Udemy – Creating a Mindset for Change With Seeing Red Cars for Leaders (2015)

Dynamic change in business is exacerbating the natural tendency to focus on what we fear. This unconscious reaction is literally paralyzing people from being change adaptive. If this is critical for you and your team, then it has never been more important to utilize Creating a MIndset for Change with Seeing Red Cars for Leaders.

Here's the premise: You buy a red car and what do you notice? You notice more red cars, right? You notice more red cars because that is what you are focused on. The same concept applies to you. You get more of whatever you focus on. Seeing Red Cars takes this basic concept and adapts it to help you apply your team's focus to any initiative. It acts like a catalyst for change.

This course is a methodology that will help you focus on positive outcomes and stay relevant. The process discovers why we focus on what we fear and how we can move that focus away from fear to create real change.

There is over 45 minutes of video that takes you through the methodology along with a toolkit to track your progress. It is like having a private coach, Laura Goodrich coaching you through the strategies you need to create an environment of positive change, both personally and professionally.

What are the requirements?

• Come ready to create a positive future

What am I going to get from this course?

• Over 51 lectures and 1 hour of content!
• Shows you how fear based thinking is getting in the way of change.
• Teaches you how to rewire your brain toward positive outcomes.
• Enables you to create thoughts, actions, and behaviors that align with the outcomes you want.
• Provides the necessary tools you’ll need to act on your strategic priorities.
• Teaches leaders how to influence their team and who can help them with the change process

What is the target audience?

• This course is for forward thinking leaders who recognize the need for tranformation, personally and in their work environment.

Curriculum
Section 1: The Seeing Red Cars Concept
Lecture 1 Introducing Seeing Red Cars 01:14
Laura Goodrich summarizes why she created the Seeing Red Cars Mindset and how this change process will help you adapt to creating a positive outcome mindset.

Lecture 2 The Seeing Red Cars Concept Text
Seeing Red Cars is a methodology that will help you focus on positive outcomes and stay relevant. The process discovers why we focus on what we fear and how we can move that focus away from fear to create a positive future.

Section 2: You Get More of Whatever You Focus On
Lecture 3 You Get More of Whatever You Focus On 03:33
Learn about the Seeing Red Cars Mindset: “you get more of whatever you focus on” and understand that what you focus on leads to the type of outcomes it is producing in your life.

Quiz 1 Self-Reflection Questions 2 questions
Lecture 4 Transition Note Text
The can blame family or friends about how this unconscious focus is damaging, but let's focus on you. Through this process we'll work our way from the individual, to the team and ultimately to the organization.

Lecture 5 Program Your Brain Text
It takes conscious, intentional thoughts and actions to focus on what you want. The Daily Mantra will guide you in getting what you want.
Daily mantra: "Focus on what I want. Control what I can”.

• The mantra provides a presence for you to be calm.
• Moments of stress are ideal situations to use the mantra to jog your mind back to awareness.

Quiz 2 Self-Reflection Question 1 question
Lecture 6 How you look at the world Text
70% of our thoughts are unconsciously focused on what we fear. Practice changing your focus to the outcomes you want instead of the ones you don't want.

Lecture 7 Creating Awareness 02:08
Listen to this story about the Science Fair and how sometimes when you focus on one thing you miss something else. Imagine the positive outcome you could create with an intentional focus in your activities.

Quiz 3 Self-Reflection Questions 2 questions
Section 3: Fear-Based Thinking
Lecture 8 Your Intentions Are Good Text
When someone's intentions are genuinely positive, their actual behaviors can come across as negative without their knowledge. Follow Ted as he gets his team going for an important project.

Lecture 9 Ted's Story 01:41
Watch how Ted's fear-based focus effects his team. Ted wants to get the job done and motivate the team, but how he does it puts the outcome of the project at risk.

Lecture 10 Fear-Based Thinking Text
Understand how focusing on what you don't want has a natural tendency that reaches back to our childhood. Once you become aware of this tendency, you can break the trend so it doesn't effect your worklife.

Lecture 11 3rd Grade Story 02:57
The fear-based thinking you learned in 3rd grade is now showing up in your work.

Quiz 4 Self-Reflection Questions 2 questions
Lecture 12 Social Conditioning and Real Life Experiences Text
Learn how to reverse early social conditioning and real life experiences so they do not continue to negatively impact your work and life.

Lecture 13 What Our Parents Taught Us 01:50
Discover the role social conditioning and real life experiences play in fear based thinking.

• Discover how real life experiences are still influencing your work experience. Did you have a bad boss that still bothers you to this day? Find out how to break the trend.
• Find out how social conditioning has negatively impacted your work and life. For instance, you might come from a family that has a tendency to worry or that has a victim mentality (always thinking someone is "after them”)

Quiz 5 Self-Reflection Questions 2 questions
Section 4: Managing Moments
Lecture 14 The Brain's Response to Fear-Based Thinking 02:10
Social conditioning and real life experiences can create a rut in your brain. Learn how you can create pathways in your brain to overcome these ruts.

Lecture 15 Creating Positive Focus Text
Learn the method to overcome fear-based thinking. Making a commitment to focus on the outcomes that you do want is the first step.

• Know what you want.
• Think about it.
• See it.
• Do it.

Quiz 6 Self-Reflection Question 1 question
Lecture 16 Back to Ted Text
Remember Ted? He was the guy who focused on all the things he wanted to avoid and inturn create a cascading effect of fear-based thinking throughout his team. Once Ted became aware of his focus, things began to change.

Lecture 17 What Does Ted Want? 00:58
Ted learns how to spread the individual and collect focus on positive outcomes to his team by committing to what he and his whole team wants.

Quiz 7 Self-Reflection Questions 3 questions
Lecture 18 Putting It All Together Text
Despite obstacles and criticism, look what you can accomplish with the focus on the outcomes you want.

Lecture 19 Cliff Young 01:52
In a race as well as at work, what you focus on can determine your outcome. Learn how Cliff Young used a singular focus to gain a positive outcome.

Quiz 8 Self-Reflection Questions 2 questions
Lecture 20 My Plan for Leading a Mindset for Change Text
Establish a plan for leading your team or organization through the process.

• Essemble co-hort groups.
• Capture Red Car stories and share with your group.
• Establish ambassadors that emmulate the behavior you what to help with the process.
• Use visual icons that will act as reminders of the Red Car process when corresponding with the team.

Quiz 9 Self-Reflection Questions 5 questions
Section 5: Embracing Change
Lecture 21 Your Reaction to Change Text
The first step in creating change is to acknowledge your current reaction to change. Most people are unaware of their natural reaction to change, they are often too close to it to see it. It's important to have a better sense of yourself.

Lecture 22 Embracing Change 04:26
Some people say they embrace change, but when it comes right down to it, many back away from being adaptive to change. What is your recipe for change?

Quiz 10 Self-Reflection Questions 3 questions
Lecture 23 What Are Your Assets Text
To effectively change, you have to determine your assets so you can leverage them going forward. List your top 5 passions/interests, strengths and values in rank order.

Lecture 24 Know You Assets 02:37

• What are your strengths? Learn from others so you are playing to your strengths.
  • Use what you are good at
  • 20% of workers say they are not using their strengths at work
  • Acknowledge your weaknesses
  • Learn from others
  • Balance you weaknesses with other's strengths

Lecture 25 A Weakness That Overshadows a Strength Text
Learn about weaknesses and how they can get in the way of your career. How can you bring a weakness to neutral?

• Start with awareness.
• Ask your supporters for their "take” on your weakness.
• Take action.
• Pre-plan what your positive response will be and then be alert to situations that trigger negative reactions.

Quiz 11 Self-Reflection Questions 2 questions
Lecture 26 Having Your High Beams On Text
You can deny the changes in the world or pay attention to them. It's a choice. Make sure intentional focus on the outcomes you do want is your guide. Learn how you can stay up to date with the changes going around you.

Lecture 27 Scanning for Trends 01:28
As a leader you have to be aware of the trends in your industry. Learn about Heather as she has her high beams on scanning for trends.

• What twitter feeds do you follow?
• What online publications do you read?
• What thought leaders do you follow?

Quiz 12 Self-Reflections Questions 2 questions
Section 6: What Do You Want?
Lecture 28 What Do You Want? Text
To help establish what you want in your personal life and professional career, list all the professional outcomes and aspirations, a bucket list, you have for yourself. This will give you a target to go to as you create a positive outcome mindset.

Lecture 29 Bucket List 00:52
Use this tool, your “bucket list” to determine what you want in your life and career and create “I Want” statements for yourself.

Lecture 30 Where Are You Now? Text
An important step in the process is to be clear about your "as is", where you are right now. This lecture will help you determine your current effectiveness with several work categories and determine what areas call for improvement.

Lecture 31 The Professional Wheel 02:18
Chart your current level of effectiveness in key work areas so you have a basis to establish where you are now. Later you will use this information to determine which areas need improvement.

Quiz 13 Self-Reflections Questions 2 questions
Lecture 32 What Do You Want? Text
The best way to change is to redirect your thoughts to the outcomes you do want. This gives you a target around the fear-based thinking. Taking in consideration your passions/interests, strengths and values, write "I Want" statements of the outcomes you do want.

Lecture 33 I Want Statement 02:43
Use this tool to write "I Want” statements for key work areas. These declarations will move you to positive outcomes you really want.

Quiz 14 Self-Reflections Question 1 question
Lecture 34 Must Haves Text
Drill down to determine your top priorities of all your “I Want” statements in the coming year, your “must haves”. These will be your guide going forward, a target to shoot for in what you want to achieve.

Lecture 35 The Bridge 01:09
Use this tool to establish your priorities for the next year. You can post it in a convenient place to view on a daily basis throughout the year.

Lecture 36 Building a Connection Text
People are not used to being asked "What do you want" and they often don't even know what they want. But as a leader, if you ask them, it builds a connection and helps them gain clarity and confidence in what they do want.

Lecture 37 Ask Them, What Do You Want? 01:04
Asking your team “what do you want” is a very simple approach to influence them and bring our clarity and confidence in their work.

Quiz 15 Self-Reflection Questions 4 questions
Section 7: Influencing Others
Lecture 38 The 70% Text
Who can help you create a collective mindset for change, and who won't? Your advocates are your ambassadors, and the back seat sitters, the 70%. They demonstate the desire to change.

Lecture 39 Who Can You Influence? 02:11
The power of 70 is the collective force of the ambassadors and the back seat sitters. Engage these people to help you with the change process. Avoid the detractors, your energy is wasted.

Quiz 16 Self-Reflection Questions 5 questions
Lecture 40 Connecting the Ambassadors and the Back Seat Sitters Text
Here are some ideas on how to connect the Ambassador and the Back Seat Sitters.

• Set-up round table discussions.
• Set-up Lunch and Learns
• Share stories about the behaviors you see in your organization that you want emulated

Lecture 41 Understanding the Dynamics Text
How you influence your team is just as important as who you influence. Understand the power of Creating a Mindset for Change and how over time it will influence the thinking of all employees including the detractors.

Lecture 42 Red Tech 02:31
The story of Red Tech is an example of how the process of creating a mindset for change in a small organization was employed. Getting the Ambassadors and the Back Seat Sitters on board was easy. Find out how the detractors were engaged to be part of the change process.

Quiz 17 Self-Reflection Questions 4 questions
Section 8: Building Awareness
Lecture 43 Preparing for a Meeting Text
Being clear about what you want and picture the outcomes in your mind and engage in taking actions toward the outcomes you want, will allow you to be far more creative and innovation on the spot.

Lecture 44 Brian's Successful Meeting 01:46
Discover how Brian developed a plan to picture the outcomes he wanted in his mind for an important meeting.

Quiz 18 Self-Reflections Question 2 questions
Lecture 45 Change Comes With Intention Text
Whichever direction our prominent thoughts lean - either positive or negative - our brain attracts more of those outcomes. So beware of your thoughts in everyday life and work.

Lecture 46 Carol & Rebecca 01:24
Carol and Rebecca does the same job. The only difference is their expectations for the day. Learn how Carol and Rebecca's focus impacted their day.

• Carol expected a fluid day at work.
• Rebecca did not anticipate situations before they happened.

• Carol was able to turn the tide quickly before things got out of hand.
• Rebecca reacted in the moment and reacted with fear.

• Carol poised herself for positive outcomes.
• Rebecca's mindset set her up for negative outcomes.

• Carol rarely had disgruntled customers.
• Rebecca attracted disgruntled customers.

Quiz 19 Self-Reflections Question 1 question
Lecture 47 What Once Worked, No Longer Works Text
When you try something new, prepare yourself for being bad in the beginning.

Lecture 48 Billy's Story 04:20
Billy McLaughlin was a very popular guitarist in the 80s and 90s, when all of a sudden his fingers on his right hand started to curl and this put Billy in a downward spiral. His career was at a standstill. Billy had to try something new. Discover how the amazing Billy McLaughlin focused on what he could control instead of what he could not.

Quiz 20 Self-Reflection Question 1 question
Section 9: Creating Individual and Collective Mindset for Change
Lecture 49 Outcomes for a Positive Future Text
We all are driving to a positive future, and that future is designed by short and long term goals. Now it is time for you to create the outcomes that you want for your future.

Lecture 50 A Positive Future 02:42
When talking about your future career, have you ever heard people say this?

• Everybody has short-term thinking.
• I have my whole life to map out my future.
• It is easier to plan for the short term than the long term.
• The idea of where you want to go in life is such a big concept, that people choose not to think about it.

Watch this video to get insight on how to create short and long term outcomes to keep you on a path to a positive future.

Quiz 21 Self-Reflection Questions 2 questions
Lecture 51 Creating Critical Mass Text
Congratulations on completing creating a mindset for change. Use the Action Traction Tool Kit to keep track of your progress.

Quiz 22 Self-Reflection Question 1 question







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