Incentive - July 2008 - (Page 37)

more intentionally now.” Charles “Raz” Ingrasci, president and CEO of the Hoffman Institute Foundation, echoes Halloran’s experience and believes that many of the problems in the workplace have a huge emotional component to them. “Only rarely do people actually identify and act on their real feelings,” says Ingrasci. “For example, if a manager feels frustrated because one of his or her staff is late to work three times that week, they will often become angry. But it’s much better to identify the frustration underneath, and speak with the employee about that,” he says. In Ingrasci’s experience, it is these unconscious reactions that lead to stresses in the workplace. He says that the Process—which utilizes a variety of private and group work exercises, awareness experiences, journaling and guided meditation—is designed to help people get to the source of these unconscious reactions, which in turn makes them more emotionally literate. This emphasis on emotional learning and Ray, professor of Creativity and Innovation at the Stanford University Graduate School of Business. Blanchard, himself a Hoffman Process graduate, refers to the famous Johari Window model (created by Joseph Luft and Harry Ingham) as a way to explain why he feels the Process has such a powerful impact on helping managers get to know themselves better. “In the Johari model, there are certain things about yourself that are both known to yourself and are also known to others. This is your public window,” explains Blanchard. “Then there are things that are not known to yourself, but are known to others. These are your blind spots.” Blanchard feels that the most effective leaders are those with a very open public window and reduced blind spots. “With the best leaders, what people see is what they get,” says Blanchard. “The way to reduce the private window and expand And The Research Shows… P rofessors Michael R. Levenson and Carolyn M. Aldwin of the University of California at Davis presented their findings that participants in the Hoffman Quadrinity Process experienced significant and lasting increases in positive affect. These included such attributes as emotional intelligence—a key in leadership excellence—and significant and lasting decreases in negative emotional affect, such as anger, anxiety and depression. For additional information, contact the Hoffman Institute at www.hoffmaninstitute.org. “Only rarely do people actually identify and act on their real feelings.”—Charles Ingrasci, Hoffman Institute Foundation developing an integrated sense of self has drawn many leaders in the fields of business and education to the Process. The list of directors and advisors listed on the Hoffman Institute Web site speaks for itself, and includes Blanchard, best-selling author (with Spencer Johnson) of The One Minute Manager; Giles H. Bateman, cofounder of Price Club; Dr. Joan Borysenko, cofounder of the Mind/Body Clinic at Harvard University; Stephen Seligman, former CEO of The Learning Annex; and Dr. Michael the public one is through disclosure. What Hoffman gets at is that private window. It also helps you push the blinds back through self-observation and feedback.” David McCue, founder of McCue Corporation, the world’s number-one-selling line of protective and decorative bumpers for retail counters and checkout areas, says that attending the HQP has greatly enhanced his ability to be an authentic leader. “I have an increased connection with the truth of who I am,” says McCue. One example is that prior to the Process, McCue had two senior executives to whom he was adapting and making do. “During the Process, I saw that their nonperformance and lack of cultural fit were one and the same, or at least indivisible,” says McCue. “I knew that it wasn’t working, and I became proactive and asked them to leave.” McCue says that since Hoffman, he can make decisions involving people with a clear intention of integrity and care, but without feeling personally responsible for their feelings as a result of his decision. s Send comments to feedback@incentivemag.com Among organizations that have embraced HQP is Harvard’s John F. Kennedy School of Government. Read about their experience online at: INCENTIVEMAG.COM/HQP incentivemag.com | July 2008 | Incentive | 37 http://www.hoffmaninstitute.org http://INCENTIVEMAG.COM/HQP http://incentivemag.com

Table of Contents Feed for the Digital Edition of Incentive - July 2008

Incentive - July 2008 Contents Editor’s Note: Accentuate the Positive In The News Cover Story: Three Profiles in Good Corporate Citizenship Case Study Incentive Interview Senior Secrets To Thine Own Self be True Incentive Primer Motivation@Work Travel News: Where To Go and What To Do Take the Spa Home Not the Only Game in Town Here and Now Writing and Desktop Gifts Watches and Clocks Gift Cards: Health and Wellness Incentives Good Health Is Not Its Own Incentive Advertiser Index Last Word

Incentive - July 2008

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