Pivotal Moments Transitions Ltd.
Claire is an accredited Mindfulness Based Stress Reduction (MBSR) Teacher and Leadership and Professional Performance Coach. She follows the UK Network for Mindfulness-Based Teachers Good Practice Guidelines and is a registered practitioner on the Mental Health Foundation website Be Mindful.
Her passion is for helping Leaders and their teams to respond more skilfully to stress, challenges and change; and for enabling as many businesses as possible to create and sustain a company culture which is communicative, supportive, respectful, productive and where people thrive and profits naturally follow.
Claire has extensive experience of working with clients in the fast moving Digital Technology and Digital Media industry.
Company Profile: At Pivotal Moment we specialise in supporting leaders and organisations, particularly at times of change, through a focus on their interactional intelligence and competence. To do this, we use emerging findings from the world of neuroscience on how the brain and ‘mind’ develop and function. Our work is highly experiential to access modes of thinking and being that are often overlooked or underused in a business environment, and includes: individual coaching; seminars and workshops; 3 dimensional dynamic mapping; mindfulness practices; and a range of interactional diagnostics and psychometrics.
We work with organisations and individuals, both in the UK and abroad, and have carried out projects at senior leader and Board level for large organisations such as Greenpeace and ActionAid International as well as small boutique businesses and start-ups.
Pivotal Moment is currently sponsoring the Brighton & Hove and Gatwick cohorts of ‘Young Start-up Talent’, helping them build their interactional intelligence to foster trust, productivity, creativity and a ‘We-centric’ approach, within their organisations and with their customers, Joint Venture partners and other external stakeholders.
We are all likely to have experienced a variety of relationship dynamics and interactional styles at work – from thoroughly enjoyable to downright stressful. Most of us can recall the sour note that troubled interactions or relationships sound…and their knock-on effects on the productivity, cohesion and success of a team, or indeed, an entire organisation. Some of us may glow from the pleasure of working in a place where anything seems possible and the people involved are energised, engaged, ‘in tune’ and ‘in flow’.
Neuroscience is now providing us with hard data on what’s going on in our brains when we interact well, or ineffectively (with ourselves, or those around us) giving us an evidence base to tackle what’s wrong and knowledge about how to put things right. The science is particularly compelling for leaders, whose interactional style may enhance or block the flow of intellectual and emotional resources in those they lead – and even potentially influence the way in which their genes are expressed.
What happens in our brains when we feel mistreated, or someone pulls rank? And what happens in the brains of others when we make incorrect assumptions about their motives, or exclude them from contributing? How do we need to behave as leaders to foster healthy brain chemistry in those we are leading to ensure that we are fully engaging and mobilising the intellectual and emotional resources of our teams…and how can we bring more of ourselves to work and help others do the same?
This session will give you a clear understanding of the latest findings in neuroscience in relation to:
o What theories of the brain’s evolution mean for leadership
o The implications of epigenetics in the world of leadership and business
o Why emotions matter o How the brain responds to hierarchy
o How we can ‘prime’ the brain for trust, partnering and creativity
o How mindfulness changes the brain
o ‘Meta-cognition’ and why it matters
o The effects of stress on the brain
In addition, the session will include experiential exercises to get a felt sense of this work and participants will come away with practices and tools to help them to:
o Prepare the mind for difficult conversations/situations
o Prime conversations and the brain for trust and co-creating
o Understand when and how to use 3 levels of conversation:
‘Transactional’, ‘Positional’ and ‘Co-Creating’
o Create ‘thinking partnerships’
o Shift the mind out of ‘auto-pilot’ mode