0418 126 652   phil@thebiggergame.com.au
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A zen performance philosophy

A zen performance philosophy

By in behaviour, business development, change, Coaching, engagement, Performance, process, purpose
1 year ago
1 year ago 0 0 547

Last week, I posted on the idea of entitlement.  This struck a chord with many readers and raised many questions. In this week’s post, I offer some ideas in what else you could do. Key points: Endeavour, Earning and entitlement are three different ways to live your life Each of these ways requires a different focus in what you do, and what you get back They also massively change the way you impact others. The large dissatisfaction that seems to be present in the world can be reframed when we consider the 3 ‘E’s of expectancy – Entitlement, earning and endeavour.  What we expect changes when we understand the nature of our expectation.  There is a mot that can be learned from Zen philosophy that can change the way we live our lives, remove distress and create more value. These three frames describe different ways to approach achievement. The first,

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Creating creativity- overcoming the corporate blocks to innovation

By in change, creativity, culture, decision making, engagement, process
6 years ago
6 years ago 0 0 1766

In a two part series, Phil Owens explores the concept of creativity in organisations.  In part one, Phil looks at what makes innovation and creativity difficult, and in part two proposes some new ways to approach creativity to make it a core part of your differentiation and success strategy. Creating creativity:  Part 1 – what gets in the way? Why do organisations struggle with creativity? How often do you attend meetings that have lofty ambitions to reach agreement, but simply fail?  How many ‘innovation’ or ‘creativity’ sessions have you been a part of, only to walk out with the same ideas that always seem to come up? Creativity is such a vital asset for business.  Peter Murphy, design instructor in Melbourne points out “Apple is a classic example – they put design at the centre of their business rather than the periphery.   As you build an organisational culture around creativity,

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Organising behaviour – learning from Zappos shift to holacracy

By in business development, change, culture, Customer Service, decision making, Leadership, organisation, process, structure
6 years ago
6 years ago 0 0 1889

We create structure and process in a business for only one purpose – to organise behaviour so as to create efficient and effective ways of getting things done. With Zappo’s in the news for instituting a ‘holacracy’ model of organisation, it raises some interesting questions about how we can – and should – organise behaviour. How well does it work when you tell someone with depression to “Be Happy”? The paradox implied in the instruction “Be spontaneous” should be clear – how is spontaneity spontaneous if you have ordered it? This has never been better demonstrated in the corporate world than is currently happening at Zappos: “You will become a holacracy”! Forcing the organisation to become self-organising has an ironic paradox buried at its heart. However, as the organisation pursues this idealised structure, it will provide a fascinating case study over time. With it reported that one in seven employees

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Phil Owens – Founder of The Bigger Game

Phil is one of Australia’s leading performance and leadership specialists. He honed his skills working with executives and leaders around the world, coaching and consulting in over 30 countries, from entrepreneurial start-ups to boards of multi-billion dollar businesses.

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