We’re delighted to be partnering with The International Finance Corporation to bring you The Sophia Project, a hands-on program that’s all about doing less and getting more.
We make visible the often invisible obligations and expectations that weigh us down and cram up our to-do lists. We then support the hard part – intentionally subtracting those are no longer valuable enough.
The three chapters we’re offering with IFC give you the opportunity to subtract both in your personal lives (Chapter 1) and then do the same in your professional lives (Chapters 2 & 4). Here’s a summary of each chapter.
We look forward to subtracting with you!
Chapter 1: The Supposed To’s @home
These are the demands we put on ourselves which create undue burden, often based on unattainable goals externally set through social and cultural influences, family, media, etc. We share the evidence-based concept of “ought” versus “actual” self, which helps participants to recognize the fantastical standards they strive for, allowing them to “see” and subtract those that no longer serve them.
Chapter 2: The Supposed To’s @work
The Supposed To’s we take on at work drain energy and create development and time traps. We reflect on work styles that were effective previously, but are no longer helpful, or we reconsider expectations that are no longer relevant or true. By illuminating these Supposed To’s @work, we enable participants to “see” and subtract those that don’t create (enough) value and limit our success.
Chapter 4: The Invisible Load @work
As individuals move from entry level roles and are transitioning to a leadership mindset, the propensity to avoid distributing labour at work is common. As successful leaders know, it thwarts individual and team growth, efficacy and drains capacity and the opposite, i.e. effective distribution of labour, has proven to contribute to organizational success. In this chapter, we focus on ReMinding Delegation, which takes a holistic approach to transferring responsibilities, starting with survival strategies that we hold on to that can act as barriers to transferring control.