Hello, I’m Dr Andrew Holmes, one of the research staff developers on Prosper, and I’d like to welcome you to this ‘Introduction to Self-Assessment’ session. In this session, we will introduce the basics of what self-assessment is, we’ll explore why you’d want to use it and why it’s important, we’ll discover who makes use of self-assessment tools, we’ll let you try out some self-assessment tasks and we’ll finish with how to make the best use of your findings. First, though, I’d like to ask you a quick question. The question is: do you expect to be happy in your career? I’d like you to consider this question not just for what you are doing currently, but more broadly in your future roles. The options for answers are yes, no, I’ll settle for something that pays the bills and, lastly, I don’t know or I haven’t thought about it. Pause the video and take a minute to think about this question and your answer. In this session, we’re going to highlight the role self-assessment has in your career planning and how, by using these tools to consider yourself, you can begin to identify careers that you may be happiest in. You may have come across the Japanese concept of ikigai, the idea of having a sense of purpose and of living a fulfilling life. This idea sits at the intersection of what you love to do, what you are good at doing, what you can be paid for and what the world needs. It’s a really lovely concept, but finding what and where that sweet spot is for you personally is easier said than done. Or, as John Lees puts it, all work is a deal between what you want out of life and what an employer wants out of you. Self-assessment can help you work out the first bit – what you want from life – getting us towards that goal of being happy in our careers. So what is self-assessment and why bother with it? Put simply, it’s thinking about yourself to identify what your skills, strengths and values are. Once you know what these are for you, you can get a clearer idea of what’s most important for you. An analogy we can use which may perhaps help is when finding a long term partner. Our first question isn’t, typically, ‘Who’s available?’ We instead start with what we’d like and what we’d be happy to compromise on, and then we lastly consider availability. So here we’ve dug out a rather old ‘Lonely Hearts’ advert as an example of what we mean. At the start, the desired personal attributes are clearly stated; the person is looking for a lady in a certain age range. They then move on to the skills they’re looking for in their wife, and, yes, they really went to town specifying the domestic skills that their heart desires, and perhaps they’d have been better off employing a cook. Next, they cover their desired person’s social standing and hobbies. The analogy here with careers still stands. How important to you is your social standing or how prestigious a career is deemed to be? Next, they cover personal qualities and values. Could you list your own personal qualities and values with this degree of clarity? Finally, they provide an acceptable point of compromise – they are prepared to wear a wig. Bringing this back to careers, do you know what you’d be willing to compromise on? For example, would location be a non-negotiable for you or would something else be an absolute immovable dealbreaker? The quote on-screen nicely summarises self-assessment, stating that identifying personal values, skills and strengths requires introspection. This can be a new or uncomfortable experience, but keep in mind that the benefits of self-awareness will better help you in your career search and these self-assessment techniques are tried and true. Self-assessment can really help you change the question you are asking from, What jobs can I get?’ to the better question of, ‘What jobs are a good fit for me and what am I both good at doing and like to do?’ Spending time reflecting on what skills you have and enjoy using can give you clarity. In 2019 at the University of Liverpool research staff conference, we conducted a snapshot survey and asked some postdocs the question, ‘What might prevent you from exploring job options beyond academia?’ We found that respondents lacked confidence in the skills they have. This was coupled with a lack of understanding of what they can do. So, as you can see, spending time on self-assessment may have helped these respondents have better clarity and perhaps more confidence in their skills and what they might like to be doing going forwards. So what’s the risk or drawback if you don’t bother with getting a clearer idea of what’s important to you? Well, as we highlighted from our survey, you’d still lack knowledge on your skills. However, you’d not be alone. As the tweet from Chris Cornthwaite highlights, many people don’t pause to take the time to learn about themselves and what type of life they want. The temptation is to skip self-reflection and go straight for specifics when considering possible careers, trying to directly answer, ‘What careers and jobs use people like me? What have others from my disciplinary area gone on to do? What industries use my research skills?’ However, if we focus on these specifics and neglect to consider what we like doing, we can easily fall into the trap of doing a job because we are good at it. I think Fuchsia Dunlop sums this up well and also captures the aspect of the perception of others which can define and sometimes stifle you. Yes, I know it’s a lot of text, but I’m going to read it all because I think in this quote she encapsulates a lot of the issues discussed here. ‘By the age of 11, I already wanted to be a chef, but the conveyor belt of my education took me further away from food. Students who get good grades at school are not encouraged to run away and work in restaurants. I remember one middle school teacher laughing at me, incredulous, when I told him of my ambition. So I carried on passing exams, working hard and doing what was expected of me. It was in China, thousands of miles away from home and almost completely cut off from my past that I was able to do what I really wanted. Finally, I was able to admit to myself that I was no socioeconomic analyst, not even really a journalist, but a cook. It was in the kitchen chopping vegetables, mixing a dough in my hands or seasoning a soup that I felt most completely myself. Growing up in Oxford, studying in Cambridge, working in London, I had been propped up by a string of academic and professional credentials that had seemed to define me in the eyes of other people, but in China, none of that mattered.’ An example from a more academic setting is taken from Peter Fiske’s book, ‘Put Your Science to Work’. The most common mistake that people make in their career decisions is to do something because they’re good at it. It’s a story I hear all the time. Someone will say to me, ‘I’m an engineer, but I don’t like it.’ ‘Well, why did you become an engineer?’ ‘I was good at science and maths, so people told me I should be an engineer.’ ‘Did you ever like engineering?’ ‘No, but it was easy.’ Rather than starting with the specific questions on the left of the screen, better questions to start with are: why am I looking for change; what am I dissatisfied with in my current role; what do I really enjoy doing? You might realise that academic research is for you or you might decide that you want to do something else entirely. So we’ve covered what self-assessment tools are, that’s, at their core, they’re really just ways of getting you to stop and take time to think about yourself, to focus on, for example, what your skills or values are. We’ve covered why you may want to use these tools, but who uses them right now? Well, several employer partners we’ve spoken to mentioned self-assessment tools either as part of the recruitment process or as part of in-house development. Very large companies sometimes create their own self-assessment tool, which all employees undertake to ensure that they’re in the right part of the company and working towards what they really want. Former postdocs have found self-assessment tools invaluable in their own career planning. As Dr Kate Whelan told us, ‘A massive part of my career planning has always been thinking about tying together two things – understanding what my strengths are and combining that with understanding what I’m actually enjoying or not enjoying about the job and helping that to map out what my aspirations and plans are. You have to be proactive and have some kind of self-awareness.’  Dr Roberts highlighted that knowing more about yourself can help you identify your next career step; by getting clear on your vision, purpose, mission, values and natural talents and capabilities, the next breadcrumb steps will become obvious. You will know deeply where you can add value in a way that lights you up. Universities also use self-assessment tools. We’ve highlighted nine universities, not an exhaustive list by any means, which use a range of self-assessment tools. We found the most commonly used are the free-to-access myIDP and Imagine PhD tools. Next steps. Once you’ve completed a self-assessment tool, this isn’t the end of the exercise. You should take some time to reflect on your results. Did they surprise you? How do your skills or values get used in your current role? You may wish to set yourself some targets or goals to develop a particular skill. We suggest setting smart goals. Your goals should be specific, measurable, attainable, relevant and time-based. For example, a smart goal could be, ‘I will develop my communication skills so I can deliver an effective one-minute elevator pitch for an event in two months’ time. I will attend a workshop on rapid communication skills and practice with peers to get feedback.’ Next. Well, you can read our blog post about self-assessment tools for more information. The Prosper portal has a number of self-assessment tools to choose from. This is because no one self-assessment tool is perfect for postdocs, but each one will give you another lens on your interests, strengths and values. Pick a self-assessment tool, give it a go and then reflect on the findings. Do you agree with them? How do they reflect your current role and interests? Try out a couple of the tools and reflect on the differences and similarities of the results. If you aren’t sure where your strengths lie, try asking a close friend or someone who knows you really well what your strengths are. You could also discuss your thoughts on self-assessment and the results you’ve got with your peers. Lastly, apply your findings. Taking self-assessment tests and then doing nothing with the results isn’t an effective use of your time. Use what you find to help develop your career. Our closing thought to end on is that this is a process, that a career is a lifelong practice of recalibration that allows you to stay in your sweet spot where you can freely contribute your unique gifts to the world. Thank you so much for your time viewing this ‘Introduction to Self-Assessment’ video. Please check out the resources that go along with the video on the portal site.

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Hi, I’m Sally Walker, director of SW Career Coaching Limited, and I’m a career and intercultural coach. I will be guiding you through this video which is designed to help you recognise what intercultural competence is, and how it can help you to thrive in your career in today’s multicultural work settings, which are frequently becoming the norm. Please refer to the accompanying workbook as well for full information and further resources. As a result of engaging with this recording and the accompanying workbook, I hope that you will have gained a greater understanding of the meaning of the broad term ‘culture’. You will better understand the meaning of intercultural competence, and will recognise its importance for careers within and beyond academia, irrespective of geographic location. You’ll be able to identify the benefits and challenges of working in a multicultural work setting, and will seek to avoid negative cultural stereotyping. In this video I’m going to be covering three main areas. The definitions of culture and intercultural competence. The benefits and challenges of multicultural work settings, and avoiding negative stereotyping. Take a moment to look at these six photographs on screen, which one or ones best represents culture to you? Actually they’re all representations of different cultural groupings. Be that the culture that builds up around membership of a sports team, or by sharing a particular nationality which the world map at photo two represents. Or the culture that builds in a professional work setting. Through being part of a particular religion, having a common educational experience, or sharing a similar age. The purpose of this webinar, we’re therefore adopting Spencer-Oatey’s definition of culture as the meaning systems that are shared to varying degrees by interacting members of a social group, which influence but don’t determine each member’s behaviour and his or her interpretation of the meaning of other people’s behaviour. This broadens out the popular notion of culture as being based purely on an individual’s nationality. Cultural identity can be described broadly as any aspect of an individual’s diversity, arising from a really wide range of variables, including their age, gender, nationality, education, occupation, sexual or religious preferences, political ties, and so forth. These will affect the way a person behaves and how someone else interprets their behaviour. The key point to emphasise here is that a culture grows wherever there are two or more people together. Your family is a cultural grouping. You’ll have certain accepted ways of doing things which other families may not share. When you visit another family often, it is to some larger or smaller extent, it’ll feel different. That’s just culture in action. In other words, culture can be described simply as the way we do things around here. Culture is therefore not something that’s easily defined. It’s complex, and it resists those essentialist labels such as Americans communicate in this way, or British people negotiate in that way. Culture isn’t fixed, and it’s a process instead. Something that’s constantly being created, and it’s something that you can build in a team by agreeing on certain norms of working together. Academic institutions, private sector companies, and third sector organisations each have their own unique cultures. Given the definition above, would you describe the following team as multicultural or not? This is a UK-based work team composed of men and women, spanning two generations. Some in their 20s, and the majority in their 50s, from London, Yorkshire, and Scotland. The team includes members who have different ethnic backgrounds and a mix of religious beliefs and sexual orientations, and all are university educated. So this is indeed a multicultural team, even though all the team originate from the UK. The team is culturally very diverse, but the team members might not be aware of the full scope of this diversity. Would it be helpful for team members of the group to have a level of intercultural competence? Yes, it would. Let’s move now to a description of what’s meant by intercultural competence, which you might also see or hear described as having a global mindset. It’s described by Deardorff as the knowledge, skills and attitudes that are required to get along effectively with an individual or a team with a different cultural identity to you. Visually this can be represented by the diagram on screen. Intercultural competence is the measure of your effectiveness when interacting with others who don’t share the same cultural background as you. Using that broad definition of culture which we defined in the previous section. It requires you to be curious and open to differences, show respect and empathy towards others, and to suspend beliefs, assumptions of judgement wherever possible. The skills of listening, observing and evaluating, interpreting, and relationship building are facets of intercultural competence. Intercultural competence incorporates the knowledge gained from cultural self-awareness, from knowing the local cultural context, and from having foreign language where that’s appropriate, and sociolinguistic skills. So the latter knowledge is invaluable for interpreting nonverbal body language. The need for intercultural competence is relevant for careers within academia and beyond. Gaining this competence is an ongoing, lifelong learning process. The more you engage with people from different cultural backgrounds to yourself, the more likely you are to gain intercultural competence or a global mindset. What are the benefits of working in a multicultural work setting which might be similar to the one that I described in that case study earlier, or might have you on assignment abroad, or interacting regularly with international colleagues? Research has demonstrated that there are significant benefits to having a diverse multicultural workforce. From the organisation’s perspective, a team with a varied cultural background frequently generates more innovative ideas, products and services, which in turn potentially leads to increased profitability or raises the reputation of the institution. For a potential employee such as yourself, a multicultural work setting may offer a highly stimulating environment, both in terms of the work content, which might have an international scope for example, as well as the opportunity to collaborate with other talented colleagues. You may also benefit from forward-thinking development and learning opportunities. There are however a number of challenges that you might face when working in a multicultural work setting, which might not exist when working in a more homogenous environment. Which of these have you experienced? Take the language challenge for example, which when colleagues don’t all share the same mother tongue, there may be one language that dominates in the group, reinforcing the power and influence of some, and leaving those who don’t speak it as fluently potentially feeling marginalised. In a multicultural work setting you might experience different styles of communication. So in some cultures it might be the norm to be direct, clear and explicit to avoid misunderstanding, when other cultures, a more indirect approach is the norm to avoid the possibility of rudeness and giving offence. You may find there are different norms of nonverbal communication, including gestures, facial expressions, body language, as well as acceptable levels of personal space. In terms of power and status you may experience different attitudes towards hierarchy that might cause conflict. Some cultures are very respectful of the seniority of co-workers, where other cultures have flatter structures, and tend to be more egalitarian. There may be opposing decision making norms in a multicultural setting that you’re part of. Certain cultures will expect a great deal of analysis and preparation before deciding upon something, whilst others prefer to move into action more rapidly based on adequate rather than full information. Finally, one’s relationship to time can differ between cultures, depending on whether time is viewed in a linear or fluid way. This affects attitudes towards punctuality. So do take time to reflect what your preferences are in each of these dimensions. The greater our own levels of intercultural self-awareness, the better we are at appreciating that there is no right or wrong approach or way of doing things. Intercultural training which is focused entirely on the identification of differences in national cultural traits, such as the Dutch are like this, or the Germans are like that, really does run the danger of producing negative stereotypes. Stereotyping is inevitable in life, it’s a way of labelling our experience, giving us a shorthand, and has some foundation in truth, however Adrian Holiday contends that stereotypes are infected by prejudice, which in turn leads to otherisation. So we need to be careful of falling into the trap of labelling others in the workplace. Intercultural competence is about suspending these judgements, and being curious about a person that you’re working with as an individual. So to gain greater insight into how your culture may be perceived or stereotyped by others, the following exercise on screen may prove helpful. Imagine that a colleague is arriving who’s new to your culture. Be that new to your academic institution, to your country, or to your work sector. What notions or expectations might they have ahead of time, and where might they have gained these from? In a recent webinar that I delivered to postdocs on this topic, a delegate mentioned that when she had been new to the higher education sector, she had expected academics to be very scary because of the way they were portrayed in films or by the media as unintelligible boffins. Instead in reality, in her experience she found academics to be accessible, open, and supportive. So very often film or media representations can be biased or untrue. When developing intercultural competence, we’re aiming to suspend our assumptions derived from these types of secondary sources. I hope that as a result of this short video you can now appreciate a broad definition of what’s meant by culture, as well as a multicultural work setting, and recognise the combination of knowledge, skills and attitude which make up intercultural competence. You’ll have learnt about the benefits and challenges of working in a multicultural environment, and will in future be better able to avoid the pitfalls of negative cultural stereotyping. Please do refer to the list of resources which is included in the workbook for further information on the topics covered here.[END OF TRANSCRIPT]

Hi, I’m Sally Walker, director of SW Career Coaching Limited, and I’m a career and intercultural coach. I’ll be guiding you through this video, which is designed to provide you with practical ways of enhancing your existing levels of intercultural competence. It’s hoped that these insights will enable you to thrive in multicultural work settings. Please refer to the accompanying workbook as well for full information and further resources. As a result of engaging with this recording and the accompanying workbook, I hope that you’ll walk away with suggestions that you can practice when applying for job roles and when working in multicultural work environments. In addition, I hope you’ll also gain an appreciation that organisational cultures are constantly evolving, and that you can positively contribute to this process of building an effective culture by demonstrating high levels of intercultural competence. In this video I’ll cover the following three main areas. After briefly setting the scene about organisation and team culture building, I will share the 3R model to help you learn from intercultural incidents that you experience in future. Secondly I’ll offer some tips for successfully navigating situations where cultural differences are most notable, in interviews, meetings, and emails, within a multicultural work environment. Finally, I’ll provide suggestions to enable you to enhance three key areas of intercultural competence, namely how to increase your tolerance of uncertainty, build relationships based on empathy, and thirdly develop your cultural curiosity. Here’s a reminder of what we mean by intercultural competence, being a combination of knowledge, skills and attitudes required to get along with someone who has a different cultural identity. Please do listen to the recording entitled ‘intercultural competence and how it can help you thrive in multicultural work settings’ for more detail about definitions. Organisational cultures in academia and beyond can vary widely depending in part on different sets of values that they each seek to embody. Do refer to the Hofstadter insights article in the resources section for more detail. The organisational culture influences the norms of how relationships are built, how communication typically takes place, how trust is created, and how time is perceived. When researching career opportunities, try to find out not only about the job role you’re applying for, but also about the organisational culture by carrying out informal information-gathering meetings with individuals currently working there. Aim to speak to a cross-section of people, including those who have only recently joined, as they are likely to experience some sense of culture shock on arrival. When these cultural experiences are unexpected or surprising, we might call them intercultural incidents. Whether differences in cultural expectations, these incidents are most likely to arise or be noticeable during the application and interview process to a new organisation, institution or company, when you first are greeting someone who works or studies there and introducing yourself to them. During meetings, and then related to any type of gift giving, appraisals, and email etiquette. It’s therefore helpful to raise your consciousness when going into these types of situation, and be prepared for potential intercultural differences to exist. Being aware of this dimensional framework which is explained in full detail in the video entitled ‘cultural identity and current level of intercultural competence’ may be helpful when you’re encountering new organisational cultures. Recognising that new colleagues have some different as well as similar preferences to you relating to their explicit or implicit communication style, or their preference for consensual or top-down decision-making may explain intercultural incidents that you’ve experienced where you’re surprised or shocked by particular events or way of working. Remember that all of these preferences are positively framed, none are right or wrong. We just need to appreciate that our new colleagues, clients, or suppliers have a different cultural background to us as well as individual personality profiles, and that this influences their behaviours. For a practical application of the dimensional model, let’s look at how it might help you to successfully prepare for and carry out interviews at a new organisation, institution, or company, where cultural differences are likely to exist. Ahead of the interview, seek out an intercultural mentor, somebody who works in the new environments to gain their insights. Ask them about whether the organisation has an egalitarian or hierarchical culture. This may affect whether the interview is informal or formal in style, and might influence the decision making style and whether recruitment choices are made consensually amongst a panel of interviewers, or top-down by just one or two individuals. You could also ask your cultural insider about whether the organisation is task or relationship-orientated. If it’s the former, then it’s more likely that the interviewer will have a job description, and a results-based focus, or if the latter will concentrate on building rapport, discussing common interests or connections between you. Thirdly, you could find out whether this organisation culture typically has a low, that is explicit, or high, that is implicit, communication style. If the interviewer has an explicit style, they’ll be direct in their questions, and will expect you to be succinct and punchy with your responses. If the interviewer has an implicit indirect style, you’ll need to pause, reflect, and then focus on answering the question behind the question. Try to match the pace and tone of your answers to those of your interviewer. Finally, mirror the body language of your interviewer, considering not only eye contact, but how you walk, how you sit, whether you nod or shake your head, even whether you show your teeth or hide them behind your hand, different cultures will ascribe different meanings to each of these actions. Use your intercultural mentor to help you gain the intercultural knowledge you need to fit within this new organisational culture. When you do experience something that’s culturally unexpected, whether during the interview process or once you’ve joined your new multicultural work setting, journal writing can be a helpful tool for deciphering such intercultural situations. Using the 3R model, which was developed by Spencer-Oatey and Davidson of Warwick University, to reflect on intercultural incidents, may help to deepen your intercultural competence. First of all, report in your journal intercultural incidents you’ve encountered which surprised you or you found unusual, puzzling, irritating, upsetting, or significant in some way. Note down as factually as possible what was said, and any non-verbal body language involved. For example, where there was a conflict over a decision making process, or where you felt surprised about the way an interview was conducted, or the manner in which feedback was communicated to you. Next, reflect on the situation, try to spot the problem. Why did it happen? Did it arise due to language difference, conflict in communication styles, or different cultural values and assumptions? Consider using the dimensional framework outlined previously to help you identify the issue. Thirdly, re-evaluate the situation. What are alternative interpretations about what’s happened? Can you take a different perspective and practice putting yourself in another person’s shoes to exhibit intercultural empathy? How might you now repair things if necessary to demonstrate your intercultural resilience? What do you learn from this incident that might be applied in future? Here’s an example of an intercultural journal extract using the 3R analysis, taken from Robert Gibson’s book, Bridging the Culture Gap, which is mentioned in the resource list. This intercultural incident relates to a meeting situation which didn’t go as successfully as the individual had hoped. They used the 3R process as a reflective learning practice. You may find that you experience intercultural incidents when you lead or participate in meetings for the first time in your new organisation. Here are three intercultural tips to consider trying if you are re-evaluating new approaches for future meetings. Firstly, aim to achieve a balance of task and relationship building in a meeting, where you create time for introductions and interactions between participants, as well as goal setting and identifying action items. You could propose a longer communal lunch period for example, or work in smaller breakout groups. You could create greater rapport and establish more common ground amongst participants by introducing knowledge of their culture into the content of the meeting, for example by including words from their language into a presentation. Thirdly, if you’re looking for responses from meeting participants, allow time for multicultural colleagues to write down questions and share them, potentially anonymously in advance rather than seeking spontaneous input. Culturally, this might lessen power and status issues, and will also better accommodate those who have a more reflective preference, as well as those working in a second or third language. It can be helpful to take into consideration the following points when communicating via email in a multicultural environment, particularly where colleagues or clients do not share a common mother tongue or fluent language ability. Focus on sharing factual information rather than criticism or emotions in your emails. In other words, pause and respond rather than reacting. You may be misinterpreting what someone else has written, or the tone being used, because of language or cultural differences. Aim to keep an email relatively short, simple and polite. Make clear what’s being requested and within what timeframe. Be very selective about using jargon, slang, proverbs, complex words and acronyms, in case your reader is unfamiliar with these, and they might lead to a misunderstanding, or might highlight a power status difference. Be sensitive to how you address people, echo their use of titles and credentials. My final tip, don’t rely purely on email. Communicate in a variety of ways, including phone, video platform, and face to face, to build trust and common agreements, and to avoid misunderstandings. In this final segment, I’d like to propose strategies that you can practice to deepen your level of intercultural competence in three critical areas, which are tolerating uncertainty, building relationships based on empathy, and developing greater cultural curiosity. Being able to tolerate and even thrive on uncertainty is an important aspect of intercultural competence, and requires you not to rush to closure or judgement in multicultural situations. We often find unpredictable situations stressful and want to move through them as quickly as possible. In multicultural environments, not knowing what assumptions your colleagues, clients, or suppliers are working under can feel very challenging. However, taking time to consider options and listen to all sides is the key to understanding and ensuring that you don’t make significant mistakes. Here are some practical ways that you can strengthen your tolerance for uncertainty. Aim to be consistently factual and realistic about situations and demonstrate nuanced rather than black and white thinking. Slow down your judgement and decision making processes. Ask more questions, and aim to remain open and agile before coming to any conclusions. Actively participate in new cultural experiences and engage with individuals who have different cultural backgrounds to you. You might invite a new colleague to lunch or volunteer for a charity that puts you in a situation of newness and amongst people from a different cultural background. Forming strong reciprocal relationships in a multicultural setting increases cultural understanding and builds support and self-confidence, as well as strengthening your professional network. The more that you can learn about the culture of the individuals in your multicultural team that you’ve joined, the quicker you’re likely to feel you fit in. Showing empathy means you can imagine what it feels like to look through someone else’s eyes and stand in their shoes, and value how they see the world. It’s vitally important to be able to do to avoid misunderstandings. It’s often easier to feel empathetic towards a colleague when we can accurately read their nonverbal cues as well as tone of voice. This happens most often when we share a similar cultural background. You can often just sense when something isn’t right with them. Many of these signals however, such as nodding or shaking of the head, or the amount of eye contact, have different cultural meanings. This means we need to learn to slow down our normal response rates to others in order to question and interpret accurately what is being meant. When we try to build empathy and understanding with new colleagues, we often ask questions to find common ground together. In multicultural environments, it’s important to remember that cultures will different in terms of how long it takes to disclose personal information. It might be seen as intrusive in one culture to ask about topics such as family, salary, or health. In another culture, this information might be shared early on to build trust and empathy for each other’s situation. Here are some further strategies for you to practice to build empathetic intercultural relationships. Consider increasing the frequency of contact with an individual you’re finding challenging to interact with, rather than avoiding them. Take small steps, start with a greeting and a smile. Comment on neutral topics like the weather, moving later to a question about weekend plans. Gradually trust will hopefully start to build between you given time. Aim to find situations, aim to find similarities and areas of common ground with colleagues and clients, for example by talk of a shared hobby, similar education or family background, rather than focusing on the differences that appear to exist. Be prepared to share a little about yourself early on in the relationship to encourage your colleague to do the same. Practice asking for help, which demonstrates vulnerability and humility, by using the question, since you have deeper experience in, and name the particular cultural context, do you have any insights to share on X? Acknowledge your mistakes in an appropriate way, typically this will deepen your relationship with colleagues. However, there are certain cultural contexts where you need to learn from an intercultural mentor how to do this appropriately without making yourself appear weak. Finally, practice offering genuine, specific and factual praise to others, as well as sharing the credit for any part they play in your success. Having a genuine curiosity about other cultures and a desire to learn more about them is likely to give you a greater degree of intercultural competence. Here are some practical ways that you can develop greater intercultural curiosity. Firstly find yourself an intercultural mentor. A study by Osland et-al showed that individuals with an intercultural mentor fare better than those who do not, as the mentor helps to draw out more complex understandings of a new culture and provides an on-going dialogue. You can make culture explicit by asking questions of your mentor whenever you’re unsure about how to interpret verbal or nonverbal signals and reactions, or when you’ve experienced an intercultural incident. So do try to learn some words of the language or languages spoken by your colleagues or clients, as this may provide you with insight into the values of that culture. For example, Japan’s culture of politeness and respectfulness of status are reflected in there being more than 20 words for making an apology. Knowing this might help to heighten your sensitivity to this aspect of Japanese culture. In addition, trying to speak even a few words with colleagues and clients in their language demonstrates your humility. You may make mistakes, but this gives your colleagues an opportunity to help and advise you, and see that you’re prepared to be vulnerable. Language learning is a chance to become comfortable with the unknown, and it is likely to raise your level of empathy for the challenges faced by colleagues in your work setting who use a second or third language every day to communicate. Watching foreign films, or using an app such as Duolingo or FluentU, reading a newsfeed in another language, are all simple ways to engage with other languages. The recent 2022 cruise research project report noted in the resources section, which was funded by Erasmus, highlighted the importance of both experience with foreign cultures and foreign language competence as critical aspects of building intercultural competence. To that end, do all you can to actively seek out professional as well as social events that bring you into contact with individuals who have different cultural backgrounds to you. I hope that as a result of engaging with this recording that you now have a number of tools and approaches that you can use which should help to increase your own self-confidence when working and studying in multicultural work settings. You will have gained tips for navigating the potential intercultural challenges of interviews, meetings and emails, and finally do remember that organisational cultures are ever-changing, and that you can actively contribute to creating an effective and positive work environment through the conscious practice of intercultural competence. Please refer to the list of resources for further information on the topics covered here.[END OF TRANSCRIPT]

Hi, I’m Sally Walker, Director of SW Career Coaching Limited and I’m a Career and Intercultural Coach. I’ll be guiding you through this video which is designed to raise awareness of your cultural identity and will also help you to identify your current level of intercultural competence. It’s hoped that these insights will contribute to you thriving in multicultural work settings. Please refer to the accompanying workbook, as well, for full information and further resources. As a result of engaging with this recording, and the accompanying workbook, I hope that you’ll gain a greater awareness of your own cultural identity and intercultural preferences, to enable you to build stronger and more empathetic working relationships in a multicultural setting. In addition, you’ll learn how to assess your current level of intercultural competence and identify your intercultural strengths which will be important to highlight in job applications and at interview, as well as clarifying any development areas to be addressed in future. In this video, I’m going to cover these key areas: identifying personal cultural identities, ways to self-assess your current level of intercultural competence. Thirdly, showing a dimensional framework to highlight your intercultural preferences. Fourthly, how to use external resources to assess your level of intercultural competence. Finally. I’ll help you focus on your intercultural strengths and development areas. Please refer to the recording entitled ‘Intercultural competence and how it can help you thrive in multicultural work settings’ for full definitions of what we mean by culture and multicultural work setting. As a reminder, intercultural competence, or having a global mindset, is described by Deardorff as, ‘The knowledge, skills and attitudes that are required to get along effectively with an individual or a team with a different cultural identity to you.’ To work effectively with multicultural colleagues it can, therefore, be helpful initially to be aware of your own, cultural identity or make-up. Equipped with these insights will potentially be easier to recognise areas of cultural common ground, as well as differences between yourself and others. Cultural identity is described by Adrian Holliday as, ‘The collection of our multiple identities.’ These identities derive from the numerous social groupings that we’re part of, including those related to our nationality, gender, age, sexual orientation, family position, religion, hobbies, occupation, political ties and education. How do you identify yourself? Completing the culture-flower exercise yourself in the workbook might be helpful. Add in one of your multiple identities per petal. For example, son, French, cricket player, Muslim, only child, university educated. You can see my own examples shared here on screen. The purpose of the exercise is to raise awareness of your own cultural complexity and the output could be shared with new colleagues or your manager in order to build trust and seek out greater common ground together. This is a useful ice-breaker-type exercise. Once you have a sense of your own, complex cultural identity, we can explore your current level of intercultural competence and how well you practice the skills and attitudes which make up this particular competence. We want to know how well you tolerate newness, ambiguity and uncertainty. We can identify whether you actively listen, evaluate and interpret situations of people without judgement and with curiosity and empathy. Thirdly, reflect on your attitudes towards certain verbal and non-verbal behaviours. Initially, you might begin by asking yourself some self-reflective questions and noting down your responses in the workbook. How do you demonstrate that you value people from other cultures, even if you disagree with their beliefs and opinions? What specific actions do you take in meetings with colleagues to do this? Do you check and verify your understanding when listening to or reading something, rather than jumping to conclusions or assumptions? How curious are you about other cultures? What have you done recently to demonstrate this? Such as volunteering in a new cultural environment, or inviting a colleague with a different cultural background to lunch. Are there particular verbal or non-verbal behaviours that make you feel uncomfortable? Be honest, how do you feel about eye contact, tone or pace of voice, tolerance of accents? Finally, what language skills do you have? A dimensional framework, such as the one outlined on-screen, based on the work of Erin Meyer in her book ‘The Culture Map’ which is mentioned in the resources list, can be a helpful tool for raising your awareness of your own behaviours and preferred ways of communicating and interacting. Secondly, this knowledge may enable you to interpret and appreciate someone else’s perspective and behaviour without falling into the cultural trap of othering; that is, labelling others as wrong because their preferences or behaviours are different to your own. In your workbook, as I describe each of the dimensions, you might want to place an X to mark your own, typical, natural preference on each of the eight scales. The first dimension is about how you prefer to communicate based on your cultural identity and background. You may be a low-context communicator which means you’re explicit and direct; communication is precise, simple and clear, and messages are expressed and understood at face value. ‘I think we should do it this way,’ is an example of low-context communication. Alternatively, you might be a high-context communicator where you’re more implicit and indirect and where messages are implied rather than plainly expressed. A high-context communicator might say, ‘I wondered if we could possibly consider other alternative options of doing this.’ You may be somewhere in between on a scale. Where do you place your X in your workbook? If you’re a low-context communicator, you might perceive the high-context communicators to be confusing, difficult to read or understand or know what they really want or mean. A high-context communicator might feel that a low-context communicator is being rude and they prefer their own style which they perceive as being polite and subtle. The second dimension is around evaluating and how you naturally give negative feedback, whether this is done directly, frankly, bluntly or indirectly where the messages are delivered softly and subtly and positive messages are often used to wrap around negative ones. Place your X in your workbook. The next dimension relates to persuading and whether you prefer initially to focus on principles or applications first. Principles first, means that you present a theory or concept first before moving to practical recommendations and applications first, means you prefer the reverse approach. When presenting to audiences with different cultural backgrounds to you, this is a really important one to find out about ahead of time. An American colleague who has a preference for taking action and making recommendations started with these in a presentation to German colleagues and was frustrated when they interrupted her early on and asked her to present the background methodology to the project first off. They preferred principles rather than applications first. Fourthly, on the leading dimension, do you naturally prefer an egalitarian, flatter organisation structure or a hierarchical or multi-layered organisation where status and seniority are often of great importance? What about on the deciding dimension? Do you prefer a consensual approach, sharing decision-making in a group or a top-down approach where decisions are made by individuals, very often the manager, about what’s to be done? On the trusting dimension, what’s your cultural preference? Do you naturally get stuck straight into a task and build the necessary working relationships to get things done as you go along? Or do you prefer to spend time, initially, building key relationships and trust by sharing meals or having informal coffee meetings and then progressing to the task? On the seventh dimension, are you someone who views disagreement and debate as positive for the team? Open confrontation is accepted and appropriate and will not negatively impact the relationship. Or, are you someone who prefers to avoid confrontation as you view this as inappropriate and believe it will break group harmony or negatively impact on your working relationship? Finally, where will you place your X on the scheduling dimension? Do you have a linear approach to time where project steps are approached in sequential fashion, completing one step at a time? The focus is on the deadline and sticking to the schedule. Here, the emphasis is on promptness and organisation. Is your cultural preference for flexible time where project steps are approached in a fluid manner, changing tasks as opportunities and needs arise? The focus is on adaptability and flexibility is valued over structure. Please remember that in doing this exercise there is absolutely no right or wrong answer. All of these preferences can be viewed positively if we’re aware that when someone has a different preference to us, they are not doing so to be deliberately difficult or rude but as a product of their cultural upbringing, their background and personality. Take a moment to reflect before we move on about any specific intercultural incidents that you’ve experienced which relate to one or more of these eight dimensions. Where have someone else’s preferences been different to your own? Was this during an interview process, meeting new colleagues or whilst making a presentation? How can you, now, re-evaluate the incident so that you have greater empathy for someone else’s preferences? To enrich the self-assessment reflective work that you’ve done here on your levels of intercultural competence, you could also use certain external resources to help you gain even more information and insight about yourself. For example, I highly recommend that you complete the assessment tools available via the website if you haven’t done so already. You could choose to invest in the Intercultural Readiness Check, or IRC profile tool, with a personalised hour of debrief and coaching which is available via an external consultant, Alexandra Beaulieu. Please refer to the resources list in the workbook for more details. Finally, you might choose to seek feedback from others whose opinions you trust and respect. Often, principal investigators, peers, supervisors and other knowledgeable others can help you to identify your intercultural blind spots which may be talents and strengths that you do not recognise in yourself or potential areas for development in future. You’ll find a feedback template in the workbook, that you can use to send to a number of individuals asking them to rate you on various aspects of intercultural skills and attitudes. Armed with all this information about your current level of intercultural competence, which combines your own self-reflection with the feedback of others, you now have your baseline. You hopefully know more about your cultural self and the ways that you currently interact with people from different cultural groupings. You should be better able to identify your intercultural strengths such as whether you’ve got strong questioning, listening, evaluating or relationship-building skills. Do you test out alternatives, pause rather than rush to conclusions? Do you demonstrate attitudes of cultural curiosity and empathy? Many of these skills and attitudes are often naturally evident in a PhD student because of the very nature of the sort of research work you’re involved with. Are you highlighting them in your job applications and valuing them as highly as you should be doing? Finally, what does the reflective work you’ve done tell you about any development areas or gaps that you have that you want to address going forwards? What actions could you commit to, to develop your intercultural competence further? I hope that as a result of this short recording that you have a greater self-awareness of your personal cultural identity, your cultural make-up and of your cultural preferences in the workplace. I hope that you’re much clearer about your intercultural strengths and will be seeking to emphasise these in future recruitment processes and when joining new, multicultural teams. Finally, perhaps you’ve identified areas for future growth and intercultural competence development. Please, do refer to the list of resources in the workbook for further information on the topics covered here.

[END OF TRANSCRIPT]

A very warm welcome. And as I say, thank you. Um, some of you know me, some of you are like, who’s this person? So I’m the other Elizabeth. Um, so I’m the one of the other coaches on the Prosper programme, and I’ve been working with Prosper since its inception, uh, three years ago. So, um, I’m really pleased to be here and a tiny bit about me. Um, so I’ve been working around with researchers about 14 years, 15 years. I’m not an academic. Um, I came from the corporate world, but, um, worked for the university for a short while and became really fascinated in academia, but also, um, I’m really interested in people. So I’m a coach and I’ve been coaching across the business sector and across academia as well. Um, so I do one-to-one coaching sessions. I also do facilitation, and I’ve got a real passion as well for what I call early career. So, um, because I’m rather old and I’ve made lots of mistakes in my career, so I get an opportunity to say, here’s some things you might never wanna do. Um, so I’m quite vulnerable in that space as well. So that’s a tiny bit about me.

Um, well, working virtual, I have one rule. One is permission to be messy. Uh, things happen, people knock on the door. Um, tech things happen. So do what you need to look after yourself. Um, if you can pop, keep yourselves on mute, but there will be an opportunity to ask questions and contribute later. And if you can keep your cameras on, thank you. If you, for letting me know if you’ve got a camera problem. So that’s, um, useful too. You will need some pen and paper for scribbles.

Um, and how we’re gonna be working today is I’m going to set up where we’re heading today. Um, I’ll share a bit of context, then you’ll do a bit of an activity, and then I’ll share some other context and you’ll do some activity too. Um, and, um, the main part of the session you’ll be doing work on your own in terms of self-reflection, and there’ll possibly be a breakout room a little bit later on with about four people. So we’ve got, um, a little bit of an opportunity to just, uh, share the results of your profile, which I’m gonna invite you to, to take to, to share. So, so do you think you might stay? I always like to check, yeah. Okay. There’s a few nods sometimes, not too sure. But anyway, um, okay, so I’m just gonna share a couple of slides. Um, you’ll be pleased to know it’s not pa hopefully not. PowerPoints too heavy and there’s no role play unless you really want one. I can create one, but there we go. Generally people don’t like anything like that. So it’s a safe, confidential environment, I’m hoping.

Um, so let me just share where we’re heading today.Okay? So we’re gonna look at why, why we, what is this positive intelligence stuff? Why have we got a session called it? And what do you need to know about that? Um, we’re gonna talk about the inner critic, where does it come from? And if you’ve done inner critic work before, I’m sure you know your own, so it might be a bit of a refresher for some of this, but I’m gonna share a couple of models, um, about, uh, what the in critic is, where it comes from, and I’m going to share a bit of what the neuroscience says because I think sometimes we use different language and we, we don’t quite understand. And we know that the first steps in understanding and managing our own negative mindset and shifting more towards a positive intelligence is when we understand it a little bit more. Um, and then I’m going to, um, invite you to complete what they call the seven personas of your inner critics. So you should all have a paper copy or access to a profile tool, and if you haven’t, if you can, um, pop that into the chart and Stefania, you’ll pick that up. Um, we’ll talk about that a little bit later. And then I’m gonna offer some strategies, um, to help build your own positive intelligence, um, based on really effective strategies from my world that I know that have been proven.

So, um, so I’m gonna ask you to stay open and curious and, um, again, when we’re working in small breakout rooms, just to be respectful, um, in terms of confidentiality, we are recording, but we will cut out any of the conversation. Um, so any of the tools that I share today, please feel free to take them away. Um, I’m gonna ask that we keep the conversations either within the confines of our small breakout rooms or if there’s some conversation in the bigger group that we do that. So I’m hoping that is okay for everybody. Is that okay? Let me just have a little check. Is everybody okay with the confidentiality? Super. Okay.

So, um, we are gonna begin with the end in mind. And again, this is another little technique. So you’re gonna just grab a piece of paper and a pen. And, um, given where we’re heading today, I’m gonna invite you to set your own intention for the session. It’s a, it’s a small goal, but I’m gonna ask you to do it in a certain way. And the technique is called Begin with the end in mind. And again, it’s based on positive psychology. And very often when we come to a session like this or we go to a meeting, we think about what we don’t wanna have happen. And this is, we’re doing the reverse of this. So what I’m gonna do is I’m gonna ask you to set yourself a little intention for the session today. Again, you can, um, write this down for yourself, and we’re gonna do this in a certain way. It’s called With the Begin with the end in mind. It’s by a guy called Stephen Covery, who wrote a book called The Seven Habits of Highly Effective People. And it’s a way of really helping us focus on what it is that we really want.

So I’m gonna ask, ask you, what do you wanna be saying at when we finish at 1130 today? What is it you wanna be saying to yourself? What is it that you want to have? And we ask you to do this in a certain way. It, we ask you to write it in the present tense as if it’s already happened. So I am or I have. Um, and it needs to be positive. So what do you want? What do you want to be taken away? It needs to be personal to you, and it also needs to be possible.

Um, and it’s a great practice to get into. Again, we can do this for meetings. Um, I think, uh, we did this with, um, with my Prosper group. We set, we went to the end of the program and said, what is it you wanna be taken away in six months time? What is it that you want to be focused on and taken that away? So I’m just gonna give you a minute to write that down. I’ll keep the slide up so you can see how it’s written, and then I’d like you to write that down and keep it somewhere. You can see it through the course of the morning. So what do you want to be saying as you leave the session? Making sure it’s in the present tense, that it’s positive about what you do want and it’s personal to you.

Okay, so I’m just gonna move us on and, um, I’m just gonna set up, uh, and answer that question, what, why positive intelligence? So I’ve been working across academia for about 10 to 14 years, and what I, I notice particularly working with a lot of high achievers, very successful people, um, that includes you even though you might not feel that. Um, is that a very, when it comes to the inner critic, that there’s a very harsh, critical voice that might be, um, sometimes a little bit harsher than I sometimes see in other sectors. And I got really curious about this and wondered, um, what is it that stops us being, treating ourselves with kindness and compassion? And actually that, that voice that, um, that can be quite strong.

Um, what I was noticing is that that had, it had certain personas and there were certain things that I saw more in academia that I didn’t see in the business world. And then I came across, um, um, Chamine’s work, which is, so what we’re gonna be talking about here is from a book called Positive Intelligence. We’ll put all the links in the chat later on, and he came up with some personas. And when I was reading that, I went, oh my gosh, that’s what I see. And wouldn’t this be great to help people explore a little bit deeper around this positive intelligence and actually how our inner critic gets in the way. So that’s a little bit of background.

So I guess my first question, I’m just gonna think, get you to think about that and put your best guess. There aren’t any prizes, I’m afraid. What a shame. But anyway, so the question is what do you think positive intelligence is? So what would be your best guess? Um, and you can either pop that in the chat or if there’s anybody who would like to, um, I’m just gonna remove, can I remove the spotlight, Stefania, just to, so I can see everyone? Thank you. So let’s put somebody like to have a little guess about what positive intelligence is. Yes, great techniques to stay optimistic. Yep. Yes, some of that. Anybody else? Less acceptance of difficulties. Yeah, there is something about accepting them and also being really aware of them and being realistic. Great. So it’s all of that. Okay.

Um, so let me, let me, um, let me talk a little bit about how, uh, Chamine talks about positive intelligence. So our mind can be our best friend, or it can be our worst enemy, and it has a direct impact on whether we reach our potential or not. So we’re probably a lot more familiar with IQ, our intelligence or EQ, which is our emotional intelligence and our emotional intelligence, and they contribute to our maximum potential. So that’s our potential, that’s our maximum potential PQ or positive intelligence determine determines how much potential we will achieve. And what he talks about is the MA PQ measures the amount of time our mind is serving us in that positive state versus the amount of time our inner critics driving the bus. And if we’ve got a higher, um, PQ, so if we’re able to work with, um, we have more positive intelligence and our PQ rating is higher, then we are gonna be able to work more to our potential and in that voice.

Does that make sense? And he goes into a whole science about that, and I’m not gonna be doing that in our 90 minutes, um, because you can go and do that if that’s something that you want to do. But I just think it’s really interesting way to think of, actually I self sabotaging myself. What’s the conversation I’m having with myself? Am I being positive or realistic or getting back up after a disappointment, or am I just using that really harsh voice? So the good news is that once we understand more about how our own minds work, we can then start to practice and build that up.

And he’d identifies 10 personas of the inner critic and that inner critic that stops us from really reaching our full potential. And I’ve taken, I’ve taken three of them out, so we’re only gonna be looking at seven of them today because I think when he was writing the book, my sense is the other three that he put in 10 made a nice number. And I think we can get away with seven. And actually the seven that I’m gonna introduce you to later, the ones that I see more around what I term academia, I’m not saying they’re not outside academia, but I think once you start looking at the titles and the descriptions, you will absolutely recognize, oh, I’ve got a bit of that, or I’ve seen that. Or this is something else as well. So it’s a just a nice way for you to understand a little bit more about, about your own. Um, so we’re gonna dive a little bit deeper into the inner critic. And I’m also going to, um, share another model with you to understand the, um, just to understand the, the neuroscience.

Um, we all have an inner voice. Um, it reminds us to pick up milk on the way home from work. Um, it helps us to problem solve. Um, uh, if we’re practicing a presentation or we’re scoping some work out, our inner voice is part of our work in memory. It helps keep information active. Oh, I must remember to do that. Oh, I’ve got the Prosper session to do this. Oh, I must do that. I have to send that email. But we have an inner voice. It’s normal. We all have it. Um, and, um, it can be really helpful because it can help us rehearse things when we’re doing presentations. Um, it helps us at an interview if we haven’t gone into inner critic. So it can help us plan for questions, think about things that can be really, really helpful.

Um, sometimes this really helpful inner, inner voice wanders into harmful chatter. And when it wanders into harmful chatter, that’s where the inner critic comes out. Okay? So when it’s normal, the normal kind of chatter, that’s fine. When it wanders into the negative, that’s what we’re call in inner critic, it’s that negative chatter. And the chatter’s generally very harsh. Um, and your, your chatter will be quite unique to you. So it’ll tell you some amazing stories about why you shouldn’t really, you won’t be very good outside of academia because of blah, blah, blah, blah or whatever. It’ll have some fantastic stories to tell you. Um, it’s, it very often will come from our younger self, the teacher that gave us some feedback when we were small that we’ve, we’ve taken on board. Um, so we, it it’s informed by our caregivers very often. It comes from our younger self, and that’s where it establishes. So when we’re very young, it can be really helpful to get us through school and I’ll talk about some examples later on.

But the role of the inner critic is, it’s not good or bad, it’s to keep us safe. That’s it. Okay? It doesn’t want us to mess up upset ourselves, just play small more. Um, and if if there’s a perceived danger, then it’ll show up. Okay? And everybody is unique and everyone’s in a critic is unique, but there will be some commonalities between them.

So I’m just gonna take a pause just to see, is this making sense for everybody? Yes. Okay, good. So you’re a, you’re inner critics are going, mm, we’re not too sure about this. We’ll, the jury’s out.

So, so I’m gonna share, um, I’m just gonna share another, um, model. Um, this is a really familiar model, which I know some of you will already know. And we’re just gonna touch on the neuroscience, because I think it’s useful to know what part of the brain, uh, when we’re looking at positive intelligence and we’re looking at the inner critic, where does it come from?Um, so I’m just gonna share a little model, um, which as I say, I know some of you will have seen. Here we go. So, um, Steve Peters is, uh, professor Steve Peters is, uh, a, a thought leader. He wrote a book, uh, in 2011 called The Chimp Paradox. Um, and, um, you may be familiar with his work. Um, he was the dean at the medical school at Sheffield, and he was, when he was working with his medical students, what he was noticing was that when it came to the, the workings of the brain, it seemed all very confusing for people. And he was like, how can I make this simple for people to kind of go, actually, this is how the brain works, this is what, what would be most useful? And he came up with what he called the chimp paradox. And, um, like all models, it isn’t correct, but it’s a very simplified way of, um, helping us understand where does the inner critic come from, um, and how can I be more in my best self if I’m gonna increase my, um, positive, my positive intelligence, which part of the brain do I need to be in, and how do I get in there? So Peter’s talks about that we have two thinking systems.

So we have the prefrontal cortex, which is the little human person which he actually calls the human. And that is our smart executive functioning part of the brain. It’s the human, the what he calls the human. It thinks logically and rationally, it’s able to get perspective. It can get us back up after a disappointment and it can get, um, it has some real, its success is all about values and what’s important. So it looks internally for success and is actually can be quite realistic as well. It, it, it can get real perspective and it also is able to put things in a timeline. So, and it will work with what’s in front of us and the reality of life that sometimes isn’t quite fair, but actually it can probably deal with that. So that’s the prefrontal cortex. The other part of our, the other thinking system thinks very differently to us. And that is, um, what he calls the chimp. It’s the orbital frontal cortex, uh, represented thereby little chimp. And that thinks really differently to you, that thinks emotionally and in it thinks in feelings and senses and intuition. So when it perceives danger, it will react.

So you’ve probably heard a fight flight freeze. So that comes from that area there. And this is our kind of inner critic area, so it thinks really differently to us, and it will, it’s again, designed to keep us safe. So it will catastrophize, it will look at what’s the worst thing that’s going to happen. Um, it’ll look at consequences about what might happen. So it, you know, if you might have what I call a what if thing in a critic, so what if this or what if that or what if the other, um, particularly if we’re trying to do something we’ve never done before, um, it doesn’t have a concept of time. So everything you know, that happened a long time ago is brought back into the present moment as if it’s very real.

And how it works is that actually, so we’ve got these two parts of our brain and they work really differently to us. So logic would say, well, why don’t we just ignore the chimp part of the brain and just kind of like, just forget it. But actually it doesn’t actually work like that. So, um, that part of our brain thinks five times quicker than us. Um, it’s designed for safety. And every north point north seven of a second, it scans for danger. So, you know, for those of you who didn’t know me, when, when you rocked up today for this session, you pro your chimp was probably thinking mm, sure about her. Mm or you’ll have made it, you’ll have made an opinion, is this safe? Is it not safe? Is it safe? Is it not safe? So it, it thinks really, really quickly because that’s what it’s designed to do. And it reacts when it in, when it, when it perceives a danger. And if you think about the things that it thinks is a danger now, so anywhere we might be unsuccessful or we we’re risking looking stupid, it will react and can take over. And again, going back to what we’re talking about today in terms of positive intelligence, what we’re trying to do is quieten that part of our brain to really work with it and manage it. Because actually when any anything comes into the brain first, it goes to that area first and that it’s kinda like the gatekeeper really. So we really need to understand more about it.

So I’m going to just pause there because that’s neuroscience in five minutes. And I’m just gonna ask, is there any questions before we go onto the next bit or did that make sense? Okay.

So we’ll possibly come back to that in a minute. Um, but for now, what I’d like you to do is, is you’re gonna need your profile. So if you’ve got access to it, and you could get that, and I’m just gonna explain a little bit about, um, about what we’re gonna do next. Let me just share. Sure. Okay. So what you’re gonna be rating yourself against is what they call seven personas of the inner critic. So you’ve got the judge, the stickler, the pleaser, the restless, the hyper rational, the hyper achiever, and the controller.

Okay? And I’m not gonna, I’m not gonna read all of this. So what I’m gonna ask you to do is, um, grab your profile and what you’ve got is that you’ve got a description of each of the seven of the personas. And what I’m gonna invite you to do is read through each of the personas and at the bottom of each of the, um, descriptions, you’ve got a one to seven. And what I’d like you to do is rate yourself. So if you read through the judge and go, yeah, that’s, that’s a seven, I recognize everything on there. That’s, that’s very familiar. Um, and if it’s a lower score, that’s fine. Don’t worry about the scores. They only mean something to you. It’s not good or bad, it’s just a score. And then what I’d like you to do is I’d like you to go through each one, take your time. We’ve got, we’ve got about 20 minutes to do this. I’m gonna ask you to do it on your own. Um, and then at the very end you can move all your scores and summarize them and then we’re gonna come back and have a little chat about it. Is that okay? Okay.

[Solo activity]

So we’re just coming up to the 15 minute mark. I just wanna check in and see how you’re doing. And does anybody need any more time or is that in, okay, good. Um, and one of the reasons I wanted to do this as well is that, you know, we’re only starting the conversation here, so I’m gonna be encouraging you to take this away and dive a little bit deeper into it. But, um, okay, great. So I’m gonna ask you to pop your cameras back on for those who are able to. Thank you. Um, and just before, um, I’m gonna, we’re gonna go into some breakout rooms. I’m gonna offer some, um, discussion questions, uh, just for 15 minutes.

But just before I do, um, I just wanted to mention, um, that, um, when we were talking about the neuroscience and I was sharing the chimp model, what’s really interesting is that actually that part of our, that part of the, our security, our kind inner critic, the chimp part has drives and the survival drives. And um, what’s really interesting is looking at those, some of those survival drives and this profile you can see. So one of them is that actually we have an inbuilt and some of us will have stronger ones than others. We’ll have an inbuilt competitive drive. Now if you think about, uh, primates in, in, in a, in the wild that keeps them alive. And again, when we were kind of hunter-gatherers, that part of the brain before our prefrontal cortex was really well developed was, again, there’s that competitiveness. So you can kind of see where those survival drives and how they show up today can actually be helpful or not so helpful.

The other one, which I see a lot around, not just academia, but it’s what I call the troop drive, chimps can’t survive in the jungle on their own as human beings. We need other people to survive and connect with. So very often, uh, I’ve got a very high troop drive, which resulted from some, as a kid at school being had no friends for a few weeks when they all fell out with me for something that’s quite brutal at seven. So I learnt to people please, great, just say yes. Yep, I’ll do that. I had lots of friends, it was a great coping mechanism to get through school when I stepped into a management role and everybody wanted the day off and you go, oh yes. Or who wants to volunteer to do this? Oh yes, I’ll do that. I didn’t really want to, but actually, but it was an old habit that’s actually an inbuilt drive to keep me safe and secure. It just wasn’t very helpful. And when I went through my own coaching journey and some of this was, it was like, oh, it’s just something I learned to do. People might still like me. Well they might not, but they might still like me if I say no. So let’s try it and see. So again, it’s quite an interesting one. I see troop drive a lot in, um, in teams. Um, and also a lot of new people join a team. Oh, we’re not sure about this person. Well, we like them to start with and then we don’t. So we’ll all get together and push the person out. Sure. None of that goes on, but it’s, you, you kind of get the gist right.

So what we’re gonna do is I’m gonna ask, um, Stef if she can put us into groups of four for 15 minutes and I’m gonna share some, um, you might wanna take a little picture of this. Please feel free. You don’t have to stick to this. The, these are just some invitation. The purpose of this is one, a bit of networking, saying hello to people, but also to share what you feel comfortable to share, share in your groups around these questions or anything else. So again, um, let me just, okay, so what stands out for you of your own profile? Were there any surprises? Um, what would change at work? Um, or in your personal life if your judge or one of the other voices was quieter? So, which is the ones that shows up the most, which is the loudest one? You will find that, um, the judge is the, uh, is the, is the, is the main critic if you like, and can very often kick start all the others. So we all tend to have a judge. Um, some of us might have a quieter judge. Uh, my judge comes out around particular people, so you might wanna think about when they show up and stuff and I’ll offer some questions later. So, um, what stands out for you? Any surprises? Uh, what would change at work or in your personal life if your judge or one of the other voices was a little bit quieter, um, and you might wanna appoint a spokesperson. ’cause when we come back, I’m just gonna, we’ll, we’ll check in with each of the rooms. Uh, and I might pop in if that’s okay not to check up, but just because it’s lonely sitting here on my own when you are all having conversations. So I might pop into one of the rooms.

[Breakout rooms activity]

What we know about really smart, successful people is that they’ve got a really heightened level of self-awareness. And so, um, what we’ve been doing today is offering a structure to give you more information about what voices allowed and what aren’t. So I think that’s the first stage. And then it’s about deciding, um, where, where you wanna make that change. So do you wanna quieten it down or, or do you wanna dial it up or to bring that more imbalance? Because sometimes it can be quite helpful. And, and I think that’s where the, um, that’s setting those small goals and intentions. So I’m just gonna share, um, just a couple of slides, um, to just make that point and I’ll, I’ll come back to your question if I may. I’ll, so here we go. Um, thank you to Disney. I just love this picture, but there we go.

So the, the, the first part is getting to know ourselves, but also knowing our kind of inner critic. It’s not good or bad. It’s there to help us. Sometimes it doesn’t. And when we want to start making changes with it, whether we want to dial it down or dial it up, is that actually we need to know when it shows up, what are we doing, who are we with and when does it not show up? Okay? And then what do we need to do differently? So we’re going to send those questions out. So again, Ross, it’s about what is it you want to do differently and what’s stopping you getting in the way? Generally when we, when we step forward to make a change, we always do what we’ve always done, but we have to do something different when we’re trying to build a habit. Um, and the next, um, I’ve got a couple of slides which we’ll talk to. There’s a guy called James Clear who wrote a book called Atomic Habits. I know some of you know the book. Um, and he talks about, I think it’s a really interesting idea is that when we want to do something different, before we do the different, we need to build a habit.

So he talks about going to the gym, okay, so 1st of January we’re going to go to the gym every day for 30 days for two hours. That isn’t going to happen. No. And what he said is that when we’re building a habit, we need to, to do that in tiny, tiny steps to build a habit. And he gives an example of, so you get up for the first three mornings and you get in the car and you go to the gym and you drive back. But you don’t go in but you just get the habit. Uh, or you might, like for me it’d be put my pack, my bag and put it at the bottom by the stairs, because if it’s not there, it’s not gone, I’m not going to be getting in the car. It’s a bit like, don’t want to use my mobile phone very much. So move it out the way, what I need to disrupt, what might disrupt my current habit. And then once you move the habit, then you need to check in the belief about what’s the belief that’s that again.

So there’s a number of things when we’re making those changes, what’s the habit? What do I do at the moment? What do I want to be different? And what’s the belief behind that? So, um, very often our belief around motivation and work hard and strive hard and keep going is there’s a fear that actually if we, if we dial that down and we don’t, when we’re not motivated by fear, is that actually all our success? And that will just disappear. And actually we know the research is that actually that’s not true. We know that actually when we’re kinder to ourselves, particularly in struggle around appreciation and self-compassion, that is actually as much a driver as that harsh voice. We also, when we’re making a change, also need to prove that those things that we’re telling ourselves that will happen won’t happen. So I’m going to apply for this job. Oh, don’t bother, you won’t get it. Well I’m going to apply for it anyway. I can only do my best. Um, you might not get it, but you could, but you can still have a go. So we have to try and build those habits. Has that answered your question?

Yeah, but the first stage is being aware of it and then we can do something about it. Because actually what we’ve been doing today in our 90 minutes is bringing stuff into your, from your subconscious into your conscious mind. When it’s in your conscious mind, then you can start to change it. A lot of this stuff, it, we didn’t even know it. We didn’t, might not even known it was there. So thank you. I think the thing is, and I always say to people, do you want something to be different? If you don’t, then you carry on. Uh, you, a lot of this is around choice. What’s the choice that I want to make?

So I’ll share a really silly example, but it’s a really, so I worked with a medic, a medical, a GP, so do a lot of work with medics, England healthcare professionals. And I had, um, uh, a GP and she said, I said, what do you want to be different? She had a very harsh judge and she couldn’t take any time off at all. She had to work all the way through her lunch hour. And I said, what, what is it you want? She said, I’d just like to have a lunch hour. She said, even half an hour every night. And I said, well, what gets in the way? She said, oh, I can’t stop. Somebody might need me. So I said, well, okay. So we got a call on permission slips. So she got some post-it notes and she put, I give myself permission to have 30 minutes today for lunch. And she popped up and a laptop like that and I couldn’t wait to see her to see what happened. So anyway, she did it three times in the week. And then she, when I met her the next time, said, how did you get on? She went, well, two people interrupted me. And I just said, can you come back? And I said, what did they do? And they said, okay. And so she went, oh, right, I can have a lunch hour. Very tiny step, very tiny step. But actually what that did was actually start to give her a different perspective of, well, if that’s not true, what else might not be true?

You know, our brains are re you know, we, we are hardwired for this stuff. You know, we’ve worked very, very long, many years and now we’re thinking we might want to change it. So we have to be really gentle with ourself, but we actually have to really start with small steps because that voice can make us, it, it can really stop us in our tracks. So we have to start in small steps and then other people maybe not. So, so does that make sense? I think it’s about choice. If you want something to be different, there are certain periods of your life where you, you might not want it to be different or it’s not appropriate for whatever reason, but it comes down to how your choice. So thanks.

Okay, so I’m conscious of time and I do have some other couple of slides that I’d like to just share. Um, building on, uh, some of the techniques to this go. So again, um, we’ll get a copy of these slides as well.

Uh, the other strategy is what I call building reps. You have to practice this stuff. So, um, with my GP friend, she could have done, like, she did it over a period of a month to keep, you know, sometimes it wasn’t appropriate. It wasn’t realistic to have a lunch hour. Like every day she got maybe one lunch hour, every so many weeks was better than nothing at all. So it’s what we call building reps. The more we practice the new habits, then we create a new neural pathway and a new belief. That’s how this stuff works. A bit like going to the gym and actually our muscle memory then carries on when we’re not in the gym, if you like, because that’s what we do. And we have those new habits now. So, um, and it takes practice, and it takes commitment even when we don’t feel like doing it.

So, um, the other strategy is what I call self-compassion. There’s a lot of work by a lady called Kristen Neff who’s done a lot of research. She’s an academic researcher over in the States. Um, she’s, she’s spent her life work on the, um, things around self-compassion. And she talked, she says there are three components of self-compassion. And again, um, I’ll send out a link to, um, had a TED talk that she’s done on self-esteem and self-compassion. It’s only 20 minutes, it’s very interesting watch. Um, do we treat ourselves with the same kindness as we would a good friend? So do we talk to ourself? You know, when you don’t do something that doesn’t work out, do you, would you say that to a friend? Uh, it’s a really good check in point, um, very often, and I think this is the one that’s a real crucial bit for me around compassion, is that when something doesn’t work out for us, we tend to judge ourselves about why we’re different. And what she calls it is common humanity. Where am I the same as others? If someone had spent lots of time trying to publish some piece of research and they’ve spent hours and hours and it doesn’t, it doesn’t get published, what would I do? Like where am I, what would I say to someone else in that situation? Well, of course you’re going to feel upset and disappointed rather than, what have I done wrong and I should have done this? So again, that common humanity looking to see, um, where am I the same as others? And again, that does a lot again for positive psychology and that actually about being really mindful. So being present in our struggle. Um, and as I say, I’ll send that link out later on because it’s, it’s kind of really interesting.

Um, the other one, um, is practicing gratitude. Um, this is a really, really simple, um, effective technique that you can do two minutes before you go to sleep of a night. I’ve been practicing gratitude for about 15 years. I do it every night. Um, and I write three or four things that I’m grateful for. Um, my dad had cancer, um, in 2017, uh, and we had two years of in going through treatment and I practice gratitude every day through those treatments, even when it was going to cost us for a cup of coffee after his treatment. And he went into remission. And I could have spent two years worrying about him, but I didn’t. And actually it was about what can I focus on even in the struggle, which was those conversations got really funny sense of humour as well. So, so gratitude practice, again, we are programming the brain to kind of go, what’s working? What’s working well, what can I be thankful for? Uh, loads of research again about, about that.

And then the other bit is about how do we develop our inner leader? And I know for those of you who’ve been doing Prosper, you know, you’ve probably been spending a lot of time on your strengths and your skills, your personal brand, thinking about how you can really develop those, those strengths and those things that you can be counted on four. Um, so I think the whole Prosper journey has really been supportive of that. And again, probably has given you, if you think about where you started five months ago, probably a lot more information about your own skills and strengths and what you can be counted on four, um, then you maybe had five months ago. And again, in terms of that, that focus as well.

So I’m very conscious of time. That’s the quickest, it’s always the quickest 90 minutes. And, um, I just want to give you, um, a little opportunity to go back to that piece of paper that you set, that you picked up this morning. Um, and set yourself a little intention with the, begin with the end in mind and then see how you got on. So how did you get on? I’m not going to ask you to share that. What is it, what did you do?

And then my second question is, what I’d like is to, for you to pop in the chat, um, what’s your, uh, number one takeaway? What’s been most useful for you? What’s one action maybe that you’re going to take away to reflect on, think about, um, to take this forward of anything that stood out. And if you haven’t enjoyed yourself and you’ve thought it’s not been very good, well if you could just make something up that’d be really helpful to make me feel better. Um, so have a think about what’s, what’s the one thing that you’re taking away today? What is it that you might try? I’ll invite you to pop that into the chat if you want to. If you don’t want to, that’s fine too. And just give you, um, couple of minutes to do that. And then I’ll just ask if there’s any final question. Thank you for taking time out your diaries today to come and, uh, and do some stuff together.