People get motivated and inspired to achieve goals when they believe, consciously or unconsciously, that their personal values will get satisfied.
So, it’s in the best interests of leaders and everyone to find ways to satisfy their own values and the values of the people they collaborate with and supervise. Almost always, what’s good for personal values is good for both the organization and the individuals.
– Manny Elkind
Manny has been President and founder of Mindtech, Inc. for 25 years, specializing in teaching and consulting in the field of executive education and development. He teaches leaders new ways to get insights and the courage to make decisions that simultaneously support the organization’s goals and personal values. His objectives are to find ways to balance productivity, creativity and work satisfaction to get great results that are sustainable.
His services include in-person training programs, on-going consulting and webinars. Two of his most important tools are Personal Values Hierarchies and the HBDI Thinking Preference Profile.
As a senior manager, he directed manufacturing and product development teams during his 30-year career at Polaroid. He led experiments that discovered ways of accelerating the development of leadership, relationships and productive work environments. He founded Mindtech in 1988 to continue this work.
Manny has a BA from Columbia University and an MS from the Columbia Business School. He’s been on the adjunct faculty of the Columbia Business School Senior Executive Program since 1990 and taught at the American College of Physician Executives (ACPE) for over 20 years.
He is certified as a Master Practitioner of Neuro-Linguistic Psychology (NLP) and is a Senior Associate of Herrmann International. His major hobby is landscape design. He’s married, has three grown children and lives in Sharon, Massachusetts.
Manny's Style & Persona
Here are some comments from past workshop attendees:
- “Manny is not only a great teacher, he also has an uncanny ability to connect with people.” – Faculty Director, Ivy League Graduate Business School
- “Enjoyed your spirit today. I got a sense of ‘something’ from you that was way more than you teaching a group about learning styles.”
- “Compassionate and a brilliant listener.”
- “As I look back upon the paths I’ve chosen, the landmarks that signify major turning points are few but always prominent. You will be one of my most favored memories.”
- “Manny was one of the more enthusiastic, entertaining and interesting people I’ve met in recent years.”
- “Many years ago I attended several of your workshops. Your work has influenced me more than any other paradigm of work.”
What’s it like to be in one of his workshops?
More than 60,000 people have participated in his programs.
In the sections below Manny briefly describes himself through the eyes of his HBDI Thinking Preference Profile and Personal Values Hierarchy. These are the two tools he most frequently uses in his work with individuals and organizations.
Manny's HBDI Profile
This profile describes Manny’s thinking preferences.
Thinking preferences are the ways of thinking that are most satisfying and seem more natural to an individual at this time in their life.
They influence what a person prefers and is primed to pay attention to in their work and life and the kinds of skills they develop. Thinking preferences can change over time as a result of significant emotional experiences, life transitions and learning insights.
Thinking preferences influence such things as:
In the colored profile there is a solid line and a dotted line shape. The solid line represents typical thinking preferences and the dotted line represents thinking preferences when there is significant pressure or stress. Any point in the outer two rings is a preference. A point in the outer ring is a very strong preference that is usually noticed and obvious to other people. So if you’re trying to hide that kind of thinking, forget it, because most others already know. Manny’s typical preferences and sources of satisfaction are more visionary and conceptualizing (yellow), integrated with interpersonal (red) and logical (blue). He gets the least satisfaction from and prefers to delegate the administration and details in the lower left (green). However, the detail and organizing in green are skills that were developed when he was managing manufacturing and product development groups.
In summary, he most enjoys paying attention to the big picture, stretching the boundaries of what’s possible, and developing relationships to make things happen. He does that while keeping things logical and practical. In other words, he likes to keep his head in the clouds while his feet are planted solidly on the ground.
Manny's Personal Values
Manny’s personal values hierarchy is his set of standards and principles for determining what is most important to him personally in any work situation. His lower positioned values are root causes of and pathways for satisfying his higher and most important values. The questions that often stimulate insights and inspiration are, “To what degree am I getting each of my personal values satisfied in this situation?” “What can I do or influence to get them more fully satisfied?”
These questions provide a different and extraordinarily useful perspective about a wide variety of decisions concerning leadership, relationships, strategy, technology and operations. Almost always, behaviors that support the personal values of the people involved also support organizational goals.
Manny’s values guide him in the following ways. Sharing, Integrity and Clarity are his foundation values. Satisfying them provides the conditions needed to develop satisfying and effective Relationships. They also provide the deep understanding and confidence to make personal and organizational Breakthroughs. For example:
Integrity gets satisfied when he and others:
– Do what they say they will do.
– Say what they really believe, think and feel in the moment.
– Consider the welfare of others and goals of the organization when making decisions.
Clarity gets satisfied when he understands the whole situation:
– The purpose, history, issues, options and the people involved and affected.
Sharing gets satisfied when he and others:
– Communicate what’s most important to themselves, personally.
– Listen to and ask questions about each other’s thoughts and feelings.
Relationships and Breakthrough are his pre-requisites for Making a difference in the lives of others and in the success of organizations.
Relationships get satisfied when he and others:
– Listen to and ask questions about each other’s thoughts and feelings.
– Say and do things that help each other.
– Initiate contact.
Breakthrough gets satisfied when he’s:
– Developed or achieved something that’s never or rarely been done.
– Influenced a high impact unusual or unexpected personal or organizational achievement.
Making a difference sometimes leads to a momentary feeling of Joy.
Joy is an inner state that also has a spiritual component for Manny. It’s present for relatively short moments and always brings a few or more tears in the eyes.
Joy and/or Making a difference lead to feelings of Inner peace.
Inner peace is Manny’s most important value. All his values lead to Inner peace. At the end of the day it’s what he wants more than anything else. Achieving Inner peace starts with a foundation of Sharing, Integrity and Clarity.
Manny on Voice America
Listen to a one hour audio podcast of Manny on Voice America discussing the extraordinary impact of discovering and applying personal values to a wide variety of decisions concerning leadership, relationships, strategy, technology and operations.