Writer & web editor: Jan P. Hagberg. / Technically responsible: Aleksander Kristian Weseth
SGL-Focus
Pages 1-5
The key
to the SGL methodology is the use of symbols and colors to communicate what we want to tell. – The colors always convey the same message, regardless of the symbol used.
This way your senses will capture the image, your eyes will perceive the colors and your reason will remember the message.
Interested?
Click on our Focus-themes
SGL Vision…
A belief that quality of life creates interaction and efficiency. An experience that words create what they mention. An insight that leadership behavior reflects a view of humans. A value orientation and a conversation strategy to promote: SGL
Secret: 1 Seperate your message into PPP: Professional / Personal / Privat
LESSON 1,1 / PPP: Why SGL works using: Professional“blue” facts head-language for known creativity, – and the Personal“red” social heart-language for unknown creativity – and the Private “yellow” emotional gut-language for hidden creativity???
LESSON 1,2 / Response: Learn the SGL methodology and become an icebreaker and an influencer in order to promote what you want to achieve.
LESSORN 1,3 / Words: Become an SGL ambassador. – Learn what your words & body-language says!
LESSON 2,1 -Prepare your next appraisal talk by demonstrating how the interaction between challenges and competence affects your way in the Teamzoone.
LESSON 2,2 – Make visible how the need for personal and professional team- development become clear, plotting everyones position into the same Teamzoone.
LESSON 2,3 – Give concrete examples of how the interaction between own “competence power” and own position level is important for good business.
LESSON 3,1 – Be aware whythe “world” and the tasks beyond your control, set the agenda.
LESSON 3,2 – Explain why the change of colour-changes between the 1.st and 2.nd order is important. Here illustrated in the figure-of-double-loop-learning. Raise awareness of the connections between leadership and results, as well as the balance between employees “ownership” and the owners profitt.
LESSON 3,3 – Give concrete examples of why prerequisites must be met and values must be adhered to, in order to achieve Continuous Improvement through experiential learning, and Total Quality Management
LESSON 4,1 – Accept that anyone who affects own work operations is performing management. Ask yourself when you most experience yourself as a Warrior / Fast and fact-oriented, or as a Helper/ listening and consensus-oriented?
LESSON 4,2 – Become aware of the connection between decision-making ability and temperament. Find your position on the Decision Tree (cf. the illustration) – either as sensitive and consensus-oriented, or as rational and fact-oriented, or as perceptive and here-and-now-oriented, or as intuitive and risk-averse oriented.
LESSON 4,3 – Make a decision. – Who are you most in a difficult situation: Warrior/Fighter, or Helper?
Secret: 5 Physical / Mental / Social / Well-being in work and life.
LESSON 5,1 – Visualize the connections who excist between the working environment and the ability to work, and the individual’s health and life situation, defined as physical, mental and social well-being.
LESSON 5,2 – Identify and describe: Bullying and alienation and exclusion who excist between colleagues, and become aware of symptoms and danger signals that can cause “burning out” in oneself and others.
LESSON 5,3 -Using the well-known SGL model: “The Mountain Hike” to visualize the internal and external process of all organizational changes, who excistwith regard to language, time and mental challenges.
provide the keys to knowledge and self-awareness, helping you uncover everyone’s unique “chess role,” innate qualities, and temperament in the context of group dynamics and collaboration within ambitious teams.
