Ultraverse Coaches

20/07/2022

26/10/2021

The Key to Personal Effectiveness
Introducing the Insights Colours

Let's explore the colours in more depth. Remember that we have all the four energies in us. For the moment though we are simply looking at our dominant energy, the energy we find most comfortable to use. Our different Insights Color Energies and their qualities will be present at different times.

Cool Blue
Your overall preference is for being structured, organised, functional and formal. You are probably able to ignore distractions and maintain your focus better than many of your colleagues.

Earth Green
Your overall your preference is for being personal, apparently relaxed, friendly and informal. You are probably able to concentrate on one thing for long periods of time and perhaps prefer "depth" to "breadth" in relationships.

Sunshine Yellow
Your overall your preference is for being stimulating, personal, cluttered and friendly. You probably have developed a broader sphere of interest and present yourself to a wider audience than many of your colleagues.

Fiery Red
Your overall your preference is for being busy, formal, efficient and structured. You probably like to start a task by looking at the outer situation rather than the underlying ideas. And perhaps you are more vocal than some of your colleagues.
…To be continued

Ultraverse Consulting Pty Ltd
www.ultraverse.co.za

25/10/2021

The Key to Personal Effectiveness
Our Perceptions

Your personal effectiveness is a function of the quality of your relationships and your capability to complete your chosen tasks.
Before we explore the four basic Insights colour energies and the characteristics associated with each, it’s important to understand the nature of perception and its importance in our relationships with others.
To connect effectively with others, we need to understand first how we perceive the world and then how others see it.
Everyone sees the world through the filter of familiarity. Our perceptions are coloured by what we know and what we believe, the labels that we use to describe the things we see around us everyday. This system of knowledge and belief is often described as a 'world view' or 'paradigm.'
The influences of our family, school, friends, associates and environment are significant in conditioning our perceptions. This conditioning creates paradigms that become biases and the source of our attitudes and behaviours.
Perhaps the most important insight to be gained from the understanding of perception is that two people can see the same thing, disagree, and yet both are right. It's not logical - it's psychological reality. Our paradigms, correct or incorrect, are the sources of our attitude and behaviours, and ultimately affect our relationships with others.
“All our knowledge has its origins in perceptions.”
– Leonardo da Vinci
“The World exists not merely in itself, but also as it appears to me.”
– C. G. Jung,
Psychological Types

…To be continued

Ultraverse Consulting Pty Ltd
www.ultraverse.co.za

22/10/2021

The Psychology of Self-Understanding
Your Preferences…Your Colour Energies

Cool Blue energy is the combination of the Introverted and Thinking preferences -producing a style that is task-focused, calm under pressure, thoughtful and objective.

Earth Green energy is the combination of the Introverted and Feeling preferences -resulting in an approach that favours depth, reflection, harmony and consensus.

Sunshine Yellow energy is the combination of the Extraverted and Feeling -preferences coupling sociability and consideration for others with being action-oriented and entertaining.

Fiery Red energy is the combination of the Extraverted and Thinking preferences -enjoying high activity, working with others, being logical and focusing on facts.

Please join us for the next series - The Key to Personal Effectiveness - where we will explore the beauty of the colour energies in a bit more depth.

Ultraverse Consulting Pty Ltd
www.ultraverse.co.za

21/10/2021

The Psychology of Self-Understanding
Sensing and Intuition: Jung's Irrational Functions

Which is Your Preference?

Some people prefer to deal with actualities - take in information with five senses - SENSING.
Some people prefer to deal with possibilities - take in information with the sixth sense - INTUITION.

Sensing people are practical and enjoy 'hands-on' experiences. Their inventiveness comes from a traditional approach to understanding, based on real experiences. They often want specific information and they live in the present. At work they rely on what they understand and seek straightforward realistic suggestions to accomplish tasks.

Intuitives seek the meanings behind, and associations between, various experiences, concepts and relationships. They absorb information because of their perception that intuition is based on an unrestricted approach to understanding. They are inventive, original and enterprising. Intuition can be considered as a 'sixth' sense. Intuitives are best motivated when they are allowed to be independent and are not required to follow routines.
…To be continued

Ultraverse Consulting Pty Ltd
www.ultraverse.co.za

07/10/2021

Thinking & Feeling – Jung’s Rational Functions

Which is Your Preference?
Let’s consider another dimension - Thinking and Feeling.
You need to look a bit more closely at a person's behaviour to identify whether they make their decisions from a Thinking or Feeling perspective.

Thinking types make decisions in a logical, analytical way, preferring to be objective and detached. They are prepared to criticise and prefer their goals and objectives listed. They like to offer an impartial view.

Feeling types focus on the impact their decisions will have on others and are concerned with human and relationship issues. They use friendly persuasion to get a point across and prefer tact to blunt truths.
It must be noted that people who make thinking decisions are not unfeeling and people who make feeling decisions are not devoid of thinking. Most of the time, however, we make our decisions from one preference over the other.

Thinking and feeling are both 'rational' functions. These functions are used in decision-making, evaluations and judgments. Jung's work classifies people into either 'head' persons or 'heart' persons. The 'head' person prefers the thinking function and organises/decides according to the rules of analysis/logic. The 'heart' person prefers the feeling function and organises/decides on the basis of values and individual worth. Only one of these functions can be in use at a given time, as Jung surmises, they are mutually exclusive.
…To be continued

06/10/2021

Introversion vs Extraversion

As children, Introverts probably ignored distractions from outside themselves and were able to concentrate on one thing for long periods of time. This may have continued into adult life and especially into the Introvert's career. Introverts like time for study and to gather information, concentrating on concepts and understanding. Problems may arise for some Introverts if they are thrust into outgoing group activity too quickly.

Extraverts probably both delighted and exasperated their parents by their high level of activity and restlessness. Extraverts often develop a broader sphere of interest than Introverts and have wider networks. Unlike Introverts, Extraverts prefer to start a task by looking at the outer situation rather than the underlying ideas. Extraverts may need constant encouragement from others and are often more vocal than Introverts in communicating their ideas.
…To be continued

04/10/2021

The Jungian Preferences

In his pioneering work "Psychological Types", Dr Carl G Jung suggested that people have different psychological preferences, which give them a different perspective on situations. Understanding these different perspectives and 'attitudes' is highly relevant to understanding organisational and cultural requirements and the needs of people in relation to motivation and leadership.

The classification of people into psychological types is particularly helpful in explaining how relationships work. Much of your success in life depends upon the quality of your relationships. Important relationships may include your relationship with a life-long partner or your interactions with your work colleagues. In order to understand and improve your relationships with others, you first need to know your own psychological preferences.

With our psychological preferences we can develop what comes less naturally to us and become effective at our less natural behaviours. However, the majority of the time we will still retain our original preference. This is particularly true when we are under pressure.

Jung talked about three pairs of preferences:
· Introversion and Extraversion
· Thinking and Feeling
· Sensing and Intuition.

The Insights© Discovery model is built on Jung's work. The understanding of individual differences that the Insights© Discovery Model provides is fundamental to improving communication, co-operation and building both personal relationships and high morale teams.

…To be continued

13/09/2021

Re-Boarding as Leaders

According to Deloitte, the essence of resilient leadership is about
"building recovery on a foundation of trust."
The thing about trust is that once you lose it, and have that associated reputational damage, it's tough to get back. So how can leaders ensure they retain that sense of trust?
Three things are key:
- People value frankness and honesty right now, and the more businesses can support the idea of transparent, clear communication the better.
- Next, being consistent is hugely important. When people see that you show up the same each day, that you say as you do and do as you say, and you have a clear set of values that informs your actions, that enables them to trust in you.
- Thirdly, and perhaps most importantly, leaders need to be human. Let's look into this in a bit more detail. How do leaders be human, but also guide our organisations out of this? According to McKinsey, leaders need to invest time in cultivating open, compassionate conversations about what has been lost in the pandemic. That should be the lens through which all communications are focused; with empathy, authenticity and an emphasis on people. However, what we also know is that businesses are under a huge amount of pressure right now, and when those pressures are screaming for attention, sometimes the people stuff slips off the radar.
How do we ensure that leaders actually walk the walk, and don't just pay it lip service?
Quite simply, it's about creating space for those human moments, and ring-fencing that space as non-negotiable in the same way you would any other important meeting. For leaders, that means blocking in one-to-one calls once a week, facilitating space for teams to talk about how they're feeling, and taking into account people's personal circumstances about returning to work and any anxieties that come with that.
The reality is this: your people are your biggest asset in your organisation, and ensuring that they feel motivated, connected and energised must be your top priority.

"In every crisis, doubt or confusion, take the higher path the path of compassion, courage, understanding and love."
Amit Ray

At Ultraverse Consulting Pty Ltd we have the tools, skills and experience to support you as Leader during the organisation's re-boarding journey.
Contact us today at www.ultraverse.co.za

06/09/2021

Re-Boarding as Teams
NOT SO GOOD TEAM RE-BOARDING

Re-boarding teams after COVID-19 is no easy job. It's been messy and disruptive, and while you may have had a cohesive, agile, productive team that was thriving and exceeding expectations before lockdown, that might not be the case anymore. Teams may not be able to just snap back straight away either. They may have lost team members or be having to straddle additional responsibilities.

Of course, some industries have seen a positive impact on their teams. One report suggested that some financial services tech teams had actually been more productive during lockdown due to fewer interruptions, with one team reporting a rise of 30% in productivity.

For most of us though, this will be the exception rather than the rule and while productivity is one thing, the human elements like team spirit, communication and connectivity are quite another.

One thing is clear: it hasn't been easy on anyone, and it's important we acknowledge the challenges and difficulties faced by all employees throughout this time.
Everyone has made a significant contribution and sensitivity and understanding is needed to realign teams and get everyone back on the same page again.
Re-boarding teams should involve clear communication for new working practices may have been introduced and developed during the lockdown.
Most important, is to actively facilitate time for teams to reconnect!

At Ultraverse Consulting Pty Ltd we have the tools to reconnect, empower and successfully re-board your team!
Contact us today.
www.ultraverse.co.za

30/08/2021

Re-Boarding as Teams
GOOD TEAM RE-BOARDING

Re-boarding teams after COVID-19 is no easy job. It's been messy and disruptive, and while you may have had a cohesive, agile, productive team that was thriving and exceeding expectations before lockdown, that might not be the case anymore. Teams may not be able to just snap back straight away either. They may have lost team members or be having to straddle additional responsibilities.

Of course, some industries have seen a positive impact on their teams. One report suggested that some financial services tech teams had actually been more productive during lockdown due to fewer interruptions, with one team reporting a rise of 30% in productivity.

For most of us though, this will be the exception rather than the rule and while productivity is one thing, the human elements like team spirit, communication and connectivity are quite another.

One thing is clear: it hasn't been easy on anyone, and it's important we acknowledge the challenges and difficulties faced by all employees throughout this time.
Everyone has made a significant contribution and sensitivity and understanding is needed to realign teams and get everyone back on the same page again.
Re-boarding teams should involve clear communication for new working practices may have been introduced and developed during the lockdown.
Most important, is to actively facilitate time for teams to reconnect!

At Ultraverse Consulting Pty Ltd we have the tools to reconnect, empower and successfully re-board your team!
Contact us today.
www.ultraverse.co.za

25/08/2021

Re-Boarding as Teams

Re-boarding teams after COVID-19 is no easy job. It's been messy and disruptive, and while you may have had a cohesive, agile, productive team that was thriving and exceeding expectations before lockdown, that might not be the case anymore. Teams may not be able to just snap back straight away either. They may have lost team members or be having to straddle additional responsibilities.

Of course, some industries have seen a positive impact on their teams. One report suggested that some financial services tech teams had actually been more productive during lockdown due to fewer interruptions, with one team reporting a rise of 30% in productivity.

For most of us though, this will be the exception rather than the rule and while productivity is one thing, the human elements like team spirit, communication and connectivity are quite another.

One thing is clear: it hasn't been easy on anyone, and it's important we acknowledge the challenges and difficulties faced by all employees throughout this time.
Everyone has made a significant contribution and sensitivity and understanding is needed to realign teams and get everyone back on the same page again.
Re-boarding teams should involve clear communication for new working practices may have been introduced and developed during the lockdown.
Most important, is to actively facilitate time for teams to reconnect!

At Ultraverse Consulting Pty Ltd we have the tools to reconnect, empower and successfully re-board your team!
Contact us today.
www.ultraverse.co.za