If in the previous article we talked about ourselves as individuals, "Where are we going?" (and how is it going)? So now is the time to talk more about our thoughts and feelings.

In two articles we have on Yesbox described what we consider to be three important links between team> individual> organization (TIO). UNCLE is central to all Yesbox services because we are convinced that strong “TENs” will be long-term and sustainably successful.

It is time to talk about the connection between driving forces, mindset and values, important not least in these times.  

 If we look at it from 3 different perspectives, we believe that it is about:  

Driving forces

Our driving forces look different depending on our previous experience and knowledge. Which means we experience the world around us and what is happening, in different ways. Two people can go to the same movie, retell it afterwards and there will be two completely different stories. How we filter the information determines what we are up to in the story.

Based on what we experience and how we filter it, we create different perceptions of what is true - it is as if we all have different maps of reality.
There are e.g. motivations filter / pattern -> is about how a person triggers and retains his motivation. If you learn how to detect these patterns (filters), you can get people interested and motivated or uninterested and unmotivated. Of course, each filter exists to different degrees in different people.

Work style is about how a person handles information, what tasks and what work environment they need to be productive. That is, it also deals with how we become convinced. If you can discover these filters, you can also get people interested and motivated or uninterested and unmotivated here.

Heritage and the environment have, of course, affected us.

Men momentum is also determined by life experience and other things that have affected us.

 

 

2. Mindset

A team's common mindset is central to an organization's success - how the team "feels" and in what way they treat each other. It's about accessing our horrorprogramming to be able to change employees' mindsets.

For it to be possible to create commitment, the right focus and attitude, 5 basic needs need to be in place. These have been developed through neuro-leadership research and need to be fulfilled for a person to have full access to their abilities to work with - STARS

 

 

1. Status: To feel significant and respected
2. Tclarity: That development takes place at a reasonable pace and you understand it.
3. Aautonomy: To be able to influence their work situation and make their own decisions
4. Relations: To feel a sense of belonging and trust in the workplace
5. Sgame rules: That we value everyone and have the same game rules for everyone

To these needs can be added clarity how to work with development to achieve the goal as components of the mindset.
A team offers a chance for everyone to be "their best self", ie you do things you have a penchant for (and someone else does things they are good at). But it requires that we want each other well.

 

But achievements often happen in collaboration with others, the team or departments.

Today, the team is only getting more and more important. How are we affected and how are we affected?

3. Values

Our behavior has its origin in our emotions and instincts, which in turn is rooted in our values ​​and basic human needs (STARS)

Our values ​​are deeply rooted in us, they can be both conscious and unconscious. We have had them with us since childhood - from parents, school and friends. Regardless, our values ​​form a foundation for how we see the world.

Our values ​​are based on what is most important to us and therefore they will be control our focus.
They express themselves through our feelings for what is right and wrong and decide what decisions we make. Being in a context that does not match our values ​​creates inner tension and can lead to strong negative stress. In the long run, also dissatisfaction, increased sick leave and burnout. On the other hand when we feel that we are a part of a context of values ​​that are in line with our own it can create a huge driving force.

Values ​​that sound good but are not rooted in what the company actually does or wants to accomplish feel doomed to be bland and "placarded" on the wall. There should be a close connection between what the company wants to do - its business concept - and the values ​​that should guide how that business concept should be realized.

 

 A company valuation is a valuation of

a) what it looks like in the organization today and

b) which behave needed to ensure that it is possible to achieve long-term goals.

A value is not right if it is not worked with in everyday life and together with other goals and visions leads to the desired result.