avoid or
minimise the problems [10 min]
4. Present recommendations back to other
group

64. Managing teams
The task of leadership is to create
an alignment of strengths, so as to
make peoples’ weaknesses
irrelevant.
Professor Peter Drucker

65. Management styles
Leadership Style
Subordinate Style

66. Leadership Styles
Directive Leaders are characterised by having firm views about how and when things should be done. As such they leave little
leeway for subordinates to display independence, believing that they should adhere to the methods and schedules as originally
laid down. Having a high goal-orientation and being particularly concerned with results the Directive Leader will tend to closely
monitor the behaviour and performance of others. This may lead them to be perceived as a little cool and detached. This
impression may be reinforced by the fact that they will be lead by their own opinions rather than inviting others to contribute their
ideas. Being a particularly self-directed leader may lead to the ideas of others to be excluded from consideration at the expense of
their own. However, this will only prove to be problematic should their own judgement and abilities be called into question.
Directive
Negotiative Leaders motivate subordinates by encouraging Delegative Leaders are characterised by delegating work to
them, through incentives etc., to work towards common subordinates. Since their style is not strongly democratic, the
objectives. Hence, through a process of negotiation attempts will process of delegation may not involve consultation. As a
be made to arrive at some mutually equitable arrangement with result, subordinates will generally be assigned work rather than
Negotiative Delegative
the other members of the team so as to motivate them to work in have active input into how projects should be conducted.
a particular way. Negotiative Leaders tend to rely on their skills of However, once the work has been assigned only little direction
persuasion to achieve their stated goals. Many Negotiative Leaders will be provided and subordinates will largely be expected to work
have well developed image management skills and they typically with the minimum of supervision. Although such a leadership
utilise these to moderate their approach according to the style may not be everybody's preference those who are naturally
circumstances in which they find themselves. This independent may enjoy the freedom allowed by such managers.
capability, coupled with a desire to achieve, can mean that Consultative Participative
sometimes they adopt unconventional methods to achieve their
desired objectives.
The Consultative Leader combines elements of both democratic and Participative leaders are primarily concerned with getting the
directive leadership orientations. They value group discussion and tend best out of a team as a whole. Hence, they encourage
to encourage contributions from the separate members of the team. contributions from all members of a team and believe that by
However, although group discussions will be largely democratic in pooling ideas and coming to a consensus view the best solutions
nature, Consultative Leaders typically make the final decision as to to problems will naturally arise. They are unlikely to impress
which of the varying proposals should be accepted. Hence, the their own wishes and opinions onto the other members of the
effectiveness of this leadership style will be dependent upon the group but see their role as an overseer of the democratic
individual's ability to weigh the advantages and disadvantages of each process. This will involve ensuring each member of the group is
of the varying ideas produced by the members of the group and their given the opportunity to express their opinion and that no one
capacity to encourage them to accept a final decision that may not member imposes a disproportionate influence on group
necessarily be that favoured by the majority. decisions.

67. Subordinate Styles
Receptive Subordinates are typically accommodating individuals who are eager to complete the work that
is assigned to them in accordance with pre-specified procedures. In this mode, their colleagues will see a
more traditional and conventional side to her nature. Quite possibly this means that she will leave the
generation of innovative ideas to other members of their team. As a result, the Receptive Subordinate will
take the stance that their role is to execute the ideas of others to the best of their ability.
Self-Reliant Subordinates tend to be most effective when
Receptive working in an environment that allows them freedom to
Reciprocating Subordinates tend to be individuals with an express their own ideas. They are generally innovative
emotionally mature outlook, who rarely become upset by individuals who are also concerned with achieving results;
criticism or setbacks. As such they generally feel comfortable thus, their ideas will typically be imaginative but tailored to
about promoting their own ideas or engaging in negotiations Reciprocating Self-Reliant solving the particular problem in question.
with managers concerning the best approach to projects. However, problems may occur if such individuals are required
Hence, they are likely to be most complementary to the to work in environments that require strict adherence to
Negotiative Leader and, given that the Reciprocative existing procedures and methods. In such situations Self-
Subordinates usually have strong views of their own, any Reliant Subordinates tend to feel that their individuality is
exchanges between subordinate and manager will typically be being stifled thus causing them to become discontented and
Informative Collaborative irritable. It would therefore be inappropriate to pair them
productive.
with a manager with a directive style as this will invariably
result in a mismatch of approaches.
Informed Subordinates typically produce creative ideas and Collaborative Subordinates believe that the problem-solving power of the team is
innovative solutions. Their capacity to subject their own ideas more than that of the individual members included within that team: their primary
and those of others to a detailed critical analysis usually concern is that the team as a whole achieves its objective. Collaborative subordinates
means that their proposed solutions rarely have any major relish group discussions and will typically propose innovative ideas of their own, as
flaws. Managers generally approach Informative Subordinates well as being more than happy to discuss the ideas of others. As strong believers in
in the knowledge that their ideas and opinions will be sound constructive criticism, they show little reluctance when it comes to pointing out
and informed. Consultative Leaders will value such individuals weaknesses in other peoples' ideas; similarly they are usually happy to accept the
within their team, viewing them as a useful and reliable criticisms of others. Collaborative Subordinates are at their most effective when
source of information. working under managers who share their views about group participation - i.e., those
who encourage collaboration rather than those with a more directive style.

68. 1 2 3
4 5 6

69. Biases
Cognitive biases are psychological tendencies that cause
the human brain to draw incorrect conclusions
Self-serving bias Signal amplification bias
Optimistic bias Perceptual salience
Motivational bias Loss aversion bias
Actor/observer effect Risky shift bias
Fundamental attribution error

71. Which way now?

72. Success is the ability to go from
one failure to another with no
loss of enthusiasm.
Sir Winston Churchill