Cultivating Potential – Workshop 2 (Growth Foundation)
The Appleton Greene Corporate Training Program (CTP) for Cultivating Potential is provided by Mr. Biss MRED Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Biss, MRED, is a Certified Learning Provider (CLP) at Appleton Greene. He has experience in management, marketing, and operations. He has a degree in Mechanical Engineering from the University of Maryland and a Masters of Real Estate Development from Auburn University.
He has industry experience in the following sectors: Non-profit & Charities, Real Estate, Defense, Aviation and Aerospace.
He has had commercial experience in the following countries: United States of America, or more specifically within the following cities: Washington DC, Atlanta GA, Charlotte NC, Orlando FL, and Raleigh NC.
In addition to serving as a KC-130J Transport Plane Commander during global operations throughout North America, Europe, and the Middle East, he served in leadership positions in aviation operations, quality assurance, and maintenance. During one role as a maintenance division officer, he was responsible for the maintenance of a $400MM fleet of aircraft and the leadership of 100 personnel.
Upon retiring from the Marine Corps, Biss pivoted professionally to pursue aspirations in human potential development and has been involved in pioneering work to bring advances human potential development and positive psychology interventions to those in addiction recovery to help cultivate their higher potential for wellbeing and a life of meaning.
Additionally, he serves as a founding member of a water NGO, where he leads small teams into rural villages in Central America to deliver innovative water solutions, having served more than 50 communities so far providing safe water to nearly 12,000 water-insecure people.
MOST Analysis
Mission Statement
This second module shifts the focus from learning ideas to application and the Cultivating Potential process for personal transformation.
A growth foundation begins with helping participants to adopt a growth mindset. Too often, we fall prey to the false belief that we as individuals have fixed strengths, talents, and abilities. Recent neuroscience and positive psychology have shown that skills and abilities are not a fixed variable but can continue to develop throughout a person’s life. Adopting a growth mindset (the focus for this module) provides the context for tapping into innate abilities that have yet to be revealed and processing for honing skills, gaining knowledge, and developing habits that reinforce personal growth.
Once a growth mindset is adopted, the possibilities for increased performance and heightened achievement become near limitless. This change starts with learning to accept full responsibilities for our individual actions and the outcomes we experience in life. Shifting the locus of control over our outcomes to the thoughts, visions, and actions we can control is a personally liberating and incredibly empowering skill to develop. Participants will leverage new tools to analyze how they can best respond to events and circumstances to get the outcomes they seek, regardless of external factors that influence the situation.
By the end of this module, participants will be ready to give up old habits of complaining, blaming, and excuse-making to focus their attention on their personal ownership of the situation and the responses that will lead to constructive outcomes. Through process-oriented performance evaluations, leaders at every level will learn to promote a growth mindset in their team members and co-workers.
With sights set on what is possible with a proper growth foundation, any participant’s inclination to shy away from one’s most ambitious goals will be addressed through processing limiting beliefs. Too often, it is not one’s innate ability that limits their level of achievement as much as it is false beliefs about what is possible for that individual, team, or organization to achieve. These false beliefs become self-fulfilling prophecies as we as individuals or groups limit our expectations for future outcomes; our performance is governed to meet the falsely perceived limitation we hold.
Objectives
01. Growth Mindset: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Intention Sets the Course: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Three-Part Brain: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Basic Human Needs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Self-Esteem & Self-Efficacy: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. PERMA Model of Human Flourishing: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Illness/Wellness Continuum: departmental SWOT analysis; strategy research & development. 1 Month
08. Positivity-Focused: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Strengths-Based: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Cognitive Biases: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Limiting Beliefs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Leadership: Process Feedback: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Growth Mindset: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Intention Sets the Course: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Three-Part Brain: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Basic Human Needs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Self-Esteem & Self-Efficacy: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. PERMA Model of Human Flourishing: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Illness/Wellness Continuum: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Positivity-Focused: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Strengths-Based: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Cognitive Biases: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Limiting Beliefs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Leadership: Process Feedback: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Growth Mindset.
02. Create a task on your calendar, to be completed within the next month, to analyze Intention Sets the Course.
03. Create a task on your calendar, to be completed within the next month, to analyze Three-Part Brain.
04. Create a task on your calendar, to be completed within the next month, to analyze Basic Human Needs.
05. Create a task on your calendar, to be completed within the next month, to analyze Self-Esteem & Self-Efficacy.
06. Create a task on your calendar, to be completed within the next month, to analyze PERMA Model of Human Flourishing.
07. Create a task on your calendar, to be completed within the next month, to analyze Illness/Wellness Continuum.
08. Create a task on your calendar, to be completed within the next month, to analyze Positivity-Focused.
09. Create a task on your calendar, to be completed within the next month, to analyze Strengths-Based.
10. Create a task on your calendar, to be completed within the next month, to analyze Cognitive Biases.
11. Create a task on your calendar, to be completed within the next month, to analyze Limiting Beliefs.
12. Create a task on your calendar, to be completed within the next month, to analyze Leadership: Process Feedback.
Introduction
This second module shifts the focus from learning ideas to application and the Cultivating Potential process for personal transformation.
A growth foundation begins with helping participants to adopt a growth mindset. Too often, we fall prey to the false belief that we as individuals have fixed strengths, talents, and abilities. Recent neuroscience and positive psychology have shown that skills and abilities are not a fixed variable but can continue to develop throughout a person’s life. Adopting a growth mindset (the focus for this module) provides the context for tapping into innate abilities that have yet to be revealed and processing for honing skills, gaining knowledge, and developing habits that reinforce personal growth.
Once a growth mindset is adopted, the possibilities for increased performance and heightened achievement become near limitless. This change starts with learning to accept full responsibilities for our individual actions and the outcomes we experience in life. Shifting the locus of control over our outcomes to the thoughts, visions, and actions we can control is a personally liberating and incredibly empowering skill to develop. Participants will leverage new tools to analyze how they can best respond to events and circumstances to get the outcomes they seek, regardless of external factors that influence the situation.
By the end of this module, participants will be ready to give up old habits of complaining, blaming, and excuse-making to focus their attention on their personal ownership of the situation and the responses that will lead to constructive outcomes. Through process-oriented performance evaluations, leaders at every level will learn to promote a growth mindset in their team members and co-workers.
With sights set on what is possible with a proper growth foundation, any participant’s inclination to shy away from one’s most ambitious goals will be addressed through processing limiting beliefs. Too often, it is not one’s innate ability that limits their level of achievement as much as it is false beliefs about what is possible for that individual, team, or organization to achieve. These false beliefs become self-fulfilling prophecies as we as individuals or groups limit our expectations for future outcomes; our performance is governed to meet the falsely perceived limitation we hold.
Growth Foundation: reaching your full potential
Many athletes have been predicted to be the next big thing over the years, but they have failed to live up to their full potential. Freddy Adu, for example, became the youngest athlete in America to sign a professional contract when he signed with D.C United of Major League Soccer at the age of 14 in 2004. (MLS). He was dubbed “the next Pele” since he was the youngest player to appear and score in the MLS. Many people thought he was going to be one of the best soccer players ever.
Let’s jump ahead 13 years. Is Freddy Adu considered one of the best soccer players in the world? Regrettably, no. Adu has played for ten different professional clubs in the ten years since his big money move to Benfica in 2007, and at the age of just 28, he is currently a ‘free agent’ and does not play for any club.
So, why didn’t Freddy Adu achieve the heights that everyone expected him to, and why do so many other athletes share his fate? One possibility is that some athletes lack the attitude required to reach their full potential and compete at the highest level. If that’s the case, what kind of mindset does a good athlete require?
People have two types of mindsets, according to psychologist Carol Dweck: fixed and growth mindsets. Everyone will have both mindsets, but they will frequently favor one over the other.
Individuals with a fixed mindset believe that some characteristics, such as intelligence, talent, and athleticism, are unchangeable no matter what they do or try (Dweck, 2006, 2009). As a result, these people place a lower value on work and are more concerned with looking their best. People with a fixed mindset frequently fail to reach their full potential because they do not put in the necessary effort to achieve. Due to the fear of failure and looking stupid, research has consistently shown that people with a fixed mindset are more likely to give up easily when confronted with setbacks (Dweck, 2006, 2009). If you can’t succeed at something, they believe there’s no use in persevering since you simply lack the brains to succeed. This is frequently the reason why many young athletes with great potential fail to make the move to the next level.
People with a growth mindset believe that success and achievement are the result of a protracted process that requires hard work, dedication, and perseverance. They believe that talents and intelligence can be developed and improved through time, and that if they work hard enough, they can reach their full potential. According to research, cultivating a growth mindset can lead to good outcomes such as increased resilience in the face of adversity (Yeager & Dweck, 2012; Hinton & Hendrick, 2015), persistence for longer periods of time (Mueller & Dweck, 1998), and greater results (Dweck, 2008).
When examining the processes of the two mindset types, it’s easy to understand how Freddy Adu’s professional inability to achieve the heights anticipated of him might be related to a fixed mindset. His early professional success was sometimes attributed to his inherent ability and similarities to Pele, the Brazilian soccer legend. Hard work, commitment, and tenacity, on the other hand, were rarely mentioned as growth mindset behaviors. Freddy Adu may have developed a fixed mindset, believing his success was primarily due to his inna