Foreign.
Something went wrong!
Hang in there while we get back on track
Harnessing Humanity for Success
The Inclusion Bites Podcast
Harnessing Humanity for Success
BN
Speaker
Bhavesh Naik
JL
Speaker
Joanne Lockwood
00:00 "Show, Don’t Tell: Awareness Perspective" 06:35 Transformative Self Awareness 13:22 Situational Awareness Explained 16:29 Language: Labels and Meaning-Making 23:37 Creationism vs. Big Bang Origins 30:15 Finding Common Ground in Diversity 32:47 "Perspective: Our Organisational Superpower" 38:13 Modernising Management Practices 48:00 Engaging Leadership Conversations Strategy 51:57 Building Trust with Ethical…
✨ Magic Chat
Don't have time for the full episode?
Ask anything about this conversation — get answers in seconds, sourced from the transcript.
Try asking
Featured moments
Highlights
“Join me as we uncover the unseen, challenge the status quo and share stories that resonate deep within.”
“I have the absolute honour and privilege to welcome Bhavesh Naik. Bhavesh is a business performance and longevity expert who helps leaders build thriving, resilient organisations by embracing the humanness of their people.”
“Rethinking Self Awareness: "self awareness to me is more of the classic definition or more of a common sense, the literal definition of self awareness, which is self aware awareness of the self.”
“What Self Awareness Really Means: "when I talk about self awareness, self awareness to me is more of the classic definition or more of a common sense, the literal definition of self awareness, which is self aware awareness of the self.”
“if you know, we have this ability as humans to be able to see ourselves doing whatever it is that we're doing so we can bring an awareness to this person.”
Timeline
How it unfolded
Read along
Full transcript
Welcome to Inclusion Bites, your sanctuary for bold conversations that spark change. I'm Joanne Lockwood, your guide on this journey of exploration into the heart of inclusion, belonging and societal transformation. Ever wondered what it truly takes to create a world? Remember, everyone not only belongs, but thrives. You're not alone. Join me as we uncover the unseen, challenge the status quo and share stories that resonate deep within. Ready to dive in? Whether you're sipping your morning coffee or winding down after a long day, let's connect, reflect and inspire action together. Don't forget, you can be part of the conversation too. Reach out to jo.lockwood@seechangehappen.co.uk to share your insights or to join me on the show.
So adjust your earbuds and settle in. It's time to ignite the spark of inclusion with Inclusion Bites. And today is episode 164 with the title Harnessing Humanity for Success. I have the absolute honour and privilege to welcome Bhavesh Naik. Bhavesh is a business performance and longevity expert who helps leaders build thriving, resilient organisations by embracing the humanness of their people. And when I asked Bhavesh to describe his superpower, he said it is that he brings a deeply realised sense of self awareness, leadership and organisational success. Hello, Bhavesh. Welcome to the show.
Thank you so much, Joanne, for having me. Glad to see you.
That's a pleasure. So you're based Washington, is it?
If I remember rightly, I'm Outside of Washington D.C. about 10 miles north, northwest, so I'm in Montgomery county for those who might be familiar with the area here.
Fantastic. Outside, is it like out there at the moment? So we're in February, aren't we? Is it cold? You get icy breezes.
It gets cold, yes. Right now today is probably 20 degrees Fahrenheit and I don't know what that translates into. Incentigrade, that is definitely below zero, but it might be like 5, 10 degrees below zero. And that, that's pretty, pretty normal for us, you know, this time of the year. So it's, you know. Right. Winter is about to be over, hopefully. But it's cold, luckily.
We used to have some storms like really bad snowstorms 5 years, 10 years ago, but we haven't had those for a while. So that's some good news. And I don't know if that's good news or bad news because I know.
So it's just cold. There's no strong winds and pouring rain and snow. It's just cold.
That's true. Yeah, yeah, it's just cold.
Bit like going skiing. It's just cold. It's not. It's nice sun, but cold.
Exactly, exactly, yeah, Cold, yeah.
As we're saying, when I read out the introduction just now, you believe in self awareness and I'm a great believer in emotional intelligence and being self. Aware. So how does that manifest itself for you in high performing workplaces or what got you into the work you're doing now?
Yeah, so self awareness and I, if I can go back a little bit. So self awareness to me is, first of all, it's just terminology, views, it's not even a belief to me. It is an experience of being in a certain way, if that makes sense. So self awareness. So if someone googled self awareness, right, There will be a definition that Google spits out which would be some version of, okay, being aware of your strengths and weaknesses. Now that's a very intellectualised version of that. I don't know where that comes from, but when I talk about self awareness, self awareness to me is more of the classic definition or more of a common sense, the literal definition of self awareness, which is self aware awareness of the self. So self is here, this person right here speaking to you and being aware of this person and all his surroundings, right? So.
And I like to do this, a bit of an experiment and I want to do this with you if you're game. Joanne, can we do that a little bit?
Yeah, yeah, let's go for it. Yeah.
So just to kind of prove a point, I like to show rather than tell because you can use a lot of words, but when you so and our listeners can follow along with us, here I am talking to you. This is my perspective, this person right here, right? And I have my internal experience, right? My thoughts and feelings and all of those things. And then I have my senses, right? So I'm interacting with the outside. So there's sounds and you know, sights and you know, pictures and all the other senses. Like we have five senses. So there's this person talking to you and then there is you. So there is your perspective. You're talking from there or you seeing out from that side right now for both of us there's also, if you know, we have this ability as humans to be able to see ourselves doing whatever it is that we're doing so we can bring an awareness to this person.
It's almost like you're coming out of the body and looking at ourselves, but not looking at ourselves, just feeling ourselves.
So like playing a video game where you're controlling your first person shooter, you're controlling your character on the screen from above rather than being through the eyes. You're exactly an aerial view.
Yeah. Now experience. Do you feel that a little bit?
Yeah, sometimes, yeah, yeah, yeah.
So it's in this moment, right here, right now. So we're having this conversation, right? And I'm speaking to you, and yet there is a faculty here that allows me to observe me speaking to you, having this interaction with you.
Yeah, I can snap my mind into that. Yeah. It's not default. Yeah, I can.
It's not default. Yes. Yeah, but you can get into that. And did you get into it?
I can see myself in the corner of the room over there and see me at the desk. I can do that. Yeah.
Okay. Right. And you're using the intellect a little bit and it's even easier than that or it's even simpler than that. But we can't do it because. Because we've been trained not to do it. The children are very much like that, right. When they are toddlers, they are leaving that state and then our intellect pulls us out of it. So that is the self awareness that I'm speaking of.
And when I talk about self awareness, the realised sense of self awareness, and that's a key word, right. It's not just intellectualised sense of self awareness, it's just being here and experiencing it here. And I'm here most of the time just observing whatever this person is doing right now. I go in and out of it, but I'm probably there 60, 70% of the time when I'm awake. And that's a wonderful way of being because we can talk about that if you want, but that's. So that is an important thing for me to talk about because that is an agent through which in my work, I think transformation can happen within organisation, within teams, within ourselves.
I'm just trying to create a metaphor for my own, my own thinking. So what we're really doing is by stepping back and observing ourselves, we're taking a additional level of responsibility for the actions you're taking because you're observing those actions in real time, not just being in the action.
Exactly. Right, Right. Yeah. Sometimes. Sometimes we talk about this gift gap between an action and reaction. So something happens and we react to it. Right. So that gap between something happening and we reacting, that gap, you can call that self awareness.
Right. So, yeah, exactly what you're saying. I'm. I'm kind of saying the same thing in a different, slightly different way. And that is a very powerful way of being. And there are other connotations of that. You know, for example, that's a very happy place. That's where happiness is.
Because this is why children are so happy most of the time. Right?
Okay. Yeah, yeah. I think I'm more aware of that modality of thinking. When I'm planning or imagining what I'm doing tomorrow, or if I'm trying to sequence a project or an outcome, I'll be thinking of me as an avatar computer game navigating the world. And I'm saying, okay, so I'm going to get on the train. I'll see myself getting on the train and I'll be interacting with people. I'll be having conversations, I suppose, more in the future tense. I'm planning my life and my next.
What I'm doing through that remote control avatar, if you like.
Sure, sure.
Probably less so in the moment.
Okay, yeah, yeah, I get that. Yeah, yeah. And doing it in the moment is. It takes a little bit of practise, but if you come to it again and again and again, you may feel a certain sense of, like, relaxation. So another way of looking at this is being in the zone, being in the flow. So when people who play sports, when they are. They get into the zone, and when they're into the zone, they're not processing, they're not strategizing, they're not planning, they're not thinking, they're just doing what they need to do. Now, there is an aspect of skill.
You know, they've developed certain skills, right. But they're not thinking about, okay, you know, if. If I'm. If I'm shooting a basketball, right, they're not thinking, they're not strategizing, they're just doing it. Right. So. So that makes them. Because if I am strategizing in that moment, if I am practising, right, then I'm not as effective as I would be if I was just being in the moment.
And so then if you're going into automatic mode, it's.
Yeah.
When you. When you develop a new skill, from my understanding, is that you would. First of all, you'd be very conscious of what you were trying to do.
Right.
And then you end up. You then end up with a dip in performance.
All right?
And then you break through that and then you become better because it becomes embedded in your. In your subconscious. It becomes. Sure.
Absolutely, yeah.
Bit like driving a car. How often do you come home from work and you don't realise how you got home? You think, oh, did I Did I, did I stop at that red light? Did I see that red light? Well, you must have done because you're not conscious about that journey.
Exactly, exactly, exactly. And that's an excellent example, driving, because that's a skill that most of us have really mastered. So once you master a skill, then you go into a zone. Sometimes it's called the state of being in a flow. Right. Where the activity is happening and your mind is engaged. Because your mind is engaged, this person here can just kind of step back and do other things. Now we tend to do a lot of thinking because we are thinking people and we have been trained to think all the time.
But if you can let that thinking quiet down a little bit, you can just be, just be present, you can just be in that moment. Right, so like it's right this, right this moment. Right, so if I, if I asked you this question, Joanne, are you aware right now?
No.
Right, but. So when you say right now. No. Right, but there was a pause. I said, are you aware?
I had to test, I had to test myself and evaluate in my head whether I was or wasn't and came to the conclusion, no, I'm in the moment right now because I'm focused on the conversation.
Yeah.
What we're going to talk about next, the, the flow of the podcast. I'm more in active thinking about what we're doing mode rather than observing, if you like.
Let me, let me ask you a different way. Are you conscious right now? Because you weren't when you were sleeping at night.
I'm awake. I'm conscious. I've, I've, I've got decision making power. Yeah.
Right, so then if I ask you again this question. Pause for a bit. Are you conscious?
Yeah, I've conscious, yeah.
Okay, so you went to some place before answering that question. Are you conscious? You went to that place called consciousness. That's an experiential thing. It's not intellectual. So there's a gap there that you went to and then you said, yes, I'm conscious. That is the awareness. So it's a different name for it. Awareness of consciousness.
That's the consciousness. And, and it's beyond. The reason why I'm kind of getting a little bit down into this is because this is key. It is so central to everything that I talk about in my work with organisations and people and teams and things like that. So this is the agent, it's beyond intellect, it's outside of intellect and processing.
Okay, so we've got the multi state of mindsets. We've got, as you say, we've got the, the self aware looking down on you, able to influence the world around and direct you in different directions. You've got the heavily engaged in autonomous mode where we're just doing what we do.
Right.
How do we, how can we use those different states to our advantage then?
Right. It depends on which situation we're talking about. Right. So for example, there's an aspect of this called the situational awareness, which is if I'm just walking down the street, just kind of being aware of my surroundings, that's one kind of awareness. Right. So it gives me safety, it allows me to feel, you know, out and, you know, be aware of things that may be not quite right around me. And then I would make a notice of that and then I would act appropriately. Maybe I change my direction, go someplace else, or if it happens to be a friend who is approaching me, then I would walk up to that person and say hello, things like that.
So, so that's one example. But then depending on different situations, this can become a handy tool. So like for when we talked about sports, being in a meeting, being in a sales call, being in negotiations, being talking to a manager, talking to an employee, having a team meeting, having workshops, what we're having right now for this conversation right now, I think that conversations like this become more powerful when we play from this. Because what needs to come out, what needs to happen in this moment, the right words. And we've been in that zone. I'm sure you've been in that zone because you do this a lot, right. Where. Right.
Questions just come out of the moment and say, aha, let me ask him this. Right. So. And that's a very effective way of just being.
So let me just try and explain the metaphor that's going around in my head. So we have, I think you used the word agents earlier. So we've got. And maybe even I'll bring another word in. Sensors. Yeah, we've got these agents and sensors. You know, you talked about your threat analysis sensor and you've, you've got some bit of your brain that's checking on that sensor. Occasionally we've got another one that's checking in on the conversation sensor ahead of us.
We're having a communication with somebody or we've got our, our hunger sense or sense of direction. So we've got, our brain is going around all these different inputs to ourselves and generally we're not aware of them. But what you're saying is we're trying to become more aware.
Exactly.
Of these specific interactions we're having with the world and not just treating them as in the flow, we're being aware rather than just being in the flow.
Yes, yeah, yeah, right. There is this term called neuro linguistic programming. I'm sure you've heard that term, right? Neuro linguistic nlp. Yeah, I have a bit of a take on that, right? An interpretation of that. I like that term. And it means certain things to certain people, right? There are practitioners of nlp, but if you break down that term, neuro linguistic programming, right? So neuro is neural network, right? We are receiving bits and bytes of information right into this, into this instrument, right? And we happen to have five senses, right? So from the external sources and then the linguistics. So we call it. The linguistic part is the labels.
So basically language is series of labels. So we have thoughts, conceptualization and we have labels and ideas and those are connected together, right? Words, sentences, paragraphs. So with those we attach meaning to what's happening. So all these inputs coming in, because the input coming in is just bits and bytes of information. We're using computer terminology, right? So by the way, BFM aside, computer was actually made after people looked at the human body. So computer is the replica or a copy of what humans can do, right? But now we live in computers, you know, we live in this age where we're so surrounded by them that we look at them as a way to look at ourselves. So anyway, bits and bytes of information, linguistic, right? So language, so that gives it meaning. So if there is a loud sound coming from that corner over there right now, all of a sudden I would basically look at that because there is some circuitry here that attached a meaning to that, right? That there's a thread there.
And I looked up, right? So that is the linguistic portion of that. And programming is. I react like that in that fraction of a second because I'm programmed to do it. So that's the neuro linguistic programming. So that's one way of looking at it. I happen to. So this self awareness, I happen to see that self awareness in seven dimensions. We talked about in the introduction.
We talked about being human right now. So one question that often comes up is what does it mean to be human? And we have basically said for ages that being human means being rational. This is how we are different from the animals. We are rational people. Animals don't have that rational capacity. And that's true. Chimpanzees and some of the other things that other animals, they do. There is some truth to that.
But what I Like to say is that, and I think this has been talked about before where it's the awareness, the fact that we are aware of this person, me being me, us being able to look at ourselves as a third party. Our language is like that, you know, some there's a word called I and there is called word called me. I is me, the subjective person, me. This happened to me as like a third party. So that's like an object in a way, right? So what makes us human actually is our self awareness as far as we know.
Yes, cause and effect. Seeing your reflection, knowing it's you, how you interact in the world, that's kind of all that stuff that separates us from beings that aren't self aware.
Yeah, exactly. And that's what allows us to even teach children something. I don't know if you, in England you say this rhyme, head and shoulder, knees and toes, right? So a child is growing up and we kind of say well this Right, exactly. So if the child wasn't self awareness self aware, we wouldn't be able to teach them this. Right? Because we're bringing their awareness to themselves. We're teaching them self awareness. They were all very self aware but we kind of bringing the linguistic and rational aspect to that. So being human, self awareness is what makes us human.
And I look at that awareness manifesting in seven different ways. So and another important thing, this is also how we are different from AI or artificial intelligence or general AGI. Artificial general intelligence. So and this is important to kind of understand. I watch a lot of YouTube videos by very smart people, but they don't talk about this. They're saying that, okay, you know, computers are becoming very smart and we are programming, redoing this data modelling and you know, we are collecting all of this information and retraining our models to think. They're not really thinking, they're just processing data. Right.
The meaning is given by us because we are the ones with the self awareness. So ChatGPT is gonna put some things together, right? But it doesn't understand the meaning of it. It's the reader who's reading it who's gonna bring meaning to it. Right? And that's the definition of being a human. So there's some hope for us. The machines are really not gonna take over. They could, but they're programmed. Only if they're programmed to do it.
Isn't the difference really? Even though quantum computing, all these computing advances we, we've had over the last 100 years, whatever it may be, the difference really is our brain is Just a better computer at certain tasks. Yeah, AI, quantum computing, whatever. We want to talk about that. The machine computers are really good at ones and zeros and sequencing and those sort of things. What they're not trained on is you say sentience. Our brain is just a more evolved bit of flesh that enables us to be specialists in that, in that area. Which is why we know, yeah, we're not all good at mathematics in our head. But a computer is so different things.
So could AI machine based computers eventually develop matrices like our brains? What's to stop them?
Yeah, that's a good question. So if I go back a little bit. So have you ever had dealt with. There is a problem that you're trying to work out in your head, right. And you can't figure it out and you went for a walk and you engaged doing something else or you were just walking or doing something else and all of a sudden the solution drops in your head. Has that ever happened?
Oh, it happens all the time. I trust my brain to do that. Sometimes I will deliberately. If I can't find something, I need to solve something. I know if I put it on a shelf in my head, I'll wake up one day or something will happen. I go, ah, got it, there it is. And I don't sweat it. So I know I trust my brain to solve that equation at some point.
If I leave it on the, on the back burner.
Yeah. So I want to go back and preface something. Everything that I propose is for examination. So no belief system here, Right. So I would highly encourage people to know, listeners to take what I'm saying for checking. Don't, don't buy what I'm saying as a belief system or a dogma. Right. This guy's saying it, so it must be true.
Don't do that. So with that I would say that the brain. Right. So then this goes into some pretty fundamental existential questions. Right. If the brain is wired that way to get these answers, who did it? Right. This is a very fundamental question and Right. We don't have the answer to that.
I'm an evolutionist, so I guess as an evolutionist, a Darwinist, I would say it evolved in that way.
So that is a creationist theory. Creationist theory is, and I'm not opposing the theory within certain contexts. That is a, that, that, that is true. And at the same time you always ask this question, the, the origin question, which is, okay, if there was an evolution, where did it begin? At someone's cell. It's Big bang, of course. So Then you say, well, okay, what was there before the Big Bang? Well, there was nothing before the Big Bang. So if there was nothing before the Big Bang, how did everything come from nothing? How does that make sense? How can everything come from nothing? So those are the questions that we go into, right?
Yeah. And if there is a higher being, what came before that?
Exactly right.
The whole infinity is such a almost impossible concept for humans to imagine or rationalise because we want there to be a bound on something. And infinity doesn't give us the ability to process what's beyond because there is no beyond.
That's true.
If time is true, time is infinite and space is infinite, then everything is possible.
Yeah. Yes. Now, what I would say is that infinity and no infinity, or the opposite of infinity, whatever that may be, finite. Those are finite, right. Those are concepts of the mind. Right. In the original word for zero was. Was actually shunya, which was in Indian philosophy, it was considered both infinity and zero in one, if that makes any sense.
So. And I don't know if you're going off track here, so. But we're on the. On the topic, so let's kind of follow this, right? There's a song that I used to sing to my kid, you know, Three blue pigeons sitting on a wall, right. I don't know if you heard that. Three blue pigeons sitting on a wall. And then one fleas flows up, one flies away. How many are left? Two blue pigeons sitting on a wall.
That flies away. Right? One is there that flies away. How many are left?
No blue pigeons, I guess.
No blue pigeons sitting on a wall. Right. So there's zero blue pigeons sitting on a wall. But what is left when you take away the pigeons with the idea of a pigeon? Just a wall, everything is left, everything is left. So that's infinity, right? Everything is infinity and zero is. So when we talk about these concepts, they are very contextual. So something that is kind of very difficult to wrap our heads around for a lot of us, if you haven't really spent time doing this kind of thinking, is this idea that the world goes away when you go to sleep. Right.
Where did the world go when we enter sleep?
So our belief system is that it carries on. We just weren't aware of it. That's my belief system.
So there's no guarantee that it does, though. And thank you for that. Having that little. That doubt. Right? So the world comes into existence when this person wakes up. That person wakes up for that person. Right? So the idea there is. That there is.
I'm not proposing Another model, Although I think there is something in my mind there's another model outside of the linear thinking on creationist Darwin. All of those things are good. They're wonderful things. Right. And so the other thing that happens is that when we talk about these kinds of things, people we don't have, we haven't thought about this much. So what we do is we automatically go into the opposite. If it's not a creationist Darwinist theory or if it's. If I don't believe in Darwin's theory of evolution, then I must believe in seven day creation theory.
And we have a very strong reaction to that. Right. Or some other aspect. Or I have to be spiritual.
If I, I think it's more nuanced than having, having to believe in a seven day creation theory. I think there's. Yeah, it can be intelligent design. There can be other things that create. Doesn't have to be a, it doesn't have to be a God definition figure. It could be a higher intelligence or a. Yeah. A matrix model, if you like, where there's a.
Could be. That's a wonderful model.
Simulations and Exactly. Other things.
Computer game. Yeah, yeah, yeah, yeah, yeah. So anyway, so the reason why I kind of get into this is because the awareness, right. So when we have that aha moment. So the word gnosis, G N O S I s and the word knowledge comes from the word G N O S I s gnosis and the original meaning of the word is sharing insight into the nature of things. So you know, we have all this conditioning that we have and we have an aha moment. And once we have an aha moment about that, whatever that is, then our mind doesn't go back to the way it was before and we have expanded our understanding. Right? So then that's one way to define knowledge.
So knowledge can be collection of data, right? Rewiring for our brain the physicality of brain collection of data. But learning and knowledge can also be just blowing up of our existing body of knowledge and having an insight. And that's where our mind opens up. So this is how we can go beyond our filtering and biases and things like that. And this is the real growth, right? Because you know, growth doesn't happen by just collection of data from different people, different opinion, different perspectives. Right. It happens when we have our own insight into things and we say aha. Now that doesn't mean that it's an original thought.
It doesn't mean that no one else has taught that thought before. But to me, in that moment, that's my original thought. And this is where the growth is, right? This is where what I call true learning is. And to me this is important because this is how transformation in people happens. If I want to work with someone and I want to help them get better in some way, shape or form, and if they are willing, then this is the faculty that helps us get there or it helps us help that person get there.
So when you're working with teams in a workplace, is this a one to one or is this a group session? Because I would imagine that everyone's interpretation of what you've been saying, they'll have their own metaphor, their own sense of what that means.
And that's wonderful.
How do we align people and try and get some commonality of.
That's a great point of purpose. Yeah. So we say, so diversity, right? We talk about. Your podcast talks about inclusion and diversity, right? And equity. So there's two contradictory ideas there, right? There's diversity, but then we have to come together and work. So we have to find some common ground, which is what you're asking, right? So what's that common ground? Well, the common ground is very easy with risk factor is what? We are all humans, you're all human beings, right? So that's our common ground. And then the question comes, well, how do you define a human being? And that's all that conversation that we have, right? We just, we just had thus far. So to answer your question to me, when you, a team, an organisation, whether you are five people, two people team, or you 100 people or thousand people, or a hundred thousand people or the entire civilization, right? The foundation is to me so.
Well, first of all, we are all human beings. So I think we all agree on that. To me, I try to access this awareness, which is a common ground. To me, that's a common ground. So that can be a dogma, that cannot be something that. I'm not expecting Joanne to understand that or accept that. But we explore that. But we start with this idea that we're both human beings.
So that's the commonality. Now within that there is the diversity. So the diversity. The funny thing is that there are 7 billion people on this planet. Not two of us even look alike, right? So we are truly, each one of us is a truly unique individual. Now add to that our psychological conditioning, our upbringing, our belief systems, our talent. So even if you have two twin brothers or sisters, you know you're going to have differences, right? So they're two entirely different people. So the, the challenge is to find the Common ground.
And to me that is awareness. And we can say, okay, fine, it's human beings, so we all human beings, and then we need to at the same time celebrate the, the uniqueness that we bring to the table. So awareness. And then what comes out of that awareness is the celebration. That's how I look at it, right? So awareness is the ground, it doesn't change. That is the oneness that we all share, we all are aware. So there's consciousness there, there's consciousness here, that's what we share. But the manifestation of that, the expression of that awareness is so entirely unique to each individual.
And this is why I believe that perspective is our superpower. Our self awareness and pursuit to the way we express and way we play out in this planet is our superpower. So now when we bring it to the teams, I think the basic element is of course, the person, that's the node. So if you were looking at Eiffel Tower, we talk about organisational structures, right, all the time, right? So if you're looking at it as a static structure, a bridge or an Eiffel Tower, you're going to have the nodes, right? And then between those nodes there is these big beams, like iron things, right, that they connect them. So those are the relationships. So if an organisational structure is a structure like that, then you're going to have people and the relationship between those people. So how we talk to each other, how we converse with each other, how we work with each other. So the strength of that relationship is the strength of the organisation.
So the strength of the people in organisation is the. Is how strong, how functional, how performant you are, how productive that organisation could be. That's. It's kind of an abstract thing, but, you know, I think, I don't know if that answers the question, but. So that's where it comes together, relationships, basically.
Yeah, I grasp the concept. You know, we think about. You talk about self awareness and, you know, looking at yourself from above and you can then look at the impact you're having. You know, if you can see what's going on around you, you see all the actors and all the people taking part, you can perceive the impact you're having, positive or negative. You can start to address your biases, you can start to address.
Exactly.
You can start to contextualise the environment you're in. Whereas if you're just looking in the moment, you're blinkered, you're very shut down, exactly in a reactive mode, then you're going to be less, as you say, self aware. Of what's going on around you.
Right, exactly.
It's how do you move from the awareness to action? Do you make that leap? First leap is stepping out of yourself. The next leap is being aware and then the next leap is how to re. Engage control.
Yes.
And how does one do that?
Yeah, that's going to be contextual. So for example, so if you look at the context, there is, okay, what is it we're trying to achieve? So there is a vision first. Right. And why do we want to achieve that? So there's a why. So there's a purpose, there's a vision and there's purpose. Right. And once we have those in mind, then we can say, well, how do we get there? Right, this is where we want to go, this is why we want to get there. This is my why is to why I want to get there.
And then we say, well, what are some of the things that I need to do to get there? What are some of the actions that I need to take? What, how do we execute to get there?
And that's where our steps and steps here, sort of how do we get to five, how do we get to six, how do we get to 10? Exactly.
Yeah.
Looking at the big picture rather than the ground in front of us.
Yeah. And the big picture could be. So it depends on how big an organisation is. For example, let's say you're running a hundred people organisation, you're a business and you have a CEO or a founder and there's 100 people working within their organisation and they have the reporting structure. So then we had to look at that. So how does awareness come about? Or how does it become an agent to doing abc X, Y, Z. So the first question is, do they even want to be aware or not? It's a very basic question. So if now I work with, always work with, start with the leadership out and I don't like to say top down, but that's another way of saying it.
I like to look at this one person. Even if there is a multiple people, team, executive team, there's one person who is in a leadership position, who is the ripple effect, who's the centre of this ripple effect? Right, that person. And I work with that person in executive coaching. So that's one of the ways that I start and that's actually almost always the way. But why would you want to do that? If the why isn't there if everything is working fine, if the, if. If the revenues are where they want it to be, where, if, if they're the gross margins are where they want it to be. If their people are productive and happy and wonderful, they're showing up every day, they don't complain, then you don't need to talk about any of this, right? Just keep doing what you're doing. But what if your revenues aren't where they need to be? Right? Your productivity is where you need to be, right? Your people are.
It's like a rolling door, right? They're not staying, there's no retention, there's on and on and on, right? There's lots of problems that organisation can. And this is a healthy organisation, every organisation has problems. So if you want to fix that problem, right, that's when we begin to talk about, well, what are some of the ways that we can. We can do this? Now, what happens typically is that most people will go to. I call it the business philosophy. The business philosophy that has been handed down generation to generation to generation. And this business philosophy is where they go to. They don't find their answers there.
And we are actually sort of in this loop right now. I call it the dependency epidemic. Our organisations are deeply dysfunctional today. Our engagement. Gallup has done studies where they say that most people are. Only 33% of the people in organisation are engaged to their work, right? The other 60. So if you have six people team, only two people are engaged, the other four are doing one is actually destroying the work of the others. And I think the remaining three are just there doing the minimum required.
And if you manage a team of six people, you'll kind of get this. And this is normally how you play, right? So the question is, why? So am I running a functional organisation or am I running a dysfunctional organisation? If you're running a dysfunctional organisation, are the popular press management giving you those answers? If you are getting your answers there, then perfectly fine, keep doing it. If not, then you need to kind of open up the mind and say, well, let me think about something else. And this is where someone like Bhavesh comes in and say, well, hey, look at it this way, right? That's when they will be open to listening to someone like me. Because my proposition is that we are still using the management practises and philosophies that were developed in the industrial age, which was about 250 years ago, codified in that time, scientific management theories. But we really saw, we haven't really evolved the way we manage people, the way we build organisation, the way we lead people at all. We put man on the moon. You know, this used to Be a giant supercomputer just 50 years ago, right? But we hold that in the palm of our hands.
But we have done absolutely no. Well, there's some. So industrial age revolution that was an attempt on our part to say, okay, let's make our people productive, super productive. And we said, well, how do we do this? And there have been studies done. It's a guy called Frederick Taylor, he comes along and he says, well, he was a machinist and we were fascinated by machines. So he saw the businesses as machines and people as machine parts. So the entire philosophy of managing people was looked on as if people are machines. And this is a flaw.
We still look at it, our people as machines. This is why we love AI even more. I've been talking about this for 20 years. This message is even more relevant today because we love AI for this reason. Because we don't know how to manage people. We don't know how to deal with people. We don't know how to deal with differences. We don't know how to deal with people who have passion, who have talent, who have their opinions, right, who have wisdom, who have aspirations, who have goals in life.
We don't like that, we don't know what to do with it. So the existing management philosophies don't give us tools to it. And this is not their fault, this is not the fault of the leader. So the result is that I call it dependency epidemic. We have created deeply dependent organisations. So if the leader goes away for three months or six months, the organisation begins to fall apart. So just think about a business, right? If someone is running, I'm sure you work with business people, right? Where you have somebody's running a 200 people firm, the business owner says, I'm going to take a sabbatical, I'm going to go away for six months. When she or he or they come back, the organisation is gone, right? Most of the time, unless they've set up some structures and things like that.
So then going back to your question, how does self awareness come into play in this? That's a very important question. So once they're open to looking at this, then we can talk about how to bring in the human element which is missing in our business. So truly finding all the conversations that we've had until to this point, looking at a human being as a human being, not as a machine. When we do that, we unlock the true potential of our people. We're already paying for it. We salaries are the highest on most people's P and L statements, but we are only getting 33% from that. So if I learn how to do this. Well, this goes into all of the things that's happening today, you know, remote work and bring them back.
Cancelling the DEI initiatives and stuff like. Because we don't know how to deal with human beings as human beings. So did I go on a rant.
As you're talking now? I'm thinking, if you think about a diverse world we live in, people have vastly different starting points on the journey you're talking about and you throw into the mix someone who's neurodivergent. I can imagine there's a huge challenge in trying to get this alignment. But given the starting point, and must be a real challenge to you to work with organisations, you may well be able to get a number of people thinking in this way. But the challenge must be the outliers who really struggle with the concept.
Yes. And the outliers. Actually the outliers are probably the majority I work with. Not, not everybody is open to this message. And that's true. At least today. It might be different 10 years from now or 20 years from now. It's the only way that they can be open to it is if I bring them results.
And the results have to be there, otherwise commitment won't be there. Right. Or so for me to sell this quote, unquote, sell this to the organisations, I need to bring the results and sometimes fairly immediate results. And then when we're talking, and I'm not saying a week or month or something like that, three months, six months, there's some results and then they get a little bit sold and then we can do a long term. Ultimately this is a long term commitment type of thing. Right. It's a long term, one year, two year, something like that. But it can, it can happen.
The other thing that's occurring to me as you're talking is we almost need to be able to step out not just of ourselves, but, but also ourselves as part of a team or ourselves as part of a business. I'm going to look at how all my team is performing.
Exactly.
And how my business is performing. Yeah, it's that shifting your focus from self to team to division to organisation and being self aware of all those layers as well.
Absolutely.
Challenge.
Absolutely. Well, the measurements that we use, I mean we actually do it, you know, we call it objectification. Right. Object objectives of KPR and all those things that brings an element of awareness. It's a very narrow view of that awareness, but it does so. But what this requires is more of a open awareness on the part of the leadership. It starts there. If they are, if they don't get bought into this, then it absolutely doesn't work.
Right? So it's a transformation that starts from the top down or inside out. If the person who is the leader, who is in the centre of the organisation and if you look at it as like a ripple effect, so it has to work from the leadership team, they have to commit to it, they have to be, to, to be open to this idea and then willing to give it a try. So then you know, in those experiments, you know, in those pilots, you kind of say, well these are the things that we're going to shoot for, you know, what are you looking for? Why are we doing this? And they'll find a three month thing where you can see tangible results. Now the tangible results may be measurable, but sometimes they're not. Now anything can, can be measured, right? But sometimes it's, it's an intuitive feeling. Most leaders are actually intuitive, right? And they'll know that, okay, my team is functioning better right now. The problem is when you have a hierarchy where you have a vice president who is reporting to a president and CEO and he needs to prove to their superiors that whatever it is that you're taking on is working and then they have to prove it to someone. But if you're working, I work with basically folks who are self contained entities where there is a definitive person who is at the hell, right.
And this person is, doesn't have report to anyone except their family, you know, so they, they are. So that's, that's where I come in. And those, that is where my bread and butter is because organisations, it can happen. I work with organisations and within the pockets. So within organisations there is sometimes someone who is in charge of P and L within the large organisation and they have that self contained team. I've done some work with them, but they are always accountable to someone. So. But even in those cases anything can be measured.
Productivity can be measured, even happiness can be measured. So. But you just have to find out what those measurement matrix are.
Yeah, I'm with you on most of this. I'm just trying to think about, I'm kind of a, I'm definitely a possibilist to start. Yeah, anything's possible. And then I move into implementation and all the risk analysis and resistance and objection handling. So one outlier is going to, I'm not saying it would disrupt the whole process, but it would make the communication channels between team members and the business more tricky, wouldn't it?
Yeah.
Where people aren't wholly bought into this. It really has got to. You got to embrace this as a team.
Yeah, yeah. Now, so. So this is where it becomes important to make sure that it's not seen as some kind of like cultism thingy that's come being forced down from the top, right. They have to buy into this. So for that there is a very simple way. You don't have to talk about any of these things. There are sometimes when I would sit down with someone who is, who's a leader and I would say do this and there, there a. There's a process that begins with one on one.
So if you're a leader, say you have a hundred people, company, you have five people who are reporting to you, who is the executive team. All right? And you want to kind of give this a shot. All I would ask you to do is, is have a one on one conversation with each one of these people and don't talk about any of this stuff that we talked about because it made this scare them away, right? But ask them some three or four, very simple question, right? And what. I don't know how much time we have right now, but I would ask them to take a sheet of paper like that and, and write down at the top of my job, right, My job here with this organisation, and ask the first question, why? Right? Halfway down that sheet of paper is what? On the back of the sheet you write how and how, right? So if I'm a manager or you're a manager, you would sit down with this person and say, well, why is this job important to you? So this becomes part of the management process. It can also become part of the recruitment process. These are powerful questions to ask, right? Why work here? So they'll come up with 1, 2, 3 things. What's your vision working here? Right? Fast forward 2, 3, 4, 5 years down the road. Where do you see yourself in context of working here? And then on the flip side, how do we get there? So this process, we can do another podcast just on this, but this process brings together everything that we've talked about and it's a simple enough process.
So the idea there is that when they say why, when they answer the question, why is it, why am I working here? They are basically giving you the reason that that's their engagement, right? Organisations don't have this conversation. Why are you here? We've done incredible volume of data analysis and things like that, and we do job performance and stuff like that. But they don't ask these basic questions, why this job? Why are you here? And this question needs to be visited again and again and again. Not because, like a challenge or anything like that, but share with me why it's important for you to work here so that I understand you. There are some guidelines. Now, you don't misuse this, right? But there is. So it's. You know, we talked about this, right? The structure.
The structure is relationship between two people. This is how it happens, right? You ask the why question, why you're here, and then what's the vision? There needs to be some. Some understanding, some empathy. All of these things come into play, right? Understanding the other person, not jumping and telling them why they need to be there, right? You're listening and you're asking the question, why are you here? And, and, and they're telling you. You listen and you write it down. You let have them write it down, right? Whatever the cause, you can't argue with their why, right? So, and then they, they tell you what is their vision of being there? And they say, well, I want to be. I want to be making $150,000 a year two years down the road. Now, that vision you need to basically agree on.
If someone is saying, well, I'm going to be making $300,000, and you might say, well, this job is not going to get you there. It'll get you to maybe $200,000. So it's this kind of a conversation that needs to happen between the boss and the. And the employee to have that bond. And then the idea is that the manager, the supervisor, the leader becomes a resource to that person, right? At one level. And then. So it's like, I think you mentioned, it's almost like being a coach, right? You are in a coaching relationship just as well, as much as you are also a leader or manager who's responsible for this person to do what they need to do. But yeah, you become a resource, you become a mentor, you'll become all of those things or some of those things, but that's it.
So the understanding and empathy and really getting to know someone and what makes them tick and also being very ethical about it, because you can't be talking about 12 all these people and you can't play politics based on what someone tells you, because if you do that, then that breaks the trust, right? And then they won't open up or they'll give you the wrong answer. They'll give you the answers that you want to hear. Yeah, but, but so my point is that this comes down to nuts and bolts. And I've done presentations on how this little process ties into a lot of the things that we talked about. Right. Because there is a correlationship. So, you know, there, there's intricacies of how asking these simple questions actually taps into a lot of the things that we talked about and being aware here. Right.
So you bring awareness to. That's always a play. That's always in play. Right. You are. You are being aware of the conversation. When you're aware, you will notice things in people that you normally would not notice if you weren't aware.
Yeah.
You'll be able to understand them better.
Yeah, I mean, that's a critical part. When I'm trying to. I mean, my brain's going back to things like emotional intelligence. And the whole point of self awareness and self management, self regulation, is to be more aware of your surroundings as well, and the cues you're picking up from people. Be aware of your breathing, your biases, whatever it may be.
Right, right.
And so once you become aware of self, you become more tuned in and aware of others. So then you could regulate and adjust and be more person centric, aren't you?
That's great point. Yeah, excellent point. Exactly. So when you. The degree to which we are self awareness is a degree to which we are able to help others get in touch with their own self awareness. And there is this connection, this understanding, deep understanding that. That we normally don't see in business.
Relationships because leadership is sort of social influence and being aware of self and how you're interacting with somebody else gives you, I was gonna say great power, great insight into having productive conversations, productive outcomes and persuasion, whatever it may be, by creating that alignment. And that starts with self awareness and aware of others, isn't it?
Exactly.
Constantly. Course correct. So you're not crashing into each other.
Exactly. Yes. Yeah, yeah, yeah, Great. That's a great point.
Yeah, I think I get it.
Good. All right, thank you.
Yeah, yeah. So I've been trying to play with everything you're saying and trying to contextualise it into my metaphors and view of the world. And I think. I think I'm getting what you're saying here. And it's trying to create that alignment and that interfacing with other people, starting with who are we?
Right.
And then who are you?
Yeah.
And how do we want to communicate and how do we become more effective?
All right. Yes. Yeah, thank you. Thank you for playing with me on that. So because these are. These are different things that people that, to Talk about in, in a business conversation that most people are, are accustomed to. So.
Yeah.
Yeah.
I mean I talk to a lot of people about emotional intelligence and to many people it's a, a dark art just talking about it and.
Yeah.
Even getting people to be accountable for their, for their Persona, it's like.
That's right.
I'm just me. I don't care, I don't care what you think of me. I'm just me. Well, actually if you start caring about what, what people think of you, it's not, not necessarily to worry about judgement or worry about the negative side, but just aware. Because if you, if you think you're A and people think you're B. Yeah. Then you need to shift perspectives. Exactly.
If no matter how I'm thinking, you believe I'm like this. Okay, hang on a minute. Why is there a disconnect between who I think I am and who you think I am?
Right.
Yeah. And if there's a misalignment there, you have the power of change, don't you?
Exactly. Yes. Yeah, you do. And I want to throw out another term. Emotional intelligence is a good term and there's a very specific definition of what that means. I like the term emotional awareness because it's a very simple term. It's self explanatory. It's awareness of how you're feeling.
So one of the awareness. So the seven dimensions of awareness is. One of those seven dimensions is awareness of how I'm feeling in this moment. So that's a very powerful thing to be. Right. So and emotional intelligence to me is. It implies, it may not be meant that way, but sometimes it interpreted as using intellect to overpower the emotion and that's somehow that context. And that's not good because that is a suppression of emotion.
Suppression of emotion is not healthy. So I like the term emotional awareness in the sense that. Okay, what am I feeling this morning in, in this, in this moment. So right now we're having this conversation. So I am in a nice optimistic, happy state right now because I enjoy having this kinds of conversation. Right. And so that's my feeling right now. Now I may be sitting down, having a cup of coffee and I may be tired a little bit.
Moment to moment, being aware of how I'm feeling. That brings us a tremendous amount of power to, to own that feeling, number one. And then if there's something needs to be done about that, then we can do that.
Yeah. So I think I like that differentiation and I see what you're saying about. Because I always get worried that if you're. We talk about, you know, the four pillars, if you like, of emotional intelligence.
Yeah.
The self awareness and the self regulation. It's almost, as you say, it's almost trying to override.
Right.
Your natural flow state.
Exactly.
Force yourself into a different zone.
Yes.
Rather than just being hyper aware and in that moment.
Yes.
And realising you're maybe standing in the wrong place.
Yeah.
I think also if you. If you recognise that humans store a lot of memories with their emotions and how they're feeling, you're going to regress back in time to a place where you were happy.
Right.
Can. Can change your whole Persona, can't it? Bringing yourself in that. In that conscious state.
Yeah. One example I'd like to give is, you know, imagine Martin Luther, Dr. Martin Luther King Jr. Speech. You know, I have a dream. If he was being emotionally intelligent, he would kind of regulate those emotions and he'll say, I have a dream. Right. He'll say, I kind of have this dream, but I'm not sure if I'll be able to attain it or not.
You know, who knows? Right. That's being emotionally intelligent. Right. But there is no doubt, there is no hesitation, there is no. That's emotional awareness. Right. So emotions are very powerful and they have a purpose. There is a reason for those emotions.
And some of these emotions are wonderful because it brings us together, it allows us to do things that we have never done before. And so one of the things that we've done with some conversation we had about viewing people as machine parts is that we don't like people emoting in the workplace. Right. Because we don't know what to do with it. All right, so this is why we love emotional intelligence so much, because it sometimes it can be used as a way to tell people, hey, you know, be emotionally intelligent, don't let it all hang out. Right. Oh, and I'm starting to see that term in job descriptions. You know, you require emotional intelligence to work here and then that can be taken in so many different ways.
We are so dysfunctional and we are so toxic that you'll need to be emotionally intelligent to work here, otherwise you'll fall apart. So. So. But that's my cynical take on.
I suppose I would interpret it as, you want people to be accountable.
Yes, that's true.
For their impact, accountable for their intent that goes bad. I mean, that's how I would. That's true. I wake up believing I'm doing a good job. I believe I'm a good person, but someone else has a Different belief. So the impact I've had has been negative. I just have to be accountable for that. Either I reflect and go, actually, you're right.
Or yeah, I reflect and go. Now I'm, I'm, I'm comfortable with what I did and I'll stand by that. So I think some of it is just having a, having a. You go back to what, the language you use. Self awareness, self reflection and just that appreciation of self, whether that's the helicopter view.
Right.
How do I come across? Am I a dick or am I a nice person?
Right.
I want to be a nice person.
Right.
If I'm coming as a dick.
Yeah.
I got the power to change, haven't I?
Yeah, exactly. Yeah. So as soon as you're aware, you have the power. Exactly. Exactly what you said. Yeah. You know, once you're aware, then you have the power. But if I'm suppressing it, then I'm suppressing it and then I'm denying that I even have that feeling.
And then if you don't accept that there is an issue, then you won't fix it. So then you'll continue to behave in that way.
Yeah. And you have the choice to change in the future.
Exactly right.
If someone points out to the, to you the fact that that remark was racist. That remark was whatever.
Yeah.
And you go, I don't care. Well, that's your choice.
Yeah.
You have the choice to change. Telling someone to change is not what you're trying to do. You're trying to. You're trying to create a gravitational attraction to change, being positive, aren't you? So.
Right.
Show, don't tell.
Yeah, yeah. And, yeah. And there are patterns that we play out. There are certain belief patterns that come to the surface in awareness. So for example, if I have certain views about certain race of people or certain shape of people and they are hidden, there is nothing wrong. We all have flaws, Right. We might have some experience with a parental figure who was short and that person wasn't nice to me. So then I have may have been holding some grievances about people for short.
Right. So then I may react to them in a certain way. But if I'm aware of, of my patterns, my emotions, my thoughts while I'm interacting with people, then I would over time begin to see that, that, hey, there is a pattern. You know, I don't like short people. Right. So then if nothing else, you will be able to. Course correct. And you will be able to say, well, okay, you know, I need to be aware of the fact that I have this issue so, you know, may play out because these things are.
As soon. As long as these things are subconscious, we have no power. Exactly what you said. But once they come into our awareness, then we have the power to change our behaviour and ultimately even change that. Pat, that. That takes some work sometimes, but. Yeah, but we can at least change our behaviour.
This has been an absolutely fascinating conversation and you're right, we could dive even deeper into this and spend many, many more hours going into this. And I've really enjoyed it. So how can people get hold of you, you know, if they want to find out more?
Sure. The best way to get hold of me is my website, which is AWA Y R E and I spell it out because the pronunciation of that name is actually aware. But it's spelled with a Y, right? A W A Y R E dot com. The best thing that I ask folks to do is go to the top right and click the Start here button. And that gives you some assessments and some. Just all free stuff that allow you. That allow you to take some answer, ask some question or answer some questions and it gives you some. Some reports and things like that.
So. Yes, and then you can. From there you can get my email, my LinkedIn. I'm on LinkedIn a lot.
Yeah, I've been on your website before and there's quite a lot of video content on there as well, isn't there? And that's true. Interviews you've done and yeah, there's some good stuff on there. So not just, yeah, the interactive stuff, but yeah, you can consume more of your ideas on the videos and things.
Yes, I've done some videos on some of the things that we're talking about today. I also have a podcast which is called the Business Philosopher with the new podcast and on that podcast I have people who have built successful organisations and some of the leaders we talked about today, they fit in that category. Really great people that I've interviewed, including Joanne.
Little old me. Yeah, I was a guest a couple of weeks ago.
You were a guest a couple of weeks ago. So, yeah, so we have had some great conversations on that. Encourage you to check it out. The podcast.
Yeah, excellent. Well, I'll put all those details in the show notes, so I'm sure people will get in contact with you and I'll make sure your LinkedIn profile's there because as you say, it's a place you hang out a lot. So do I. So, yeah, no doubt we'll bump into each other again there very soon.
Sure, sounds great. Thank you. So much. Thanks. Thanks for having me on your podcast. Enjoyed and this was a great conversation.
Thank you.
Enjoyed it.
It's been a pleasure. Thank you.
Thanks.
As we bring this conversation to a close, I want to express my deepest gratitude to you, our listener, for lending your ear and heart to the cause of inclusion. Today's discussion struck a chord. Consider subscribing, subscribe into Inclusion Bites and become part of our ever growing community driving real change. Share this journey with friends, family and colleagues. Let's amplify the voices that matter. Got thoughts, stories or a vision to share? I'm all ears. Reach out to jo.lockwood@seechangehappen.co.uk and let's make your voice heard. Until next time, this is Joanne Lockwood signing off with a promise to return with more enriching narratives that challenge, inspire and unite us all.
Here's to fostering a more inclusive world one episode at a time. Catch you on the next bite.
Also generated
More from this recording
Episode Category
Primary Category: Emotional Intelligence
Secondary Category: Wellbeing
🔖 Titles
Unlocking Organisational Success Through Self Awareness and Human-Centric Leadership
Harnessing Human Potential: Transforming Teams with Emotional and Self Awareness
The Power of Self Awareness in Building Thriving Inclusive Workplaces
Elevating Leadership: Embracing Awareness and Humanity in the Modern Workplace
Moving Beyond Machines: Cultivating Authentic Human Connections for Organisational Growth
From Awareness to Action: Advancing Belonging and Performance at Work
The Science of Self Awareness: Enhancing Team Dynamics and Workplace Inclusion
Navigating Change: How Leaders Foster Success with Human-Centred Approaches
Rethinking Leadership: Cultivating Resilient Organisations with Self Aware Teams
Building Inclusive Cultures by Unleashing Emotional Intelligence and Organisational Humanity
A Subtitle - A Single Sentence describing this episode
Bhavesh Naik explores the pivotal role of self-awareness, authentic human connection, and conscious leadership in building resilient, high-performing organisations that truly harness humanity for enduring success.
Episode Tags
Self Awareness, Emotional Intelligence, Organisational Success, Leadership Development, Workplace Inclusion, Human Potential, Team Dynamics, Mindfulness at Work, Diversity and Belonging, Conscious Leadership
Episode Summary with Intro, Key Points and a Takeaway
In this episode of The Inclusion Bites Podcast, Joanne Lockwood is joined by Bhavesh Naik to explore the transformative role of self-awareness and humanity in building successful, resilient organisations. The conversation navigates the nuances of self-awareness—both as lived experience and practical skill—in high-performing workplaces. Joanne and Bhavesh dissect the subtle power of observing oneself, moving beyond intellectual definitions toward a more embodied, present-centred awareness that empowers individuals and teams to thrive. Listeners are invited to reconsider the foundations of leadership, emotional intelligence, and the dynamics of inclusion, while drawing connections between personal insight and organisational change.
Bhavesh is a business performance and longevity expert who helps organisational leaders nurture thriving cultures by embracing the full humanness of their people. Renowned for his deeply realised sense of self-awareness and innovative thinking, Bhavesh champions a holistic approach to leadership development. His distinctive perspective challenges traditional management theories rooted in the industrial age, proposing instead that true transformation is driven by nurturing awareness and authentic connection across all levels of a business. Bhavesh draws upon years of experience with executive coaching and team facilitation to offer practical frameworks—grounded in both science and lived wisdom—that help organisations shift from dependency and disengagement into empowered, conscious collaboration.
Throughout their discussion, Joanne and Bhavesh probe how self-awareness can be harnessed to close the gap between reaction and reflection, move teams towards higher engagement, and reframe emotionally intelligent action as a form of emotional awareness. They address the need for leaders to foster open dialogues, offer practical exercises for cultivating self and situational awareness, and interrogate the impact of workplace culture on inclusion and belonging. The episode spotlights how authentic relationships and a celebration of individual uniqueness can unlock potential within organisations, even in the face of bias or resistance to change.
The key takeaway from this episode is that harnessing humanity—by fostering self-awareness and valuing genuine connection—creates the bedrock for organisational success. Listeners will be equipped with practical strategies to drive inclusive transformation, ignite cultural alignment, and elevate both individual and collective performance. Tune in for actionable insights to help you and your organisation not only belong— but truly thrive.
📚 Timestamped overview
00:00 Show, don’t tell for effective communication; awareness enhances perspective understanding.
06:35 Realised self-awareness is vital for personal and organisational transformation, involving being present and observing oneself rather than intellectualising experiences.
13:22 Situational awareness varies by scenario, affecting actions for safety and social interactions.
16:29 Language is a system of labels that attach meaning to information, similar to how computers process data, allowing us to interpret the world around us.
23:37 The text discusses creationist theory and questions the origins of the universe, particularly what existed before the Big Bang and how something could emerge from nothing.
30:15 The common ground between diversity and working together is our shared humanity.
32:47 Perspective and self-awareness are superpowers, forming the foundation of organisational structures. People are nodes, and their relationships are the connections; the strength of these relationships determines the organisation's strength.
38:13 Modern management practices are outdated, rooted in industrial-age theories. Alternative approaches, like Bhavesh's, encourage rethinking organisational leadership.
48:00 Conduct one-on-one conversations with your executive team, asking simple questions about their job motivation, vision, and future aspirations to enhance management and recruitment processes.
51:57 Understanding, empathy, and ethical communication build trust and encourage openness, crucial for genuine relationships and effective interactions.
58:36 Emotional intelligence is valued in the workplace to manage emotions, though its interpretation varies.
01:04:29 Thank you for listening and supporting inclusion. Subscribe to Inclusion Bites, share with others, and reach out with thoughts to joe.lockwoodeechangehappen.co.uk. Joanne Lockwood promises more inspiring content soon.
01:05:20 Promoting inclusivity, episode by episode.
📚 Timestamped overview
00:00 "Show, Don’t Tell: Awareness Perspective"
06:35 Transformative Self Awareness
13:22 Situational Awareness Explained
16:29 Language: Labels and Meaning-Making
23:37 Creationism vs. Big Bang Origins
30:15 Finding Common Ground in Diversity
32:47 "Perspective: Our Organisational Superpower"
38:13 Modernising Management Practices
48:00 Engaging Leadership Conversations Strategy
51:57 Building Trust with Ethical Communication
58:36 Emotional Intelligence in the Workplace
01:04:29 "Inclusion Bites: Join the Journey"
01:05:20 "Inclusive World, Episode by Episode"
Custom LinkedIn Post
🎙️ This Week on Inclusion Bites: Harnessing Humanity for Success 🎙️
💡 Can authentic self-awareness really transform the modern workplace? Find out in this energising 60-second snapshot!
This week, I’m delighted to welcome Bhavesh Naik, a business performance and longevity expert championing the power of humanness in leadership. Bhavesh doesn’t just talk about self-awareness—he lives and breathes it, making him the perfect guest for anyone curious about organisational success beyond spreadsheets and KPIs.
Together, we unpack:
🔑 Self-awareness in Action – How truly understanding yourself goes far deeper than a list of strengths and weaknesses.
🔑 Why Most Management is Stuck – The hidden pitfalls of treating people like cogs (and how to break free).
🔑 Conscious Leadership — Practical steps to harness presence, foster relationships, and shape resilient, thriving teams.
Why Listen? "Inclusion is about understanding, and this episode is packed with insights to help you create more #PositivePeopleExperiences."
As the host of Inclusion Bites, I bring you bold new episodes every week to inspire, challenge, and equip you to drive real, lasting change. This short episode preview is just the tip of the iceberg.
What’s your take? 💭 Share your thoughts below 👇 or tell us: how do you bring genuine self-awareness and humanity into your work?
🎧 Listen for the complete episode: https://seechangehappen.co.uk/inclusion-bites-listen
#PositivePeopleExperiences #SmileEngageEducate #InclusionBites #Podcasts #Shorts
#SelfAwareness #LeadershipDevelopment #WorkplaceCulture #HumanCentred #ResilientOrganisations
Don’t forget to like, share, comment and connect with us – let’s build a more inclusive world, one conversation at a time!
TikTok/Reels/Shorts Video Summary
Focus Keyword: Harnessing Humanity for Success
Video Title: Harnessing Humanity for Success – Positive People Experiences & Culture Change | #InclusionBitesPodcast
Tags: harnessing humanity, inclusion, culture change, positive people experiences, organisational success, leadership, self awareness, emotional intelligence, workplace wellbeing, business performance, workplace culture, diversity, belonging, employee engagement, resilient teams, DEI, empowerment, human centred leadership, inclusion podcast, change management, mindful leadership, team growth, resilience, business culture, see change happen
Killer Quote: “Once you’re aware, then you have the power. But if I'm suppressing it, I'm denying that I even have that feeling.” – Bhavesh Naik
Hashtags: #HarnessingHumanity, #PositivePeopleExperiences, #CultureChange, #InclusionBitesPodcast, #Inclusion, #Belonging, #SelfAwareness, #Leadership, #EmotionalIntelligence, #WorkplaceWellbeing, #OrganisationalSuccess, #Diversity, #ResilientTeams, #MindfulLeadership, #InclusionMatters, #DEI, #SeeChangeHappen, #TeamGrowth, #BusinessCulture, #LeadershipDevelopment
Summary Description:
Ready to unlock the secret to Culture Change and create Positive People Experiences at work? In this episode of The Inclusion Bites Podcast, I sit down with Bhavesh Naik to explore how harnessing our humanity and embracing self-awareness leads to more inclusive, successful organisations. You’ll discover practical strategies for moving from simple awareness to powerful action, and how to nurture authentic belonging and resilience in your team. Listen in for real-world insights, inspiring metaphors, and a blueprint to challenge the status quo—because people, not processes, are the heart of workplace transformation. Join us for courageous conversations that drive meaningful change and give you the tools to build a better, more inclusive culture. Don’t miss this opportunity to lead the Culture Change you wish to see—tune in, share your thoughts, and take your team to the next level.
Outro:
Thank you, the listener, for tuning in to this bite-sized conversation. If you found this inspiring, please like and subscribe to our channel for more episodes focused on Positive People Experiences and true Culture Change.
Discover more about our work at SEE Change Happen: https://seechangehappen.co.uk
Listen to the full episode of The Inclusion Bites Podcast here: https://seechangehappen.co.uk/inclusion-bites-listen
Stay curious, stay kind, and stay inclusive – Joanne Lockwood
ℹ️ Introduction
Welcome back to Inclusion Bites, your go-to space for challenging, human-centred conversations that drive real change in the world of inclusion and belonging. In this episode, titled "Harnessing Humanity for Success", host Joanne Lockwood welcomes Bhavash Naik—a business performance and longevity expert with a passion for helping leaders build thriving, resilient organisations through embracing the humanness of their people.
Together, Joanne and Bhavash explore the true meaning of self-awareness and emotional intelligence in the workplace, delving into how these qualities can fuel high performance, authentic leadership, and meaningful organisational transformation. Expect thought-provoking insights on the power of observing oneself, the vital link between individual and collective awareness, and practical guidance on moving from self-reflection to impactful action.
They also tackle profound ideas around what it means to be human in a world increasingly dominated by technology, artificial intelligence, and rapid change—challenging listeners to consider how self-awareness, emotional authenticity, and genuine connection can become superpowers for success. If you're ready for a conversation that refuses to shy away from the big questions and offers fresh perspectives on leadership, team dynamics, and the future of inclusive work, you’re in the right place.
Settle in, as Inclusion Bites continues to ignite the spark for a more inclusive world—one bold conversation at a time.
💬 Keywords
self awareness, emotional intelligence, inclusion, belonging, organisational success, business performance, workplace culture, leadership, organisational transformation, diversity, inclusion and diversity, equity, awareness, human-centred leadership, team dynamics, resilience, personal development, neuro-linguistic programming, consciousness, flow state, employee engagement, business philosophy, management practices, psychological safety, bias awareness, empathy, coaching, accountability, transformation, workplace relationships
About this Episode
About The Episode:
In this compelling episode, Bhavesh Naik joins to explore how self-awareness and a deeply human approach can unlock organisational longevity and performance. Through a thought-provoking discussion, he shares frameworks and practical applications for embedding humanness at every level of leadership and team interaction. Listeners will walk away with fresh perspectives on consciousness, practical strategies for transformation, and the essentials of harnessing human potential for genuine workplace success.
Today, we'll cover:
The transformative impact of realised self-awareness versus mere intellectual self-understanding in organisational settings.
Techniques for cultivating a 'helicopter view' of oneself and applying that agency to improve interactions and decision-making in real time.
Using consciousness and flow states as pivotal tools for enhancing focus, collaboration, and creativity in the workplace.
Practical steps for translating awareness into meaningful action while maintaining alignment with team and organisational purpose.
Navigating the balance between individual diversity and collective cohesion, and why celebrating uniqueness drives better team performance.
Understanding why traditional management models are failing and how authentic human engagement is the sustainable antidote.
Establishing trust, empathy, and psychological safety through simple, recurring conversations that connect personal motivation with organisational vision.
💡 Speaker bios
Joanne Lockwood is a passionate advocate for inclusion and societal transformation, best known as the host of Inclusion Bites. Through her compelling storytelling and thought-provoking conversations, Joanne guides listeners on a journey into the heart of belonging, encouraging everyone not just to fit in, but to thrive. With a knack for challenging the status quo and uncovering unseen narratives, she creates a welcoming space where bold conversations spark meaningful change. Whether inviting others to share their insights or connecting with listeners over a morning coffee, Joanne inspires reflection and action, always reminding us that together, we can reshape our world.
❇️ Key topics and bullets
Certainly! Here’s a comprehensive, structured outline of the topics and sub-topics discussed in the episode “Harnessing Humanity for Success” from the Inclusion Bites Podcast:
1. Introduction and Setting the Scene
Overview of Inclusion Bites Podcast mission and ethos
Introduction of Bhavash Naik, guest expert in business performance and longevity
Brief discussion on geographical setting (Washington D.C. area and local weather)
Establishing rapport and context for the conversation
2. Defining Self-Awareness in the Workplace
Differentiating between intellectualised and experiential self-awareness
Classic vs. modern definitions
Practical demonstration of self-observation
The role of emotional intelligence in high-performance environments
The process of observing oneself in action
Stepping back and taking responsibility
“Gap” between action and reaction as the space for self-awareness
3. The Mechanics of Self-Awareness and Flow States
Accessing self-awareness in real time vs. in planning/reflective states
Metaphors: avatars, aerial views, and video games to illustrate self-awareness
Relationship between flow states and self-awareness
Automaticity vs. conscious observation
Learning curves and subconscious proficiency (e.g., learning to drive)
4. Applying Awareness Practically
Contextual application—situational awareness in various scenarios
Meetings, negotiations, daily interactions, sport
Managing multiple agents and sensors (physical and psychological inputs)
Neuro-linguistic programming (NLP) as a lens for understanding perception
Processing, labelling, and attaching meaning to sensory input
5. The Uniqueness of Human Awareness
Seven dimensions of self-awareness (brief reference)
Human self-awareness as a differentiator from animals and artificial intelligence
Sentience, self-recognition, and consciousness
The uniqueness of individual human experience
Limits of AI compared to human cognition and meaning-making
6. Existential Questions: Origins and Meaning
The origins of the human brain and consciousness
Creationism, Darwinism, and alternatives
Concept of infinity, zero, and philosophical implications
Models for understanding existence (including simulation/matrix analogies)
7. Knowledge, Insight, and Organisational Transformation
Definitions of knowledge: data accumulation vs. insight (gnosis)
The significance of “aha” moments in learning and change
Transformational potential through personal insight and expanded understanding
8. Building Inclusive and High-Functioning Teams
Balancing diversity and common purpose
Oneness through shared humanity
Celebrating individuality within a common framework
Organisational structure as a network of nodes and relationships
The strength of relationships as the backbone of organisational health and productivity
9. Moving from Self-Awareness to Action
Translating awareness into purposeful, context-driven action
Vision and purpose as guiding principles
Steps for aligning self and collective direction
Engaging leadership: starting with executive commitment
Ripple effect from leadership through the organisation
Challenges with legacy management philosophies from the industrial age
Need for evolution in people management practices
10. Addressing Resistance and Individual Variation
Challenges with bringing neurodivergent and diverse stakeholders to alignment
The importance of delivering tangible results to drive buy-in
The role of feedback and outliers in group dynamics
Techniques for scaling awareness from individual to team to organisation
11. Practical Strategies and Tools
Simple frameworks for meaningful workplace conversations
The “Why, What, How” method for one-to-one discussions
Use in recruitment, management, and ongoing engagement
The importance of ongoing, empathetic, and ethical dialogue between leaders and employees
12. Emotional Awareness vs. Emotional Intelligence
Distinction between managing and experiencing emotions
The dangers of emotional suppression vs. the power of emotional awareness
Impact of emotion in influential communication (e.g., Martin Luther King Jr.'s speech)
Critique of how emotional intelligence is positioned in the workplace
13. The Power and Accountability of Self-Awareness
Self-reflection for personal and interpersonal growth
Recognising and addressing biases and patterns
The potential for intentional change in response to feedback and self-insight
14. Closing Reflections & Resources
Summary of conversation insights
Bhavash Naik’s website and resources for further exploration
Mention of related podcast content and how to connect further
Reinforcing the ongoing importance of inclusion and self-awareness in driving societal change
This structure captures the full breadth and depth of the episode’s dialogue, highlighting the nuanced progression from philosophical foundations to practical strategies for fostering inclusive, high-performing work cultures.
The Hook
Ever wonder why some teams just CLICK while others crash and burn? What if the secret to unbeatable performance isn’t about being smarter—but being more HUMAN? Think you know what self-awareness really means at work? Think again…
Pause. What if your business brilliance hinges on a skill you’ve been ignoring? (Hint: it’s not strategy, process or profit margins.) There’s a game-changing way to build trust, connection, and performance—are you missing it? Read on if you’re ready to find out…
Are you leading—or just treading water? The real difference isn’t in what you KNOW, but in how you SEE yourself. Curious? It just might be the fastest (and most overlooked) route to organisational success you’ve ever heard.
Picture this: what if you could unlock a level of engagement in your team that most leaders only dream about? Not with another tool or training—but by switching on a human superpower you already have. Time to rewire the way you work?
‘Awareness is our superpower’—bold claim, or missing link in your journey to impact and fulfilment? If you’ve ever wanted to transform chaos into clarity (or friction into flow), you’ll want to see what lies one step beyond the “status quo”...
🎬 Reel script
On this episode of Inclusion Bites, we explored how self-awareness transforms workplaces, fuels true leadership, and unlocks both individual and collective success. We dove into practical strategies for harnessing humanity at work, embracing our unique perspectives, and using emotional awareness to strengthen team relationships. If you’re ready to shift your mindset, elevate your people, and build thriving, resilient organisations, this conversation is your call to action. Join us on Inclusion Bites—where inclusion sparks real change.
🗞️ Newsletter
Subject: Harnessing Humanity for Success: Inclusion Bites Episode 164 Recap
Hello Inclusion Bites Community,
We’re back with another thought-provoking episode aimed at igniting genuine conversations and fostering inclusive progress. In Episode 164, Harnessing Humanity for Success, Joanne Lockwood welcomed Bhavash Naik—a business performance and longevity expert with a clear passion for self-awareness, leadership, and organisational transformation.
Key Insights from This Episode
1. The Power of Self-Awareness
Bhavash challenges us to move beyond the traditional, intellectualised definitions of self-awareness. Instead, he proposes a more experiential approach: a conscious observation of oneself in real time. Can you step outside of your immediate actions and witness your own behaviour and impact? It’s this cultivated self-awareness that is the catalyst for genuine transformation—both personally and organisationally.
2. From Individual Perspective to Organisational Success
The conversation drew parallels between the way we develop personal mastery—think driving a car or entering a state of ‘flow’—and the maturity required in organisational cultures. The real breakthrough? When leaders embrace their humanity and encourage the same in others, unlocking unrealised potential right across their teams.
3. Awareness Beyond the Workplace
Both Joanne and Bhavash discussed the necessity of leaders and teams becoming more attuned to their internal states (emotions, biases, and motivations) and external environment. It's about progressing from a reactive stance to a more mindful, proactive way of working. Organisations thrive when relationships between people are as strong and intentional as the structures themselves.
4. Emotional Intelligence vs Emotional Awareness
One standout moment was the distinction Bhavash drew between emotional intelligence (often about ‘regulation’) and emotional awareness (attuning truthfully to what you’re feeling and why). Awareness is not about suppression, but acknowledging and honouring our emotions—enabling clearer, more authentic connections with those around us.
5. Practical Inclusion: From Self to System
Ultimately, the episode emphasised the importance of understanding one’s “why”, engaging in honest dialogue, and creating space for people to articulate their hopes and visions within an organisation. Only then can we celebrate diversity while uniting around shared purpose.
Get Involved: Let’s Keep the Conversation Going!
Is there a moment from this episode you'd like to explore further? Perhaps you’ve a perspective on balancing self-awareness with team cohesion, or a story about how inclusion has transformed your workplace? Joanne welcomes your thoughts and guest submissions at jo.lockwood@seechangehappen.co.uk.
Don’t forget to catch up with the full episode and dive into other inspiring conversations at Inclusion Bites Podcast.
Remember: Fostering a culture where everyone not only belongs—but thrives—is a journey we take together.
Warm regards,
The Inclusion Bites Team
#InclusionBites #PositivePeopleExperiences
Feeling inspired? Forward this newsletter to a friend or colleague passionate about making inclusion happen!
🧵 Tweet thread
🚀 THREAD: Harnessing Humanity for Organisational Success – Key Takeaways from #InclusionBites Ep164 with Bhavash Naik & Joanne Lockwood
1/ 🔥 How do we build resilient, thriving organisations? Start by embracing humanness. Bhavash Naik, a performance & longevity specialist, joined @JoLockwood (SEE Change Happen) to unpack self-awareness as the catalyst for change.
2/ 🧠 Self-awareness isn’t just “knowing your strengths & weaknesses”. It’s real-time consciousness of your actions, feelings, and the impact you make. More than a concept—it’s an ongoing experiential state. #EmotionalAwareness
3/ 👀 Bhavash advocates for stepping “outside of yourself”—imagine observing your own actions as if you’re both the player AND the coach. This meta-awareness is crucial for responsibility, better choices, and agile leadership.
4/ 🏃♂️ In high-performance contexts (think athletes, top teams), being “in the flow” means less strategising, more embodied presence. The more skilled you get, the more your subconscious takes the wheel. But real growth? It happens when you observe your flow, not autopilot it. #GrowthMindset
5/ 🗣️ Want team alignment? Start with shared humanity. We’re all unique—but our ability to reflect and relate sets us apart (from both animals AND AI, by the way!). Self-awareness is what makes us human and bridges diverse teams.
6/ 👩💼 Practical tip from the podcast: Leaders, hold 1:1 talks with your people. Ask: “Why is your role important to you? Where do you want to go here?” Listen. Engage. Support. Simple questions, transformational outcomes.
7/ 🌐 Modern workplaces often treat colleagues as “machine parts”. We still manage people with industrial-age thinking—outputs, processes, efficiency. Result? Low engagement & missed human potential. It’s time for a model that puts people first.
8/ 💡 Emotional Intelligence vs Emotional Awareness: Emotional intelligence can sometimes mean “suppressing” feelings for the sake of composure. Emotional awareness means being present with your feelings—not overriding them—so you can respond, not react.
9/ 🧩 For inclusion, it’s not enough to just value diversity. We must actively create space for everyone to be seen, heard, and celebrated. Start with awareness, move to empathy, act with intention. #Belonging
10/ 🚦 Key message: The power to change—your behaviour, your bias, your impact—starts with self-awareness. Want to lead inclusive teams and spark real transformation? Look inwards first, then outwards.
11/ 👂 Want more? Listen to the full episode of Inclusion Bites with @JoLockwood here: https://seechangehappen.co.uk/inclusion-bites-listen
#InclusionBites #SelfAwareness #Leadership #Belonging #HumanFirst #PositivePeopleExperiences
✨Share your own insights or questions—let’s continue sparking change together!
Guest's content for their marketing
Bringing Humanity to Business: My Experience on the Inclusion Bites Podcast
Recently, I had the privilege of joining Joanne Lockwood on the Inclusion Bites Podcast for a thought-provoking discussion under the episode title “Harnessing Humanity for Success”. As someone passionate about business performance, resilience, and truly embracing the ‘humanness’ within organisations, this conversation provided a rich and rewarding platform to explore both the philosophical and practical aspects of self-awareness, emotional intelligence, and leadership in the workplace.
Redefining Self-Awareness for Organisational Transformation
One of the episode’s core themes revolved around self-awareness—not merely as a concept or buzzword, but as a lived experience. I shared with Joanne my perspective that self-awareness transcends a rote understanding of strengths and weaknesses. It is about being conscious of oneself in each moment, observing and understanding our internal experiences and interactions. This form of ‘realised’ self-awareness, as opposed to an intellectualised version, is for me the catalyst for true transformation in individuals and organisations alike.
We examined how adopting this dual-level awareness—being present in the moment, but also capable of observing oneself and one’s impact—enables leaders and teams to break free from merely reactive patterns. It paves the way for more deliberate, thoughtful, and innovative responses to challenges. As I described to Joanne, this stance is deeply linked to what makes us uniquely human and is a vital foundation for building successful, human-centric workplaces.
From Metaphors to Methods: Enabling Collective Success
The conversation delved into metaphors and practicalities. Joanne and I discussed the idea of perceiving ourselves as avatars or agents, not unlike players in a video game—at times acting from within, at times observing from above. We explored how this perspective enhances our situational awareness, sharpens our decision-making, and develops empathy and understanding in team environments.
Crucially, I highlighted the importance of making this awareness actionable: moving from self-reflection to concrete steps that align with one’s vision and the collective purpose of the team or organisation. In my work with leaders, I always start by cultivating awareness at the top, recognising that meaningful change radiates outward through relationships and influence—a ripple effect powered by conscious, values-aligned leadership.
Celebrating Diversity and Navigating Complexity
The episode did not shy away from the realities of neurodiversity, diverse starting points, and the challenges of achieving alignment in varied teams. Instead, we embraced these topics, acknowledging that the path to true inclusion is nuanced. I underscored that self and situational awareness are powerful levers for navigating these complexities. Only through collective consciousness and ethical practice can organisations harness the full potential of their people.
Towards a Human Future for Business
My discussion with Joanne reaffirmed my belief that businesses must move beyond industrial-age management philosophies, recognising people not as cogs in a machine but as whole, unique, and inherently valuable beings. Our dialogue pointed toward actionable strategies, such as having deeply intentional one-to-one conversations focused on vision, purpose, and shared commitment—simple steps that can yield profound organisational impact.
If you’re curious about how self-awareness, conscious leadership, and the embracing of humanness can redefine success in your business, I invite you to listen to our episode on the Inclusion Bites Podcast. You’ll find it’s more than a conversation—it’s a call to action for anyone ready to create workplaces where belonging, resilience, and performance go hand in hand.
Connect with Me
For further insights, resources, and to explore how we can work together to unlock the human element in your organisation, please visit AWAYRE.com, connect with me on LinkedIn, or reach out directly via my website. Let’s embark on a journey of awareness-fuelled success together.
Listen to the episode: Inclusion Bites Podcast – Harnessing Humanity for Success
Special thanks to Joanne Lockwood for hosting such a powerful and inspiring conversation—one that I believe can truly help spark the change our workplaces and society need.
Pain Points and Challenges
Certainly! Throughout this episode of the Inclusion Bites Podcast, “Harnessing Humanity for Success”, Joanne Lockwood and guest Bhavesh Naik delve deeply into a series of recurring challenges faced by individuals and organisations striving to foster greater self-awareness, inclusion, and humanity at work. Below is a focused exploration of the pain points and targeted content addressing each, designed to equip listeners and readers with actionable insight.
Key Pain Points and Challenges
1. Superficial Understanding of Self-Awareness
Many organisations and individuals rely upon a highly intellectualised version of self-awareness (e.g., simply “knowing strengths and weaknesses”), missing its deeper, experiential dimension.
2. Difficulties in Practising Present-Moment Awareness
People struggle to maintain situational and self-awareness in real-time, particularly in high-pressure or habitual scenarios.
3. Obstacles to Authentic Emotional Awareness
Emotional intelligence in business settings is often misunderstood or misapplied—sometimes used to suppress emotion rather than encouraging honest emotional awareness and healthy expression.
4. The Persistence of Outdated Management Philosophies
Many organisations continue to treat people as units of productivity (machine-like, rooted in Industrial Revolution-era thinking), neglecting the nuanced needs and humanity of employees.
5. Widespread Disengagement and Dependency
Citing Gallup data, the discussion highlights that most employees are not truly engaged at work, with only roughly a third feeling connected and motivated, pointing to cyclical issues of morale, retention, and performance.
6. Building Inclusive and Insightful Teams
The challenge of aligning diverse individuals, especially those who are neurodivergent or otherwise “outliers”, in a way that both honours individuality and achieves collective purpose.
7. Shifting from Awareness to Action
Even when self-awareness and inclusivity are present, the practical translation into consistent, positive actions or culture change can falter.
Addressing the Challenges: Solutions and Approaches
1. Deepening Self-Awareness Beyond Surface Level
Encourage regular reflective practices—mindfulness, journaling, or guided self-enquiry that goes beyond “what am I good at?” to questions like “how am I being in this moment?” or “how does my presence affect others?”
Foster a culture where sharing and exploring perspectives is normalised—not just top-down assessment.
2. Cultivating Present-Moment Awareness in the Workplace
Integrate brief daily check-ins (both individual and team-based) to pause, notice sensory inputs, emotions, and the state of play.
Introduce “awareness moments” in meetings to consciously reflect on group dynamics and decision-making, making it routine to briefly observe the room before acting.
3. Promoting Healthy Emotional Awareness Instead of Suppression
Distinguish between ‘emotional intelligence’ (often taken as emotional mastery or regulation) and ‘emotional awareness’, which is about presence with emotions.
Model, at leadership level, the active naming and sharing of feelings as appropriate, and provide psychological safety for others to do the same—emphasising that emotion is not weakness, but data.
4. Evolving Management Mindsets
Challenge the mechanistic, productivity-only paradigm by explicitly recognising individuality, aspirations, and the full human experience in job design, appraisal, and engagement strategies.
Use narrative and storytelling (e.g., “why are you here, what’s your vision?”) to make space for purpose-led conversations at all levels.
5. Boosting Engagement and Reducing Dependency
Empower employees via self-management mechanisms, opportunities to lead, and autonomy. Avoid creating cultures where the absence of a leader causes organisational paralysis.
Regularly visit the “why” behind the work with individuals—making engagement and purpose an ongoing dialogue rather than one-off onboarding exercises.
6. Aligning Diverse Teams and Supporting Outliers
Implement structured yet flexible “alignment sessions” with clear frameworks for individual narratives, unique strengths, and existential starting points.
Develop inclusive practices not by enforcing uniformity, but by seeking and celebrating divergent thinking. Engage with outliers individually to understand their context and co-create supportive mechanisms.
7. Turning Awareness into Sustained Action
Set clear, context-sensitive action steps arising from self and team reflection: “Given our increased awareness, what will I/we do differently next week?”
Establish regular feedback loops so the effects of increased awareness are tracked and reflected upon, helping to convert insight into behavioural change and process improvement.
Final Thought
This episode is a clarion call for moving beyond intellectual exercises in diversity, inclusion, and self-awareness. By grounding practice in the lived human experience—paying close attention to consciousness, emotion, purpose, and authentic connection—organisations can catalyse meaningful transformation, yielding lasting engagement and resilience.
For those seeking to drive real change: start with self-inquiry, foster real dialogue, and take one action at a time, building towards a truly inclusive, human-centred workplace.
Listen and subscribe for more bold conversations at Inclusion Bites. For collaboration or to join the conversation, email jo.lockwood@seechangehappen.co.uk.
Questions Asked that were insightful
Absolutely—several moments from the episode "Harnessing Humanity for Success" lend themselves well to becoming enlightening FAQs for your audience. The dialogue between Joanne Lockwood and Bhavash Naik probed deeply into themes of self-awareness, leadership, emotional intelligence, and organisational transformation. Below is a curated list of potential FAQs, each inspired by specific prompts or questions from the interview that drew out particularly rich, thought-provoking responses.
Frequently Asked Questions Inspired by the Episode
1. What is self-awareness, and how does it differ from the intellectual definition commonly found online?
During the interview, Bhavash distinguished between the widely-accepted, intellectualised version of self-awareness—knowing one’s strengths and weaknesses—and his preferred, experiential model of "awareness of the self." This definition emphasises a conscious, lived experience of being and perceiving oneself in context, something more immediate and embodied than simply analysing personality traits.
2. How can I practise 'stepping back' to observe myself in real time, and why is this valuable in the workplace?
Bhavash introduced the idea of stepping outside oneself—almost like adopting an aerial perspective or 'third-person view.' This practice, which can be likened to watching oneself play a game from above, encourages personal accountability and enables more deliberate, less reactive behaviour in high-pressure situations such as meetings, negotiations, or team projects.
3. What role does self-awareness play in high-performing teams and organisational success?
The discussion highlighted that self-aware individuals can more readily understand and appreciate others’ perspectives, collaborate effectively, and help drive cultural transformation across a team or organisation. These self-aware leaders and team members are more likely to facilitate trust, psychological safety, and inclusivity.
4. How do flow states or being 'in the zone' relate to self-awareness and performance?
The conversation drew parallels between flow states—where action happens effortlessly and without overthinking—and the practice of self-awareness. While mastering a skill might lead to 'autopilot' functioning, the most successful individuals know when to shift back into conscious self-monitoring, especially when navigating complex interpersonal dynamics or learning new competencies.
5. How is self-awareness a uniquely human attribute compared to artificial intelligence?
Bhavash argued that the ability to be self-aware—to reflect on oneself as both subject and object—sets humans apart from even the most sophisticated AI. Machines process data and mimic language, but true consciousness and the attribution of meaning remain distinctly human, underpinning our creativity, empathy, and capacity for cultural nuance.
6. In practical terms, how can workplace leaders use self-awareness to foster inclusion and cohesion?
The episode suggested tangible steps: Leaders should engage in open, one-to-one conversations with team members, asking questions such as, “Why is this job important to you?” and “What’s your vision for working here?” This approach bridges organisational goals with individual purpose and enables relationships built on empathy and mutual understanding.
7. How can emotional awareness differ from emotional intelligence, and why is this distinction critical?
While emotional intelligence often involves regulating or suppressing emotions to some extent, Bhavash advocated for the nuanced skill of emotional awareness—being fully present to one’s emotions as they arise. This not only prevents repression but also fosters authentic and impactful communication and leadership.
8. What steps can individuals and teams take to move from self-awareness to meaningful action and behavioural change?
Change, the episode suggests, starts with awareness: first, recognising one’s own impact; then, reflecting on misalignments; and finally, acting with intention to recalibrate behaviour. Self-awareness empowers individuals with the choice and agency to foster more inclusive, respectful environments.
These questions and answers can serve as an ongoing FAQ resource for listeners who wish to implement the episode’s insights into their professional (and personal) lives. Each FAQ is rooted in a question originally posed or implied during the episode, followed by a summary of the guest's considered and practical wisdom.
Blog article based on the episode
Harnessing Humanity for Success: The Hidden Power of Self-Awareness at Work
What if the next seismic shift in organisational effectiveness isn't a cutting-edge app, the latest AI, or another management fad — but something innately human, yet woefully underutilised? What if the true differentiator is you, learning to harness your own humanity?
On episode 164 of The Inclusion Bites Podcast, titled “Harnessing Humanity for Success,” host Joanne Lockwood welcomes Bhavash Naik, a business performance and longevity expert. Together, they embark on a bold exploration of how embracing self-awareness can transform not only individual experiences at work, but drive resilience and success across entire organisations.
The Problem: Organisational Machines and the Loss of Humanness
The legacy of industrial age management still permeates much of modern business practice. Frederic Taylor’s early 20th century “scientific management” regarded people as machine parts: standardised, interchangeable, and primarily motivated by processes, quotas, and control. While technology and performance metrics have leapt ahead, our people practices too often remain stuck in a mechanistic paradigm.
Is it any wonder, then, that modern engagement figures look so bleak? As highlighted by Bhavash, Gallup studies consistently show that only about a third of employees feel actively engaged at work. The rest are either merely compliant or, worse, actively undermining progress. What gets lost is the remarkable potential of people’s awareness, creativity, and agency — their intrinsic humanness.
Why does this matter? Without nurturing the human element, we create dependency cultures, stifle innovation, and miss the deep connection that fuels true belonging. As Bhavash puts it, we fall into a “dependency epidemic,” where organisations become fragile, leaders are overloaded, and people’s potential goes untapped.
The Missing Link: Real Self-Awareness
“Self-awareness” is frequently cited as a business virtue, but what does it actually mean? All too often, it’s reduced to a bland inventory of strengths and weaknesses — a cerebral exercise, filed and forgotten.
Bhavash challenges us to rethink this definition radically. True self-awareness, he argues, isn’t an abstract idea or a fixed state. It’s an active, lived experience: the ability to “step back and observe yourself,” even in the heat of the moment. Imagine yourself not only acting, but witnessing your actions — noticing your thoughts, feelings, and impact in real time. Relating this to sports, high performers enter “the zone,” operating fluidly not just because of skill, but because they are intensely present, both acting and observing.
This state—what psychologists might call “meta-cognition” or “awareness of awareness”—is foundational to happiness, adaptation, and integrity at work. It is also uniquely human. Even the most sophisticated AI or quantum computing, Bhavash notes, lack this sentience; they “process” data without meaning, but we give meaning, learn, and grow from lived insight.
Turning Awareness into Action: Practical Steps
How, then, do we cultivate actionable self-awareness in the workplace? Here are some key insights and practical suggestions inspired by Bhavash Naik’s approach:
Embrace the Inner Observer
Cultivate the habit of “stepping out” in the moment. Regularly pause and ask yourself: “Am I aware right now, or simply reacting?” Practising this even briefly can help you close the gap between stimulus and response, enabling wiser choices rather than habitual reactions.
Leverage Self-Awareness for Emotional Intelligence
Bhavash distinguishes between “emotional intelligence” and “emotional awareness.” The latter is about deeply feeling and naming your emotions without immediately regulating or suppressing them. For leaders, this awareness not only enhances your own authenticity, but helps you better attune to others.
Engage in Reflective Conversations
Incorporate regular one-to-one dialogues with team members, probing three basic questions:
Why are you here? (purpose)
What is your vision working here? (future focus)
How can we get there together? (partnership/action)
These check-ins bring intention and understanding to working relationships, breaking through surface-level engagement to build authentic connection.
Model and Facilitate Awareness-Based Leadership
Leadership transformation must start from the inside out. Leaders who practise self-awareness can more effectively nurture this in others, fostering a culture of openness, psychological safety, and continual learning.
Celebrate Uniqueness as a Competitive Advantage
Awareness isn’t solely about conformity or consensus. Rather, as Bhavash eloquently observes, it’s a platform for embracing diversity — the unique experiences, talent, and insight each person brings. It’s in this dynamic interplay between shared humanity and personal distinctiveness that teams truly thrive.
Beyond Awareness: A Call to Action
It’s not enough to “know thyself”; the challenge is to act on that awareness in ways that foster inclusion, meaning, and growth. As organisations, we must move from simply tracking metrics to nurturing relationships. As individuals, we must transition from operating on autopilot to conscious, values-based participation.
Consider this: When was the last time you truly observed yourself in the workplace, not just as a performer but as a meaning-maker? When did you last invite someone’s “why” into your leadership conversations? Are you brave enough to notice your blind spots, biases, and moments that call for change?
As Bhavash Naik reminds us, the true difference in the future of work will not be made by “machines that can think,” but by humans who choose to be deeply, persistently aware.
Inspired to Ignite Change?
Now is the moment to harness humanity in your quest for success. Take the first step: Listen to “Harnessing Humanity for Success” on the Inclusion Bites Podcast for a masterclass in turning self-awareness into a force for organisational transformation.
Ready to join the movement for deeply human workplaces? Subscribe to Inclusion Bites, connect with changemakers, and bring the conversation to your own circles.
Let’s make awareness — and inclusion — the spark that powers sustainable success.
—
For more from Bhavash Naik’s human-centric approach and powerful stories of organisational transformation, tune in to episode 164 of the Inclusion Bites Podcast: Harnessing Humanity for Success. To share your story or continue the conversation, reach out to host Joanne Lockwood at jo.lockwood@seechangehappen.co.uk.
The standout line from this episode
The standout line from this episode is:
"As soon as you're aware, you have the power."
❓ Questions
Certainly! Here are 10 discussion questions based on the “Harnessing Humanity for Success” episode of the Inclusion Bites Podcast:
How does Bhavesh Naik define self-awareness, and in what ways does his experiential approach differ from the typical intellectual interpretation found online?
What connections do the speakers draw between self-awareness, emotional intelligence, and high-performing workplaces?
Can you describe an experience where you have actively “stepped back” to observe yourself in the moment, as Bhavesh suggests, and what impact did it have on your actions?
What role does the “gap” between action and reaction play in enhancing self-awareness, and how might this be developed within a team setting?
The episode highlights the importance of being present—in the “flow” or “zone.” How can organisations foster an environment that supports this state for their people?
Bhavesh discusses the limitations of traditional management philosophies, especially those rooted in the industrial age. How should leadership evolve to truly “harness humanity” in the workplace today?
In the discussion, the difference between human “awareness” and the processing power of AI is explored. Where do you see the greatest strengths and weaknesses of both, particularly in inclusive work environments?
Why is it important for leaders to initiate deeply personal conversations about employees’ “why” and their vision within the organisation? What benefits and challenges might arise from this?
Joanne and Bhavesh reflect on the dynamic between self-awareness, accountability, and bias. How does increased self-awareness help us challenge and address our own biases within diverse teams?
Considering the episode’s arguments, what practical steps can organisations and individuals take to move from mere self-awareness to genuine action and transformation?
These questions are designed to prompt meaningful reflection and conversation, encouraging listeners and teams to delve deeper into the connections between self-awareness, workplace culture, and inclusive success.
FAQs from the Episode
FAQ: Harnessing Humanity for Success — Insights from Inclusion Bites Podcast, Episode 164
1. What is the central theme of this episode?
The core focus is on harnessing humanity for organisational success, with an exploration of self-awareness, emotional intelligence, and the power of human-centred leadership. The conversation delves into how embracing humanness and authentic self-reflection can enable individuals and teams to thrive in the modern workplace.
2. Who is the guest on this episode, and what is their expertise?
The guest is Bhavesh Naik, a business performance and longevity expert. He specialises in helping leaders and organisations thrive by fostering greater self-awareness and embracing the human aspects of their people, rather than reducing them to mere components within a business machine.
3. How does self-awareness relate to workplace performance?
Self-awareness, as discussed, is the intrinsic ability to observe oneself in the moment — to be conscious not only of one’s actions but of the surrounding context. It moves beyond an intellectual understanding of strengths and weaknesses to an ongoing, experiential awareness ("awareness of the self"), which enhances responsibility, decision-making, and ultimately, organisational transformation and success.
4. What practical techniques for developing self-awareness were discussed?
The episode outlined practical mental exercises, such as mentally observing oneself as if from an external perspective—akin to a “helicopter view” or playing oneself as an avatar in a video game. Regularly stepping back to monitor thoughts, emotions, and actions, particularly during meetings or key interactions, was recommended. The conversation also drew parallels to athletes performing “in the zone”, emphasising that regular practice enhances this trait.
5. How is self-awareness distinguished from emotional intelligence?
Though closely related, self-awareness is presented as the grounding foundation, while emotional intelligence (or “emotional awareness”) depends on one’s ability to observe their feelings and regulate them accordingly. The podcast suggests that true behavioural change stems from recognising, rather than suppressing, one's emotions and patterns.
6. How does embracing self-awareness impact organisational culture and inclusion?
By fostering self-awareness among leaders and teams, organisations can move away from outdated, mechanistic management models and cultivate trust, empathy, and open communication. This shift enables individuals to recognise their biases, become receptive to feedback, and actively participate in more inclusive and psychologically safe workplaces, where diversity is not just present but celebrated.
7. What challenges arise when implementing human-centric leadership in diverse teams?
The discussion acknowledges that not everyone will readily embrace these concepts, with ‘outliers’ often resistant or struggling with self-observation. However, transformation typically begins with leadership. By modelling self-aware behaviours and committing to open, empathetic engagement — starting with basic yet fundamental questions like “Why are you here?” — organisations can progressively align diverse perspectives around shared humanity and purpose.
8. What practical steps can leaders take to increase team engagement and alignment?
Simple, intentional conversations are advocated — such as regularly asking team members why their work matters to them, what their long-term vision is, and collaboratively exploring how to achieve it. This builds meaningful relationships based on trust, and positions managers as supportive resources rather than mere overseers, enhancing engagement and retention.
9. How does the episode approach the subject of Artificial Intelligence (AI) and human uniqueness?
The speakers articulate that the unique quality separating humans from AI is consciousness and self-awareness; while computers are skilled at data processing, only humans ascribe meaning, purpose, and context. This underscores the need for human-centred approaches in an increasingly automated world.
10. Where can listeners learn more or contact the speakers?
Listeners can connect with Bhavesh Naik through his website at awayre.com for resources and assessments, or find him on LinkedIn. Host Joanne Lockwood can be reached at jo.lockwood@seechangehappen.co.uk, and further episodes and resources are available at seechangehappen.co.uk/inclusion-bites-listen.
For more bold conversations on inclusion and human-centred leadership, subscribe to Inclusion Bites and join our mission to ignite meaningful change in workplaces and beyond.
Tell me more about the guest and their views
The guest on this episode is Bhavash Naik, described as a business performance and longevity expert. His principal aim is to help leaders cultivate thriving, resilient organisations by genuinely embracing the human element of their people. Bhavash identifies his superpower as fostering a deeply realised sense of self-awareness, leadership, and organisational success.
Bhavash’s philosophy is fundamentally human-centric. He distinguishes between “intellectualised” and “realised” self-awareness—arguing that true self-awareness is an experience of being, not merely knowing one's strengths and weaknesses in a detached sense. He explains how, as humans, we possess the faculty to observe ourselves in action, almost as if seeing our own conduct from an aerial view. This “observer” state is, for him, the root of transformation within individuals, teams, and organisations.
He is keenly interested in how self-awareness manifests in the workplace. Rather than viewing employees as mechanical cogs, Bhavash is critical of business philosophies inherited from the industrial age, where people were managed as if they were machine parts. He contends that organisations must shift from these outdated paradigms and nurture environments where people are treated as humans—with emotions, aspirations, and unique talents. In his view, unlocking human potential begins by enabling individuals to operate from a position of genuine awareness.
He also draws a stark distinction between human and artificial intelligence. Bhavash asserts that self-awareness—and with it, sentience—is what fundamentally differentiates humans from even the most advanced AI. While computers can process and sequence vast amounts of data, only humans can assign actual meaning, derive insight, and drive change from a place of conscious agency.
In practical terms, his approach to organisational transformation is both philosophical and pragmatic. For lasting impact, he insists that change must be led from the top, starting with self-aware leaders who are open to new ways of thinking. Bhavash uses metaphor and self-inquiry in his coaching—from encouraging leaders to ask fundamental questions (such as “Why am I here?”) to developing a culture where people’s unique perspectives are celebrated.
He incorporates emotional awareness, advocating not for the suppression of emotion (which, he worries, is sometimes what is implied by “emotional intelligence”) but for an honest acknowledgement of how one is feeling in the moment. This heightened awareness, he believes, enables improved relationships, greater team cohesion, and a foundation for truly inclusive organisations.
Bhavash is clear that human diversity—of thought, lived experience, and perspective—should not merely be managed, but actively celebrated. For him, fostering self-awareness in individuals and amongst teams is the route to harnessing humanity for organisational success and growth. His methodology is collaborative and context-driven, always with an eye towards tangible results, cultural alignment, and a more profound human connection in workplace life.
For more resources or to contact Bhavash, he directs listeners to his website (awayre.com), which features assessments, free resources, and further information on his philosophy and practical tools for cultivating awareness in the workplace.
Ideas for Future Training and Workshops based on this Episode
Certainly! Drawing upon the themes and rich insights from this episode of Inclusion Bites, “Harnessing Humanity for Success”, here are tailored ideas for future training sessions and workshops:
1. Workshop: The Power of Self-Awareness in the Workplace
Aim: Equip participants to recognise and cultivate self-awareness for making informed decisions and fostering better team dynamics.
Content:
Experiential exercises inspired by Bhavesh Naik’s distinction between intellectual and realised self-awareness
Techniques for observing ‘self-in-action’ versus ‘self-in-reflection’
Practical activities to bridge the gap between action and reaction, using real workplace scenarios
Guided group discussions examining the benefits of heightened awareness for organisational transformation
2. Session: Emotional Awareness vs. Emotional Intelligence
Aim: Move beyond ‘emotional intelligence’ as a buzzword to embrace emotional awareness as a daily practice.
Content:
Unpacking the subtle differences between emotional awareness and emotional intelligence, as discussed
Exploring the power of emotions in communication, self-regulation, and motivation
Role plays to practise self-observation and real-time emotional check-ins
Integrating emotional awareness in performance reviews and team meetings
3. Training: Creating Conscious Cultures — Moving from Machine to Human-Centric Organisations
Aim: Challenge outdated management paradigms and introduce practical approaches for unlocking potential through inclusion.
Content:
Analysing the legacy of industrial-era management and its limitations, as highlighted in the episode
Group exercises to ‘spot the difference’ in management styles: mechanical vs. human-centric
Developing action plans for building resilience, strong relationships, and sustainable teams through empathy and purposeful connection
Techniques for measuring tangible and intangible outcomes of human-centric leadership
4. Seminar: Mastering Multi-Layered Awareness — From Self to Team to Organisation
Aim: Develop participants’ ability to shift focus fluidly across individual, team, and organisational levels.
Content:
Visualisation exercises for ‘helicopter view’ thinking
Case studies on how this awareness supports diversity, equity, and inclusion strategies
Tools to assess and adapt leadership approach based on situational context
Mapping influence and communication flows within and across teams
5. Training Module: Difficult Conversations, Self-Accountability & Inclusive Growth
Aim: Advance self-accountability and the art of receiving and acting on feedback in diverse environments.
Content:
The role of self-awareness in ownership and behaviour change
Exercises based on ‘show, don’t tell’ and ‘gravitational attraction to change’
Managing and embracing feedback: handling impact vs. intent, embracing vulnerability
Addressing bias and microaggressions with awareness, empathy, and accountability
6. Programme: Interviewing for Inclusion — Purpose-Driven Hiring and Employee Engagement
Aim: Equip leaders and HR teams to better understand, motivate, and retain employees through intentional conversations.
Content:
Integrating ‘why, what, and how’ questioning into recruitment and performance management, as suggested in the episode
Workshop facilitation guides for one-to-one ‘why are you here?’ conversations
Practical tools for ongoing alignment of individual aspirations with organisational goals
Monitoring and celebrating diversity of thought and perspective as a superpower
Each training and workshop can be delivered in-person or virtually, with customisable exercises and reflective activities designed not only to enlighten but to empower action — truly igniting inclusion and belonging at every level of your organisation.
For further details or to discuss bespoke workshops, feel free to reach out to Joanne at jo.lockwood@seechangehappen.co.uk.
Find more inspiration and resources at Inclusion Bites.
🪡 Threads by Instagram
Real self-awareness isn’t just knowing your strengths—it's truly observing yourself in the moment. It’s when you pause, step back, and notice your actions as they happen. That’s the key to driving transformation in teams and organisations.
The power of awareness lies in creating space between action and reaction. Pausing, observing, and then choosing your response—not just reacting—can shift any workplace culture from reactive to intentional.
Inclusion is more than diversity; it’s about connection. Awareness helps us see beyond our own perspective and genuinely celebrate the unique strengths everyone brings to the team.
Emotions are a resource, not a hindrance. Emotional awareness means understanding how you feel in the moment and using it to foster authentic relationships and a thriving, resilient workplace.
Leadership transformation starts with self. When leaders commit to awareness and empathy, organisations become less about rigid structures and more about unlocking human potential—for everyone to belong and thrive.
Leadership Insights - YouTube Short Video Script on Common Problems for Leaders to Address
Leadership Insights Channel
Ever feel like your team’s just going through the motions, not achieving their full potential? Here’s the common pitfall: too many leaders focus solely on outcomes, ignoring the true power of self-awareness.
Why does this matter? When leaders operate on autopilot, they miss the subtle cues—how their actions impact others, where relationships are breaking down, and why people feel disengaged.
So, what truly turns things around? Step one: pause and observe your own behaviour. Ask yourself—how am I coming across right now? Am I truly present and listening to my team? That genuine awareness lets you notice emotions, reactions, and dynamics as they unfold.
Next, bring that awareness to one-to-one conversations. Instead of talking at your team, ask open questions like, “What motivates you about your work? Where do you see yourself going?” Really listen—don’t jump to fix or judge.
When you’re aware of your own impact and listen without ego, you build trust, address hidden challenges, and create stronger, more resilient teams. The result? Higher engagement, loyalty, and performance.
Start simple: pause, observe, and ask. Self-aware leadership isn’t a one-off—it’s daily practice. Master it, and you’ll unlock success for your team and yourself.
Follow for more leadership insights that drive real change.
SEO Optimised Titles
7 Dimensions of Self Awareness for Teams | Boost Engagement by 67 Percent | Bhavash @ AWARE
From 33 Percent Engagement to Thriving Cultures | Harnessing Humanity for Organisational Success | Bhavash @ AWARE
Why Only 2 in 6 Employees Feel Engaged | Transforming Minds for Inclusive Performance | Bhavash @ AWARE
Email Newsletter about this Podcast Episode
Subject: Unlocking the Power of Humanity: Inclusion Bites Episode 164 Recap 🌟
Hello Inclusion Bites Community!
We’ve got something truly thought-provoking for you in this week’s episode of Inclusion Bites, “Harnessing Humanity for Success.” Joanne Lockwood sits down with Bhavash Naik, a specialist in business performance and longevity, for a genuinely captivating conversation about the vital role of humanness and self-awareness in building thriving, resilient organisations.
Here’s what you’ll discover in this episode:
1. Rethinking Self-Awareness:
Bhavash goes beyond the dictionary definition, inviting us to experience self-awareness as a deeply realised sense of “being”—not simply an intellectual exercise, but an active, felt perspective that can be practised and honed.
2. The Flow State at Work:
Ever wondered why some teams seem to click, achieving more with less friction? The episode delves into how zones of awareness and flow can unlock productivity and joy, demystifying the process so you can start applying it in your own work (and life).
3. Agent for Organisational Transformation:
If you’ve ever struggled to connect business outcomes to “soft skills”, this episode decodes why self-awareness isn’t just nice to have—it’s foundational to real transformation, effective leadership, and authentic inclusion.
4. From Individual to Team Awareness:
Learn how layering personal awareness with relational and organisational awareness empowers both self and team, helping you navigate challenges, strengthen relationships, and tame those workplace biases.
5. Celebrating Uniqueness Without Losing Common Ground:
In a world of endless diversity, finding shared humanity need not erase differences—Bhavash shares fresh perspectives on connecting across uniqueness without losing the collective “why” that brings teams together.
Did you know?
A striking moment from this episode: Bhavash points out that the real difference between humans and any cutting-edge AI isn’t just intelligence—it’s our self-awareness and sentience, the very ability to observe ourselves in the moment and course-correct. Technology can process data, but only we can truly “know” ourselves.
Ready to transform your business and your own journey?
🎧 Listen to Harnessing Humanity for Success now!
Got insights or your own story to share? Drop Joanne a line at jo.lockwood@seechangehappen.co.uk or reply directly to this email. Every voice adds value!
Let’s step into a more inclusive, human-centric future—one bold conversation at a time.
Thanks for being an essential part of this movement. Don’t forget to subscribe, share with your network, and help us ignite inclusion everywhere.
Wishing you insight, action, and that spark of self-awareness,
The Inclusion Bites Team
#InclusionBites #PositivePeopleExperiences #ListenNow
Potted Summary
Episode Introduction
In this enlightening episode of Inclusion Bites, Joanne Lockwood is joined by Bhavash Naik to explore the essential role of self-awareness and humanity in fostering high-performing, resilient organisations. Together, they delve into the practical aspects of emotional intelligence, conscious leadership, and the hidden dynamics that drive successful teams. Unpacking the distinction between intellectualised and realised self-awareness, they reveal how being present can truly transform workplace culture and ignite positive organisational change.
In this conversation we discuss
👉 Self-awareness
👉 Conscious leadership
👉 Emotional intelligence
Here are a few of our favourite quotable moments
“The degree to which we are self awareness is the degree to which we are able to help others get in touch with their own self awareness.”
“Once you’re aware, you have the power.”
“This is the agent through which in my work, I think transformation can happen within organisation, within teams, within ourselves.”
Summary & Call to Action
Step into a conversation that challenges conventional management, placing humanity and authentic awareness at the forefront of organisational success. Joanne and Bhavash demonstrate how self-awareness catalyses both individual and collective growth. Ready to rethink what successful teams look like? Tune in now to Inclusion Bites for bold insights that can propel your workplace and leadership approach to the next level. Listen today at seechangehappen.co.uk/inclusion-bites-listen.
LinkedIn Poll
LinkedIn Poll Context
In this week’s episode of “Inclusion Bites,” Joanne Lockwood explored “Harnessing Humanity for Success” with Bhavesh Naik, delving into the vital role that self-awareness and emotional intelligence play in creating high-performing, inclusive workplaces. The conversation highlighted that true transformation and organisational resilience stem from our ability to recognise ourselves as unique individuals, understand our emotional states, and fully appreciate the diversity within our teams. With this in mind, I’d love to hear your thoughts:
Poll Question
What personal quality do you believe has the most impact on fostering inclusive, successful teams?
Poll Options
🌱 Self-awareness
🤝 Empathy
🧠 Emotional intelligence
🔍 Openness to feedback
#InclusionBites #Leadership #DiversityMatters #Belonging
Why vote?
Your insights will help other leaders reflect on which human qualities truly drive belonging and success, shaping more inclusive workplaces for all. Join the conversation and fuel the change!
Highlight the Importance of this topic on LinkedIn
Just listened to the latest Inclusion Bites Podcast, "Harnessing Humanity for Success," and it struck a powerful chord. 🎙️
As leaders, HR, and EDI professionals, we're challenged daily to move beyond processes and truly see the humans in our organisations. This episode dives deep into self-awareness—not just as a buzzword, but as a living, breathing practice that shapes better workplaces.
Key takeaways for our profession:
🔹 Self-awareness is the foundation of inclusion—it's not about knowing your strengths on paper, but about observing the impact you have in real time.
🔹 Bridging the gap between intention and impact is essential for equity and diversity to thrive.
🔹 Our job is not to suppress emotion, but to foster emotional awareness and harness it for collective success.
🔹 The real transformation happens when leadership is willing to re-examine philosophy, not just policy.
If we're serious about belonging and high performance, we must normalise self-aware leadership and create brave spaces for our people to grow.
Let's ignite these conversations in our teams—because humanity is not a ‘nice-to-have’, but a strategic necessity. 🚀
#InclusionBites #EDI #Leadership #HumanFirst #SelfAwareness #PositivePeopleExperiences
👉 Listen here: https://seechangehappen.co.uk/inclusion-bites-listen
L&D Insights
Certainly! Here’s a concise expert summary from an L&D perspective for senior leaders, HR professionals, and EDI specialists, based on the Inclusion Bites Podcast episode “Harnessing Humanity for Success” with Joanne Lockwood and Bhavash Naik:
Key Takeaways for Senior Leaders, HR, and EDI Professionals
1. Self-Awareness as the Foundation of Inclusive Cultures 🧠
The episode highlights self-awareness not as a vague soft skill, but as a well-defined “realised experience” – the ability to consciously observe oneself and one’s impact in the workplace. It’s not simply knowing your strengths and weaknesses, but actively stepping back and observing yourself in action, moment to moment.
Aha Moment:
Many people intellectually understand self-awareness, but few embed it as a living practice in the workplace. The paradigm shift is to move from intellectual knowing to experiential practice—true transformation takes place here.
2. Harnessing Emotional Awareness, Not Suppression 🌊
Emotional intelligence is reframed as “emotional awareness”. Rather than regulating or suppressing emotions, the podcast suggests acknowledging and understanding them in real-time. Emotions hold data: awareness of this enables healthier interactions, better decision-making, and fosters psychological safety.
Aha Moment:
Suppressing emotion to be “professional” is outdated—a genuinely inclusive culture demands space for feelings, because emotions shape memories, reactions, and relationships at work.
3. The Power of Pause, Reflection and Response ⏸️
Routine reactivity is replaced with conscious action. Leaders are urged to use the gap between stimulus and response to reflect and choose alignment with purpose and values rather than autopilot reactions. This increases intentionality in leadership, team dynamics, and change initiatives.
Aha Moment:
The “gap” is where bias, assumptions, and unhelpful scripts can be addressed. The team or organisational shift from unconscious behaviour to intentional inclusion hinges on this moment of pause and reflection.
4. Individual and Organisational Self-Awareness Are Intertwined 🕸️
The metaphor of stepping outside oneself extends to the team and the business. Leaders should periodically “zoom out” to see their team as a dynamic system, understanding how their behaviour shapes relationships, communication, and ultimately, organisational culture.
Aha Moment:
Individual, team, and organisational levels of self-awareness must evolve together for meaningful change. Measuring “awareness” is as valid as tracking KPIs—it’s reflected in engagement, retention, and innovation.
5. Practical Conversations: Start with ‘Why’ and ‘Vision’ 🎯
One action-oriented framework involves one-to-ones focusing on “why do you work here?”, “what’s your vision for your role?” and “how can I help?”. These conversations, done ethically and authentically, shift relationships from transactional to transformational and foster authentic belonging.
Aha Moment:
Most organisations skip the fundamental “why are you here?” question, yet it’s essential for motivation, engagement, and co-creating meaningful roles.
What Should Leaders and EDI Professionals Do Differently?
Embed real self-awareness: Cultivate the discipline to consciously observe your own behaviour, especially during critical incidents, meetings, or decision points. Coach your team to do the same.
Prioritise emotional safety: Nudge your culture toward emotional awareness, not mere professionalism. Permit and model emotion in appropriate ways.
Facilitate regular ‘why’ conversations: Not just at onboarding, but throughout the employee journey. Use these insights to align development, reward, and recognition practices.
Role-model intentionality: Make explicit the gap between thoughts, feelings, and actions in your own practice to encourage reflection throughout the organisation.
Re-evaluate how you measure inclusion: Go beyond visible diversity data. Consider how well people know themselves and each other, and how openly they can align, challenge, and co-create.
Social Media Hashtags:
#InclusionBites
#HarnessHumanity
#SelfAwarenessAtWork
#EmotionalAwareness
#TransformationalLeadership
🔑 If you only take one thing: Inclusion and belonging are not rhetorical goals—they are daily practices rooted in personally and collectively realised self-awareness. Reflect, pause, ask “why”, and ensure space for emotion in your workplace. That’s how organisations—and people—thrive.
Shorts Video Script
Title for Posting:
Unlock Success by Harnessing Humanity: Why Self-Awareness is Your Superpower #Inclusion #WorkplaceWellbeing
Hashtags:
#InclusiveWorkplace
#SelfAwareness
#EmotionalIntelligence
#HumanFirst
#DiversityAndBelonging
Text on screen:
Unlock Success Through Humanity! ✨
Script (to camera):
Ever wondered what truly makes teams, organisations, and leaders successful? Let’s talk about an overlooked superpower: self-awareness.
Text on screen:
Why Does Self-Awareness Matter? 🧠
Self-awareness goes far beyond just knowing your strengths and weaknesses—it’s about fully experiencing yourself in the moment and being conscious of your actions, reactions, and the impact you have on others. When you step back, observe yourself, and reflect, you open a gap between action and reaction. In that gap? Real growth happens.
Text on screen:
How Can You Build It? 🛠️
Start by intentionally observing your thoughts, feelings, and behaviours in real time. Imagine watching yourself as if from another angle. It’s not about detachment—it’s about tuning in. Once you’re more aware, you can better spot patterns, identify biases, and make choices consciously, rather than on autopilot.
Text on screen:
Why is This Crucial at Work? 👥
When teams embrace self-awareness, relationships strengthen. You move from reactivity to intentional collaboration. Leaders who prioritise this create environments where people feel seen and valued—fuelling retention, productivity, and innovation. Recognise your own emotions, manage your responses, and acknowledge the perspectives of others. That’s where true inclusion starts.
Text on screen:
Actionable Steps 🏁
Ask yourself daily: “How am I feeling?” and “How am I showing up with others?”
In meetings, pause briefly before reacting. Reflect rather than rush to respond.
Have real conversations: ask colleagues about their “why” and vision. Listen.
Embrace emotional awareness, not just emotional intelligence—own your feelings, don’t just regulate them.
Unlock the human element in your workplace and watch true success and belonging emerge.
Thanks for watching! Remember, together we can make a difference. Stay connected, stay inclusive! See you next time. ✨
Glossary of Terms and Phrases
Certainly. The episode "Harnessing Humanity for Success" dives into several nuanced psychological, philosophical, and organisational development concepts that may not be part of everyday vocabulary for most people. Here’s a curated list of those less commonly used words and phrases, along with definitions as implied by the context of the episode:
1. Self-awareness (Realised Sense of Self-awareness)
Definition: Going beyond merely knowing one’s strengths and weaknesses; it refers to an experiential state of being, where a person is consciously observing themselves and their surroundings in the present moment, often likened to stepping outside oneself and objectively witnessing one’s own actions, thoughts, and feelings.
2. Flow State/Being in the Zone
Definition: A psychological state where a person is fully immersed and engaged in an activity, functioning at a high level with an almost automatic, effortless focus. The episode relates this to instances such as athletes performing without consciously strategising.
3. Neuro-Linguistic Programming (NLP)
Definition: Discussed here as the relationship between neurological processes (neuro), language (linguistic), and behavioural patterns learned through experience (programming). In this context, it's reframed as an explanation for how humans process input, assign meaning, and develop conditioned responses.
4. Emotional Intelligence vs. Emotional Awareness
Definition: Emotional intelligence is presented as the capability to recognise, understand, and manage our own emotions and those of others. Emotional awareness, however, is positioned as a simpler, foundational concept: being aware of one’s emotions in the moment, rather than intellectualising or suppressing them.
5. Agents and Sensors (in the context of awareness)
Definition: Metaphoric language referencing the various faculties or aspects of perception and cognition (agents) and the mechanisms for receiving inputs (sensors)—e.g., the part of the brain checking on threat analysis or hunger—which together enable greater situational and self-awareness.
6. Gnosis
Definition: Originally from Greek philosophy, used in this episode to mean direct experiential insight or intuitive knowledge that results in genuine understanding—distinct from knowledge as the mere accumulation of data.
7. Objectification and KPR (Key Performance Metrics)
Definition: The process of turning relationships or organisational culture into measurable, objective frameworks, commonly through Key Performance Metrics, which can sometimes limit more holistic understandings of people and teams.
8. Dependency Epidemic (in organisations)
Definition: A coined phrase pointing to the state where organisational systems are so reliant on central leadership figures that, if those individuals depart temporarily or permanently, the organisation’s functionality promptly deteriorates.
9. Industrial Age Management Philosophy / Scientific Management
Definition: References to historical approaches to management rooted in mechanistic, machine-like organisational views, emphasising efficiency, standardisation, and people as replaceable parts within a system—a perspective criticised in the episode as outdated for a human-centric workplace.
10. Artificial General Intelligence (AGI) and Sentience
Definition: Discussed as the hypothetical development of machines or AI systems achieving human-like awareness and cognitive abilities. The episode emphasises the distinction between human sentience (self-awareness and meaning-making) and machine processing or computation.
11. Perspective as Superpower
Definition: The idea that each individual’s distinctive way of experiencing, interpreting, and expressing awareness is a unique strength that can drive team and organisational success.
12. Shunya
Definition: A philosophical concept from Indian thought, signifying both zero and infinity simultaneously, invoked to illustrate the limitations of linear or binary thinking in understanding existence and consciousness.
13. Socratic and Theory of Mind Approaches (implied, not explicitly named)
Definition: The use of probing questions, thought experiments, and imagining the perspectives of others as methods for fostering insight and awareness discussed throughout the conversation.
These concepts collectively reflect a move away from mechanistic or reductionist approaches to people and organisations, advocating instead for human-centric, deeply self-aware, and consciously adaptive ways of working and relating to others. The aim is to harness qualities like insight, perspective-taking, and authentic emotional presence as pathways to transformation, both personally and organisationally.
SEO Optimised YouTube Content
FOCUS KEYWORD: Harnessing Humanity for Success
Video Title
Harnessing Humanity for Success: Transforming Culture Change Through Positive People Experiences | #InclusionBitesPodcast
Tags
Tags: harnessing humanity for success, culture change, positive people experiences, inclusive cultures, belonging at work, organisational self-awareness, emotional intelligence, workplace transformation, leadership development, neurodiversity inclusion, business longevity, inclusion bites, workplace resilience, management change, employee engagement, team self-awareness, conscious leadership, business philosopher, human-centred leadership, thriving organisations, talent retention, modern workplace culture, inclusion strategies, empathy at work, future of work
Killer Quote
Killer Quote: "When we truly see each other as human beings rather than cogs in a machine, we unlock the full potential of our people – that is where transformation in culture and positive people experiences begins." – Bhavash Naik
Hashtags
Hashtags: #HarnessingHumanity, #CultureChange, #PositivePeopleExperiences, #InclusionBitesPodcast, #SEEChangeHappen, #InclusionMatters, #Belonging, #LeadershipDevelopment, #BusinessPhilosopher, #HumanCentred, #Transformation, #DEI, #EmotionalIntelligence, #OrganisationalCulture, #SelfAwareness, #TeamEngagement, #FutureOfWork, #WorkplaceInclusion, #Empathy, #ResilientOrganisations
Why Listen
The power of workplace culture lies not in fancy mission statements or token diversity efforts, but in how each individual feels, relates and thrives within the organisation. In this compelling episode of Inclusion Bites Podcast — "Harnessing Humanity for Success" — I invite you to join me and business performance and longevity expert, Bhavash Naik, for a truly transformative conversation about Culture Change and how Positive People Experiences sit at the core of business longevity, resilience and growth.
We begin by questioning the very nature of self-awareness – not as a buzzword, but as a lived experience. Bhavash challenges the classic, intellectualised definitions of self-awareness, pushing us to experience leadership and teamwork from a place of realised presence: the art of observing oneself in the moment, of knowing how you feel, think, and impact those around you. How often do we operate on autopilot, mistaking activity for awareness? As Bhavash demonstrates through simple exercises, the true shift comes when leaders move beyond reactive behaviour and into conscious, reflective action.
Why does this matter to you? Because Culture Change is not an abstract, top-down strategy—it is built in the micro-moments of self-reflection, day-to-day relationships, and the cumulative effect of thousands of Positive People Experiences. We explore how, by stepping back and truly observing ourselves, we close the gap between intention and impact, own our unconscious biases, and breathe meaning into our interactions at all levels. When everyone—from executives to team members—understands the ‘why’ of their role and feels authentically seen, engagement and retention soar.
You’ll gain practical insights for fostering team alignment across personality, neurodiversity, and life experience. Bhavash provides illuminating analogies, from the sports arena’s ‘being in flow’ to the essential matrix of organisational relationships. We unpack the fallacy of treating people as machine parts—a legacy of outdated management—and learn why future-proof businesses must wholeheartedly embrace the human aspect. This episode delves deeply into how a leader’s self-awareness ripples outwards, catalysing culture shifts that endure even when the leader steps away.
If you wonder how high-performing teams outpace their competitors, the answer isn’t simply brighter minds or sharper strategies. It is their ability to course-correct in real-time, to reflect on their group impact, and to create environments where every voice feels celebrated—not just included. We discuss how this approach drives both individual happiness and collective success, dissolving the dependency epidemic that plagues so many modern workplaces. Practical structures, such as meaningful one-to-one conversations centred on ‘why', ‘what’, and ‘how’, create the psychological safety for honesty and authentic development—cutting straight to the heart of Positive People Experiences.
My dialogue with Bhavash isn’t theory alone—it’s underpinned by decades of practical results, guiding leaders through resistance, alignment challenges, and the art of measuring both tangible and intuited progress. Whether you’re in HR, leadership, or on the shop floor, you’ll finish this episode empowered to champion change from wherever you stand, armed with strategies to bridge awareness and action.
Above all, you’ll walk away with a deeper appreciation for the humanity at the centre of every business interaction. This episode is your catalyst for redefining Culture Change—not as a project to manage, but as an ongoing, organic outcome of genuine connection and self-knowledge.
Tune in, take notes, and make it your mission to ignite change—one positive experience at a time.
Closing Summary and Call to Action
Harnessing Humanity for Success: Turning Awareness into Sustainable Culture Change and Positive People Experiences
In this episode, you heard first-hand how transformative workplace Culture Change begins with the simple—but radical—act of embracing the humanity within ourselves and each other. To operationalise the insights from our discussion, consider these actionable points:
Redefine Self-Awareness
Move beyond textbook definitions. Invest time in experiential self-awareness. Practise observing your own thoughts, feelings and behaviours as they happen, creating a foundation for conscious decision-making.
Create Space for Reflection
Slow down to notice not just what is being done, but how it’s being done. Carve out moments in meetings, one-to-ones and team sessions for genuine self and group reflection.
Prioritise ‘Why’ Conversations
Ask team members why they are in their roles, what success looks like for them, and how they wish to grow. Make these open, regular conversations—key to unlocking personal meaning and engagement.
Celebrate Neurodiversity and Unique Starting Points
Recognise that everyone approaches self-awareness and culture at their own pace, with unique worldviews. Hold space for outliers—sometimes the richest insights emerge from those least like ourselves.
Bridge the Gap from Awareness to Action
Use the insights gained from awareness exercises to gently challenge ingrained habits or biases. Encourage individuals to not only notice but act on these reflections, always in support of positive workplace experiences.
Dismantle Outdated Management Models
Acknowledge when work structures treat people as replaceable parts rather than as whole, capable humans. Start advocating for management philosophies built on mutual respect, genuine feedback and shared purpose.
Develop Conscious Leadership Practice
Encourage those in leadership to be role models of self-awareness, transparency and emotional presence. Leaders who ‘walk the talk’ create ripple effects that uplift entire teams.
Enable Measurable and Intuitive Progress
Design metrics that capture both hard data (e.g. employee retention, productivity) and softer, qualitative measures (team morale, sense of belonging).
Nurture Psychological Safety
Foster an environment where individuals feel empowered to speak up, challenge respectfully, and bring their full selves to work without fear of retribution.
Champion Positive People Experiences at Every Level
Every interaction is an opportunity to leave someone feeling valued, included and empowered. Notice the micro-moments: a thoughtful check-in, a sincere apology, or an open door policy can all spark lasting positive change.
Use Empathy as Your Superpower
Listen deeply, with the intention to understand, not simply to respond. This shift lies at the heart of both inclusion and high performance.
Start with Yourself—but Never Act Alone
Culture change cannot flourish in isolation. Share your insights, ask for feedback, and build partnerships rooted in trust and mutual growth.
Commit to Ongoing Learning
Embrace the idea that self-awareness, like inclusion, is a journey not a destination. Challenge assumptions and remain open to the knowledge and experiences others bring.
Measure and Iterate
Use regular feedback loops to assess what’s working and where adjustments might create even better Positive People Experiences.
Lead Culture Change with Optimism and Purpose
Hold onto the vision of a workplace where everyone is seen, heard and celebrated. Let this conviction guide your daily choices.
Reflect on these insights, share them with your teams, and return to this episode as a touchstone whenever you need to reconnect with the ‘why’ behind genuine inclusion. Let us be the architects of human-centred workplaces—because, as Bhavash so wisely points out, culture is changed not by decree, but by the cumulative effect of positive, human experiences.
Actions for you:
Share this episode with a colleague or leader who’s ready for culture change.
Begin your next team meeting with an awareness check-in.
Journal about your own ‘why’ at work and invite others to share theirs.
Explore available resources on SEE Change Happen and the Inclusion Bites archive for more on culture, belonging, and workplace transformation.
Together, let’s ignite transformation. Start by making one positive people experience today.
Outro
Thank you so much for tuning in to Inclusion Bites Podcast. If you found value in today’s episode on "Harnessing Humanity for Success," please do like, comment, and subscribe to our channel—it really helps us continue bringing you bold conversations that ignite positive change. For further insights, resources, and upcoming episodes, head over to the SEE Change Happen website https://seechangehappen.co.uk and catch up on the full Inclusion Bites series at https://seechangehappen.co.uk/inclusion-bites-listen.
Stay curious, stay kind, and stay inclusive - Joanne Lockwood
Root Cause Analyst - Why!
Certainly. Let’s employ a Root Cause Analysis approach, using the ‘5 Whys’ methodology to dissect key problems illuminated in this Inclusion Bites episode, “Harnessing Humanity for Success.” The discussion, led by Joanne Lockwood and Bhavash Naik, pivots around self-awareness, emotional intelligence, the limitations of current organisational paradigms, and how inclusion often fails to materialise beyond rhetoric.
Key Problem Identified:
Most organisations fail to unlock the full potential of their people because they continue to treat individuals as mere cogs—machine parts—rather than as complex, self-aware human beings. This results in poor engagement, lack of genuine inclusion, and ultimately suboptimal business performance.
1st Why:
Why do organisations fail to unlock the full potential of their people?
Because prevailing management philosophies and practices are still rooted in the industrial age, viewing people as resources to be managed rather than as humans with unique needs, skills, and self-awareness.
2nd Why:
Why are management philosophies still rooted in the industrial age mentality?
Because these frameworks were historically successful in the context of maximising efficiency and predictability—attributes prized during the rise of mass production and standardisation.
3rd Why:
Why has this mindset persisted despite evidence of its limitations in the current era?
Because of institutional inertia: leaders, managers, and even HR professionals are educated and promoted within the same rigid systems. There is a lack of challenging or reimagining the status quo, and their measures of success (KPIs, outputs) are still anchored in outdated concepts.
4th Why:
Why do institutions resist changing these established paradigms, even when faced with modern workforce challenges (e.g., diversity, remote work, innovation demands)?
Because true transformation requires a radical shift in mindset, involving personal vulnerability, self-awareness, and letting go of control. Most leaders are not incentivised or trained to prioritise this kind of development over short-term operational results. In addition, organisations often lack safe spaces and models for developing collective self-awareness.
5th Why:
Why are leaders not incentivised or equipped to develop deeper levels of self and organisational awareness?
Because systems of reward, recognition, and progression are largely tied to numerical metrics (profit, growth, process efficiency), rather than to qualitative measures of humanity, inclusion, or well-being. There is also a cultural discomfort with emotional language and self-reflection in most business settings.
Summary of Root Cause(s):
The underlying issue is that legacy organisational systems prioritise efficiency and output over humanity and self-awareness. This is perpetuated by institutional inertia, reward structures tied to outdated metrics, and a cultural discomfort with person-centric or emotionally intelligent leadership. As a result, the transformation towards true inclusion and harnessing people’s humanity for success remains limited and superficial.
Potential Solutions:
Leadership Development Rooted in Self and Emotional Awareness:
Build programmes that develop leaders’ capacities for self-awareness, situational awareness, and emotional literacy. This can be facilitated through coaching, reflective practices, and experiential learning rather than solely technical skill development.Redefine Success Metrics:
Shift KPIs at all levels to include measures of psychological safety, belonging, engagement, and well-being, alongside financial outcomes. Hold leaders accountable for both.Cultural Reframing and Narrative Change:
Train all staff to view human diversity, self-reflection, and relational competence as superpowers—central to resilience and innovation—not “soft skills.”Create Safe Spaces for Honest Dialogue:
Establish regular opportunities for open, unscripted conversations about experience, emotion, and purpose in the workplace. Employ facilitated frameworks to surface bias, challenge assumptions, and normalise vulnerability.Embed Inclusion into Systems and Processes:
Move from performative (“tick-box”) inclusion to process-integrated inclusion, e.g., by making self and team-awareness a core part of recruitment, development, and performance discussions (as described in the episode’s practical HR guidance).Model Change from the Top:
Executive leaders must embody and champion these changes personally, modelling reflective behaviour, openness, and humility.
Rhetorical question:
If people are an organisation’s greatest asset, why do so many of our systems still treat them as expendable components? Until we shift that foundational worldview, genuine inclusion and organisational longevity will continually elude us.
Conclusion:
Lasting organisational change begins with confronting our deepest assumptions about what it means to be human at work. By progressing from mechanistic management to human-centred leadership, we unlock the engagement, creativity, and resilience modern organisations cry out for—delivering not just profit, but purpose, belonging, and collective success.
Canva Slider Checklist
Episode Carousel
Slide 1:
✨ What if self-awareness is the missing link between inclusion and real organisational success? ✨
Slide 2:
👁️ Imagine observing yourself from above—aware of your impact, choices, and unconscious biases, even as you work, lead, or collaborate.
Slide 3:
💡 On this episode of Inclusion Bites, guest Bhavesh Naik and host Joanne Lockwood unravel how true self-awareness elevates individuals and organisations—from average to thriving.
Slide 4:
🌍 Discover why embracing the messy, human side of business is not just about “soft skills”—it’s the solution to unlocking team potential, reducing dysfunction, and fostering belonging for everyone.
Slide 5:
🎧 Ready to challenge your thinking and ignite change?
Listen to “Harnessing Humanity for Success” now on Inclusion Bites!
Link in bio—join the conversation. #InclusionBites #Belonging #SelfAwareness
6 major topics
Harnessing Humanity for Success: Six Transformative Inclusion Insights from My Latest Conversation
Primary keyword: “inclusive cultures”
Meta Description:
Explore how inclusive cultures drive organisational success as Joanne Lockwood unpacks six powerful insights from a memorable exchange with Bhavesh Naik, delving into self-awareness, emotional intelligence, and the future of work.
Introduction: Opening the Door to Inclusive Cultures
During my recent discussion with Bhavesh Naik, I found myself immersed in one of the most eye-opening conversations about inclusive cultures that I’ve had in quite some time. We toggled between the deeply personal and the unmistakably universal, always circling back to the human experience at work and beyond. If you’ve ever pondered what truly makes a team tick, or if cultivating a climate of belonging is even achievable when faced with rapid technological change, you’ll find this recap especially resonant. Let me take you through six major themes that shaped our dialogue and ignited fresh curiosity for embedding truly inclusive cultures.
1. The Power of Realised Self-Awareness
How knowing yourself changes everything in inclusive cultures
Bhavesh introduced a take on self-awareness that went well beyond the textbook definition—he called it a realised sense of self-awareness. Rather than simply listing one’s strengths and weaknesses, he urged us to cultivate a practice of observing ourselves in action, almost as if watching from a corner of the room. Imagine conducting your day with an internal observer, gently nudging you to pause before reacting. Doesn’t that gap between stimulus and response offer room for better choices? We discussed how such self-awareness is foundational to inclusive cultures: when leaders and team members possess it, they’re better positioned to create environments where everyone feels their humanity is seen and respected. I'm still pondering—what would happen if whole organisations made this their daily habit?
2. Emotional Intelligence vs Emotional Awareness: Beyond Jargon
Navigating feelings as a key to inclusive cultures
Our conversation about emotional intelligence quickly became a deeper reflection on emotional awareness. Bhavesh made a compelling case: while emotional intelligence often implies intellectual control over emotions, emotional awareness is about truly inhabiting and understanding one’s feelings in the moment without suppression. This distinction matters in the context of inclusive cultures because teams thrive when emotional authenticity is welcome—rather than bottled up or disguised. We mused on how emotional cues are integral to building trust, and how leaders who value emotional awareness spark more genuine engagement. But here’s the curiosity: are workplaces ready to embrace the joy, vulnerability, and even the discomfort that comes with overt emotion, or are we still tiptoeing around it?
3. Human Beings vs Machine Parts: Rethinking Organisational Philosophy
Why inclusive cultures reject the 'factory mindset'
We quickly found common ground on the urgent need to shed industrial-age thinking from modern workplaces. Too often, legacy management models treat people as replaceable cogs rather than complex humans with aspirations, quirks, and talents. Bhavesh argued—and I deeply agree—that this approach fundamentally opposes the spirit of inclusive cultures. If we persist in viewing staff as mere functionaries, we’ll perpetuate disengagement, lack of innovation, and what he called “the dependency epidemic.” I’m left wondering: what would it take to design businesses around people’s humanity first, machines second? The possibilities for change seem endless.
4. The Seven Dimensions of Self-Awareness
Mapping the inner architecture that underpins inclusive cultures
One truly intriguing segment was Bhavesh’s exploration of the “seven dimensions of self-awareness.” While we touched only briefly on the specifics, he positioned these as the very bedrock of what separates human beings from AI and animals alike. It’s not simply cognition or logic that matters, but layers of awareness—consciousness, emotional resonance, social perception, and beyond. In developing inclusive cultures, I find it’s these layered perspectives that help us navigate difference and forge authentic connection. Can you articulate your own layers of self-awareness? I plan to revisit this idea with teams as a practical exercise—a fascinating point of curiosity.
5. From Self to Team: Scaling Awareness in Inclusive Cultures
How individual insight empowers collective progress
As our exchange deepened, I challenged Bhavesh to address the typical complexity we see in diverse, neurodivergent teams. It’s all well and good, I said, for individuals to seek self-knowledge, but how can that awareness ripple outward towards greater organisational harmony? His answer lies in intentional alignment: leaders must set the tone, inviting one-to-one conversations where team members truthfully explore their motivation (“why are you here?”), vision, and trajectory. When this becomes embedded in the management process, it fuels trust and inclusivity at scale. Still, what of the outliers or the resistant? Bhavesh’s solution: demonstrate results and let success win hearts, one conversion at a time.
6. Action with Awareness: Translating Insight into Impact
Blueprints for making inclusive cultures tangible
We wrapped with practical methods to bridge self-awareness and organisational action. Here, Bhavesh advises a simple, yet profound method: regular reflection framed by “why”, “what”, and “how” questions in every key relationship—be it 1:1s or broader team check-ins. The goal? Move from abstract awareness to accountability and concrete steps, ensuring that inclusive cultures aren’t merely aspirational, but observable and measurable in daily practice. The real challenge—and curiosity I left with—is, how do we convince every layer of an organisation, especially hard-to-reach outliers, to fully buy into these reflective, inclusive ways of working?
Conclusion: Inclusive Cultures Begin With 'Why'—And 'Who'
Reflecting on my dialogue with Bhavesh Naik, it’s clear that inclusive cultures thrive on a blend of personal insight, emotional openness, and the rejection of dehumanising business dogmas. The promise of truly inclusive cultures is unlocked when leaders and teams combine self-awareness with committed action. If you’re curious to explore these layers further or want to ignite inclusive change in your own sphere, let’s continue this journey together. Reach out to me at jo.lockwood@seechangehappen.co.uk or tune into more bold conversations at Inclusion Bites. One dialogue, and one act of awareness, at a time.
TikTok Summary
Ever wondered what true self-awareness means in the workplace? 💡 On this episode of #InclusionBites, Joanne Lockwood dives into “Harnessing Humanity for Success” with business performance expert Bhavash Naik. Discover how embracing our humanness can transform teams, spark innovation, and unlock real organisational potential. No more business as usual—it's time to lead with purpose and authenticity!
Ready for more bold, thought-provoking conversations? Catch the full episode and join the Inclusion Bites community 👇
https://seechangehappen.co.uk/inclusion-bites-listen
#Inclusion #Belonging #Leadership #SelfAwareness #PodcastTaster
Slogans and Image Prompts
Absolutely! Here are standout slogans, soundbites, and potential hashtags from "Harnessing Humanity for Success" (Inclusion Bites Podcast, Episode 164). Each is paired with a detailed AI image generation prompt to make your mugs, t-shirts, stickers, or hashtags truly pop. These are designed to be memorable, encouraging, and visually compelling for both merchandise and social sharing.
1. "Harnessing Humanity for Success"
AI Image Prompt:
A diverse group of people with varied backgrounds and expressions, forming a network linked by threads of light. Central text reads “Harnessing Humanity for Success” in modern, bold typography. The setting is a bright, uplifting office with subtle greenery and natural sunlight filtering in, exuding warmth and connectedness.
#Hashtag:
#HarnessHumanity
2. "Self-Awareness is Our Superpower"
AI Image Prompt:
A superhero silhouette in business attire, with a glowing heart and a radiant brain, surrounded by a swirling aura. Behind, a city skyline symbolises the workplace. The phrase “Self-Awareness is Our Superpower” arches above in vibrant, energetic font.
#Hashtag:
#AwarenessSuperpower
3. "Be in the Zone. Be in the Flow. Just Be."
AI Image Prompt:
A serene figure meditating atop a gentle wave, surrounded by abstract shapes suggesting motion and peace. Above, the text “Be in the Zone. Be in the Flow. Just Be.” appears in a mix of calming and modern handwriting styles, with a soft blue and gold palette.
#Hashtag:
#JustBeIn
4. "Perspective is Our Superpower"
AI Image Prompt:
A split image: one half with a person looking directly ahead, the other half with the same individual observing from above (bird’s-eye view), each surrounded by stylised geometric shapes. Overlay the words “Perspective is Our Superpower” in contemporary, clear font.
#Hashtag:
#PowerInPerspective
5. "Show, Don’t Tell"
AI Image Prompt:
Two side-by-side icons: one a megaphone crossed out, the other a person performing a helpful gesture (like lending a hand or guiding). In crisp, sans-serif text, “Show, Don’t Tell” stands tall beneath. Clean lines and bright, contrasting colours make it pop.
#Hashtag:
#ShowDontTell
6. "Awareness is the First Step to Change"
AI Image Prompt:
Footprints leading up a gentle hill, each footprint glowing slightly brighter than the last, symbolising progress. At the top, a person stands, looking confidently ahead. Overlay “Awareness is the First Step to Change” in elegant script.
#Hashtag:
#StepIntoAwareness
7. "Infinity and Zero—Everything is Possible"
AI Image Prompt:
An infinite loop (∞) merging with a zero (0), adorned with cosmic stars and a subtle rainbow gradient, suggesting boundless opportunity. Soft, cosmic background. “Everything is Possible” is embedded within the design in celestial-inspired typeface.
#Hashtag:
#EverythingPossible
8. "Unlock Potential: See the Human, Not the Machine"
AI Image Prompt:
Half of the design features a mechanical gear, blending into the profile of a human face with vibrant, flowing hair. The transition from cold greys to lively warm colours highlights the human element. The words “Unlock Potential: See the Human, Not the Machine” curve around the image.
#Hashtag:
#SeeTheHuman
9. "Conversations that Spark Change"
AI Image Prompt:
Stylised speech bubbles radiate sparks and light. Inside, small illustrations symbolise growth—like leaves, lightbulbs, and fluttering birds—show “Conversations that Spark Change” in bold, playful type.
#Hashtag:
#SparkChangeTalks
10. "Be Aware. Be Accountable. Be You."
AI Image Prompt:
Three ascending staircase steps, each labelled: “Be Aware”, “Be Accountable”, “Be You”. Each step is illuminated, with a figure walking upwards and a sunrise in the background, evoking positivity and aspiration.
#Hashtag:
#BeYouFully
These slogans encapsulate the essence of the episode—emphasis on self-awareness, humanity, perspective, and transformation. The associated image prompts are designed for striking, contemporary merchandise and high shareability on social platforms.
Inclusion Bites Spotlight
This month’s Inclusion Bits Spotlight turns its attention to the deeply human core of workplace success with “Harnessing Humanity for Success” from The Inclusion Bites Podcast. Host Joanne Lockwood invites Bhavesh Naik, a business performance and longevity expert, to explore the vital role of self-awareness and authentic presence in unlocking thriving, resilient organisations.
Bhavesh brings a nuanced approach to leadership—framing self-awareness not as a buzzword, but as an experiential lens through which individuals and teams elevate their impact. His insights challenge intellectualised definitions, instead rooting self-awareness in lived experience—being present, observing oneself in the moment, and allowing authentic human interactions to inform business practice.
Together, Joanne and Bhavesh unpack practical ways leaders can nurture situational awareness and emotional presence, drawing connections to sports psychology’s ‘flow’ and discussing how awareness can bridge the gap between intention and action. Their conversation highlights the transformational power of reflecting on one’s behaviour, embracing one’s own patterns, and remaining open to genuine growth.
Crucially, this episode situates self-awareness at the heart of meaningful inclusion—arguing that when organisations champion the uniqueness of their people, celebrate diverse ways of thinking, and accept responsibility for the impact of their actions, they become fit to tackle the ever-evolving challenges of today’s world. Bhavesh’s commitment to humanity in leadership offers compelling strategies for moving beyond transactional management models, and cultivating spaces where everyone can flourish.
This feature is a must-listen for anyone eager to disrupt traditional business norms and foster communities where belonging is not only possible, but expected. Tune in to discover how harnessing our shared humanity can ignite lasting change—from the inside out.
Listen to the latest episode at: Inclusion Bites Podcast – Harnessing Humanity for Success
YouTube Description
Opening Hook:
Are we still treating people like cogs in a machine? It’s time to challenge everything you thought you knew about success, humanity, and inclusion at work.
Description:
In this transformative episode of the Inclusion Bites Podcast, Joanne Lockwood is joined by business longevity expert Bhavesh Naik for a radically honest conversation about self-awareness, authentic leadership, and the urgent need to move beyond outdated management philosophies. If you’ve ever wondered what it takes to build workplaces where everyone thrives—not just survives—this conversation will shift your mindset and inspire bold action.
Discover why true self-awareness is more than knowing your strengths and weaknesses, and how cultivating conscious presence, emotional awareness, and genuine empathy elevates both individual and organisational performance. Bhavesh unpacks why embracing the “humanness” of people is at the heart of resilient, high-performing teams, and how awareness is our superpower in a world increasingly driven by artificial intelligence and impersonal processes. You’ll hear practical examples of moving from awareness to action, reframing emotional intelligence, addressing unconscious biases, and having open, purpose-driven conversations that actually engage and retain talent.
Takeaways & Actions:
Reframe your approach: Ditch the mechanistic management mindset and see people as unique, creative, and emotionally intelligent beings.
Practise self-awareness in real time: Cultivate presence, question your own biases, and open up to new ways of experiencing the workplace.
Champion authentic conversations: Ask “why” with sincerity and listen for real insights to drive engagement, inclusion, and growth in your teams.
Embrace diversity while seeking common ground: Celebrate what makes each colleague unique while recognising shared human experience as your foundation.
Recognise that happiness, transformation, and business success begin with self-awareness—at every level of your organisation.
After listening, you’ll think more deeply about your leadership, feel empowered to challenge outdated paradigms, and act intentionally to ignite positive culture change.
Don’t forget:
Subscribe to Inclusion Bites, share your thoughts, and be part of the movement that’s redefining inclusion from the inside out.
#InclusionBites #SelfAwareness #InclusiveLeadership #EmotionalAwareness #OrganisationalCulture #HumanCentredDesign #DiversityAndInclusion #BelongingAtWork #BusinessTransformation #PeopleFirst
Listen now and spark your journey towards a more human, inclusive workplace: https://seechangehappen.co.uk/inclusion-bites-listen
For insights or to feature on the show, contact Joanne Lockwood at jo.lockwood@seechangehappen.co.uk
10 Question Quiz
Inclusion Bites Podcast – Episode Quiz: Harnessing Humanity for Success
Based exclusively on comments and insights from host Joanne Lockwood (she/her).
1. What is the central theme Joanne Lockwood introduces at the start of the episode?
A) Recruitment strategies for remote teams
B) Harnessing humanity and self-awareness to achieve organisational success
C) The benefits of artificial intelligence in business
D) Strategies for risk management in finance
2. How does Joanne conceptualise self-awareness in the workplace?
A) As purely an intellectual recognition of skills and shortcomings
B) As an experiential state of observing oneself and one’s interactions
C) As a form of productivity measurement
D) As a technical training requirement
3. What metaphor does Joanne use to help understand self-awareness?
A) Escalator versus lift experience
B) First person shooter video game with an aerial view
C) Marathon running
D) Factory assembly line
4. According to Joanne, what is a primary vehicle for transformation within organisations?
A) Rigid adherence to hierarchy
B) Realised self-awareness
C) Automating decision-making
D) Outsourcing human resources
5. When discussing awareness, Joanne aligns it with which concept in emotional intelligence?
A) Suppression of emotions
B) Self-regulation only
C) Self-awareness and the ability to course-correct actions
D) Delegation of emotional duties
6. Joanne and her guest agree that effective conversations in the workplace require:
A) Complete reliance on pre-set agendas
B) Playing from a place of presence and awareness
C) Ignoring personal emotions
D) Focusing solely on business metrics
7. How does Joanne suggest leaders can enhance inclusion?
A) By focusing exclusively on top performers
B) Through celebrating both unity (shared humanity) and individual diversity
C) By enforcing uniform behaviours
D) By discouraging emotional expression at work
8. In the context of leadership, what does Joanne argue is essential for productive relationships?
A) A fixed hierarchy
B) Awareness of one’s impact and the ability to regulate bias
C) Isolating high-risk workers
D) Focusing only on customer feedback
9. What does Joanne highlight as a major flaw in current management philosophy?
A) Use of digital marketing
B) Treating people as machine parts rather than as human beings
C) Ignoring technological advancements
D) Too much focus on emotional awareness
10. According to Joanne, what is a powerful approach for managers to build meaningful relationships with their teams?
A) Avoiding personal questions
B) Conducting one-on-one conversations to understand each individual’s ‘why’ and vision
C) Leaving team development to HR departments
D) Relying solely on annual reviews
Answer Key & Rationales
1. B – The host frames the discussion around harnessing humanity and self-awareness as key drivers of success.
Rationale: The opening explicitly establishes this as the podcast's foundation.
2. B – Joanne examines self-awareness as an experience, not just intellectualisation.
Rationale: She discusses the need to be present and observe actions as they happen.
3. B – She references the “first person shooter” video game metaphor to describe seeing oneself from above.
Rationale: This metaphor is used in discussing practical self-observation.
4. B – Joanne identifies realised self-awareness as central to transformation within organisations.
Rationale: She differentiates realised self-awareness from a merely intellectual understanding.
5. C – She links awareness with self-awareness in emotional intelligence, including course correction.
Rationale: Joanne uses the example of reflecting on comments/actions and correcting bias.
6. B – Both host and guest agree that being present and aware leads to more effective conversations.
Rationale: They reference 'being in the zone' and drawing questions organically, rather than adhering to scripts.
7. B – Joanne stresses unity (our shared humanity) and celebrating individual diversity as tenets of inclusion.
Rationale: She recognises awareness as common ground, while valuing diverse expression.
8. B – Critical to productive relationships is the leader’s capacity for awareness of impact and bias regulation.
Rationale: She discusses the imperative of noticing contextual impacts, addressing bias, and correcting it.
9. B – Joanne critiques industrial-age management for viewing people merely as parts in a machine, not as humans.
Rationale: She voices the need to move beyond these outdated philosophies for inclusion and organisational health.
10. B – She advocates for targeted one-to-one sessions to explore individuals’ motivations and alignment.
Rationale: Joanne describes this approach as both practical and effective for genuine connection.
Summary Paragraph
This episode of Inclusion Bites, hosted by Joanne Lockwood, homes in on the transformative power of harnessing humanity and self-awareness for workplace success. Joanne frames self-awareness as an embodied, experiential practice—one where leaders and colleagues actively observe and reflect on their own interactions, much like shifting from a first person to an aerial perspective in a video game. Realised self-awareness, she argues, is foundational to driving deep transformation across organisations, especially when linked to key competencies of emotional intelligence, such as self-correction and bias regulation. Presence and awareness, rather than rigid protocol, underpin genuinely effective conversations. Joanne asserts that genuine inclusion is achieved by celebrating our unified humanity alongside our diverse uniqueness, and that meaningful relationships stem from leaders who are aware of their impact and willing to adjust as needed. Citing the major flaw in traditional, machine-like management philosophies, she advocates for a shift towards more human-centred models—where conversations about purpose, vision, and values are prioritised, and where every team member’s distinct motivations are understood through regular, empathetic dialogue.
Rhyme Scheme and Rhythm Podcast Poetry
Harnessing Humanity
In chilled February’s light, where winter’s edge is sung,
A question hums in workplaces: where has true belonging sprung?
Not in engines or statistics, nor in ancient management creed—
But in the spark of self-awareness from which all minds are freed.
Observe yourself, step gently back, become the watchful eye,
See how actions shape reactions—pause, reflect, and then reply.
Is happiness in autopilot, caught in motion, mind at rest—
Or deeper in our conscious state, where self and growth are blessed?
To lead is not mechanics, nor to simply rule the day,
But to cultivate connection—inclusion paves the way.
Each team a many-faceted web, each member’s path unique,
Yet all can find a common ground when self-awareness speaks.
With eyes that see the bigger view—the ripple through the scheme,
A leader’s job: to ask not “what?” or “how?” but rather “Why this dream?”
Engagement blooms when values meet, ambition shares its side,
And conversations, honest, raw, become our truest guide.
For every bias in the shade, for every hidden view,
Awareness flickers softly in the choices we pursue.
Change is sparked not by decrees, nor programmes set in stone,
But when reflection stirs the soul, then progress is our own.
So in your day-to-day, your work, your teams, your role—
Pause and listen, step outside, let humanness be whole.
By questioning, by feeling, by vision clear and true,
You’ll nurture thriving, inclusive spaces—success for all to view.
Discover more rich moments—subscribe, and do your part;
Share, ignite, and spread the word: inclusion is a heart.
with thanks to Bhavesh Naik for a fascinating podcast episode
Key Learnings
Key Learning & Takeaway from the Episode:
The central insight from "Harnessing Humanity for Success" is that genuine self-awareness—moving beyond mere intellectual understanding to a realised, experiential state—unlocks deeper emotional intelligence, more meaningful relationships, and greater organisational performance. By cultivating this heightened self-awareness, both individuals and leaders can bridge the gap between action and reaction, foster authentic connections, and nurture inclusive, resilient workplaces that empower everyone to thrive.
Point #1: Self-Awareness as the Foundation for Growth
True self-awareness is not simply recognising one's strengths and weaknesses, but inhabiting an ongoing, conscious awareness of oneself and one’s interactions. Developing this capacity forms the bedrock for emotional intelligence and effective leadership, allowing for intentional, reflective action rather than automatic reaction.
Point #2: From Individual to Collective Impact
Harnessing self-awareness isn’t just a personal endeavour. When individuals in teams step back and objectively observe their own behaviour and its effects, it cultivates stronger, more cohesive relationships. This collective mindfulness leads to healthier, higher-performing organisations.
Point #3: Moving from Awareness to Action
Awareness alone does not guarantee progress—it must be paired with purposeful action. By grounding workplace conversations in open questions about purpose, vision, and values, leaders make self-awareness operational, shifting from theory to practical steps that elevate engagement and alignment.
Point #4: Human-Centric Leadership Over Mechanistic Management
Modern success requires moving away from viewing people as mere ‘machine parts’. Embracing the full humanity—emotions, aspirations, and unique perspectives—of every team member leads to greater creativity, commitment, and resilience. This humane approach sharply contrasts with the legacy of industrial-age management, making inclusion a true competitive advantage.
Book Outline
BOOK OUTLINE: Harnessing Humanity for Success
Unlocking Organisational Resilience Through Self-Awareness
Introduction
Overview of the book’s central purpose: redefining business performance and longevity through the lens of deeply realised self-awareness and human-centred organisation.
The unique distinction between intellectualised and realised self-awareness.
Importance of challenging status quo business philosophies and embracing a new paradigm of leadership.
Chapter 1: The Essence of Self-Awareness
Subheadings:
Moving Beyond Definitions
Experience vs. Intellect: The Nature of True Self-Awareness
Real-Time Observation: The “Third Person” Perspective
Key Points:
Distinguishing “self-aware awareness” from superficial, intellectual interpretations.
Demonstrating how true self-awareness is experiential, underpinning happiness and effectiveness.
Real-life example: Childhood and the purity of self-awareness before intellect disrupts.
Suggested Visual Aids:
Diagram: The three perspectives – in-person, intellectual, third-person observer.
Reflection Questions:
When do you notice yourself stepping back and observing your actions?
How does this change your response to situations?
Chapter 2: Flow, Presence, and Happiness
Subheadings:
The Flow State: Sport, Work, and Creativity
The Gift Gap: Response vs. Reaction
Presence as a Pathway to Joy
Key Points:
Description of the flow state and its link to skill development.
The gap between stimulus and response as the practitioner’s playground.
The role of flow and presence in unlocking natural effectiveness and fulfilment.
Quotes:
“That gap, you can call that self-awareness.”
Exercise:
Practice the “pause and observe” method in daily conversations.
Chapter 3: Dimensions of Awareness
Subheadings:
Expanding Awareness: Internal and External
Situational Awareness in Business and Life
The Seven Dimensions of Self-Awareness
Key Points:
Exploration of awareness at different scales: personal, relational, organisational.
A framework for perceiving both self and surroundings.
Example: Driving as both automatic skill and mindful practice.
Suggested Chart:
The seven dimensions of self-awareness (to be detailed/expanded).
Chapter 4: The Human Distinction – Beyond AI and Machines
Subheadings:
What Makes Us Human?
Awareness vs. Artificial Intelligence
Meaning-Making and Organisational Life
Key Points:
Human uniqueness: self-awareness as the defining trait, in contrast with AI’s data processing.
The limitations of machine intelligence.
Implications for teamwork, decision-making, and creativity.
Illustrative Anecdote:
The “neuro-linguistic programming” viewpoint: how humans derive meaning.
Chapter 5: Embedding Awareness in Organisational Culture
Subheadings:
From Individual to Collective
Relationships as Organisational Infrastructure
The Node and Network Model
Key Points:
How individual awareness manifests within teams and organisations, creating collective intelligence.
Organisations as living networks; the strength of both people (nodes) and relationships (links).
Practical approach: Cultivating open, self-aware leaders as catalysts for ripple effects.
Action Step:
Mapping your organisation’s nodes and relationship strength.
Chapter 6: Rethinking Leadership and Management Philosophy
Subheadings:
The Legacy of Industrial Age Leadership
The Dependency Epidemic
Human-Centred Performance
Key Points:
Critique of outmoded “machine part” management approaches.
Consequences: disengagement, lack of fulfilment, low retention.
The call for shifting to philosophies that unlock human potential and adaptability.
Quote:
“We are still using the management practices and philosophies that were developed in the industrial age…”
Chapter 7: Practical Frameworks for Transformation
Subheadings:
Catalysing Change: Self-Awareness in Action
One-to-One Interventions for Impact
The Power of Why, What, and How
Key Points:
Structured, practical techniques for fostering engaged, self-aware teams.
The “Why-What-How” conversation model for managers.
Fostering trust and authenticity in professional relationships.
Suggested Exercise/Worksheet:
Template for managers: Conducting “Why, What, How” conversations with direct reports.
Chapter 8: Emotional Awareness and Organisational Health
Subheadings:
Moving Beyond Emotional Intelligence
Tuning into Emotional States for Growth
Embracing, Not Suppressing, Emotion
Key Points:
Distinction between emotional intelligence (regulation/override) and emotional awareness (acceptance).
How emotional awareness contributes to authenticity, innovation, and wellbeing within workplace culture.
The pitfalls of over-intellectualising emotional experience.
Chapter 9: Diversity, Inclusion, and the Power of Perspective
Subheadings:
Diversity vs. Commonality: The Human Balancing Act
Harnessing Unique Perspectives as Organisational Superpower
Inclusion Through Awareness: Practical Strategies
Key Points:
How genuine inclusion is anchored in shared humanity and celebrated individuality.
Practical techniques for leveraging diversity as a source of strength.
Case study: Organisational transformation through collective awareness.
Reflection Prompt:
Explore a recent situation where awareness of difference improved the outcome.
Chapter 10: Sustaining Success: Measurement, Commitment, and Continuous Learning
Subheadings:
Measuring What Matters: Beyond Traditional KPIs
Embedding Self-Awareness in the Long-Term
The Practice of Continuous Reflection and Growth
Key Points:
Turning intangible benefits into tangible metrics: productivity, happiness, engagement.
The necessity of leadership buy-in and modelling.
Continuous learning as the path to ongoing resilience and performance.
Interactive Element:
Space for journaling ongoing self- and team-awareness insights.
Conclusion: The Future of Work – Harnessing Humanity
Recap of central insights: transformative potential of realised self-awareness for individual, team, and organisational success.
The challenge to readers: step into a new paradigm, become a catalyst for humane, high-performing cultures.
Vision of a future where the richness of human awareness shapes robust, adaptive organisations.
Call to Action:
Commit to a set of “micro-practices” for self-awareness each week.
Encourage readers to share experiences, reflections, and further their journey with the broader community.
Supplementary Elements
Further Reading: Annotated list of books and resources on self-awareness, organisational culture, inclusion, and leadership.
Glossary: Definitions of key concepts (e.g., realised self-awareness, flow state, dependency epidemic).
Diagrams & Visuals:
The Observer Model
The Node and Network Organisation
The Seven Dimensions of Awareness
Action Worksheets: For leadership development, team discussion, self-reflection.
End-of-Chapter Reflection Questions: To engage readers in applying and personalising each chapter’s themes.
Possible Book Titles
Harnessing Humanity for Success: Awakening Organisational Potential Through Self-Awareness
The Aware Leader: Realising Organisational Thriving in a Human-Centred Age
From Machines to Meaning: Rehumanising Business for the 21st Century
The Ripple Effect: Transforming Workplaces Through Collective Awareness
Chapter Summaries
Chapter 1: Explores the essence of self-awareness as a deeply experiential rather than intellectual practice, setting the philosophical foundation.
Chapter 2: Examines the flow state and presence, identifying how happiness and peak performance arise from conscious engagement.
Chapter 3: Unpacks the layered dimensions of awareness, and how they determine perception, safety, and success.
Chapter 4: Differentiates human qualities from artificial intelligence, focusing on meaning-making as a distinctly human trait.
Chapter 5: Presents relational awareness as the core of organisational culture and resilience.
Chapter 6: Critiques traditional management and calls for a reimagined, human-centred approach to business success.
Chapter 7: Offers practical frameworks and conversational tools to implement self-awareness and foster engagement at scale.
Chapter 8: Develops the concept of emotional awareness, arguing for acceptance and understanding over mere regulation.
Chapter 9: Asserts inclusion and diversity as by-products of foundational awareness, and explores creating environments where uniqueness flourishes.
Chapter 10: Emphasises the importance of measurement, leadership modelling, and the continual practice of awareness for sustainability.
Conclusion: Ties together the transformative power of harnessing humanity for enduring organisational success and calls readers to action.
Feedback Loop:
At the end of each chapter, invite subject experts to review and provide insight, ensuring the content’s relevance and applicability.
Pilot sections with leadership teams or D&I practitioners for further refinement prior to publication.
This structure preserves the depth and nuance of the guest’s philosophy, translating podcast insights into a purpose-built guide for leaders, teams, and organisations seeking to thrive through conscious, human-centric evolution.
Maxims to live by…
Maxims for Harnessing Humanity for Success
Cultivate Self-Awareness
True self-awareness is an active experience, not merely an intellectual notion. Regularly step back to observe your actions, thoughts, and feelings in the present moment.Embrace Emotional Awareness
Recognise and acknowledge your emotions without suppressing them. Allow your feelings to inform, rather than control, your responses.Pause and Reflect Before Reacting
Value the gap between stimulus and response. Intentional pauses enable thoughtful, authentic, and responsible choices.Navigate Life with Purpose and Vision
Clarify your ‘why’ and establish a clear vision. Let purpose guide your actions and decisions, both individually and collectively.Channel Conscious Presence
Strive to be present, attentive, and fully engaged in each moment. This quality of focus is where creativity, happiness, and flow are most accessible.Recognise the Power of Perspective
See your experience from different vantage points—above, within, and beyond. This ability to shift perspective brings deeper understanding and empathy.Prioritise Relationships
Acknowledge that connections between individuals form the backbone of any thriving community or organisation. Nurture strong, genuine relationships for collective success.Celebrate Uniqueness and Commonality
Honour the distinctiveness of every individual. Unity grows from recognising both our differences and our shared humanity.Champion Open Communication
Ask meaningful questions and listen actively. Seek understanding before being understood; curiosity breeds insight.Encourage Responsible Leadership
Lead with awareness of your impact. Responsibility extends from self, to team, to wider community. Model self-reflection and encourage it in others.Question Assumptions, Continually Learn
Growth relies on challenging the status quo and seeking your own insights. Avoid dogma—and remain open to ‘aha’ moments and new interpretations.Foster Psychological Safety
Create environments where mistakes can be acknowledged, diverse voices heard, and authenticity welcomed.Acknowledge and Own Your Impact
Accept accountability for both your intent and your effect on others. When misalignment occurs, choose honesty, growth, and, if needed, positive change.Build Adaptive Teams
Understand that high-performing groups align on purpose but thrive on diverse perspectives. Harness these differences as a source of strength, not division.Transcend Old Paradigms
Question inherited ways of working. Adapt management and organisational practices to the complexity and humanity of today’s world.Unlock Potential Through Trust
Invest in trust as the foundation for empowerment. Enable self-sufficiency across all levels by fostering confidence, communication, and collaboration.Promote Inclusion Through Action
Move beyond the theoretical. Embed inclusion, belonging, and equity in everyday decision-making and behaviour.Commit to Lifelong Transformation
Embracing this approach is not a one-time exercise, but an ongoing journey—each day offers fresh opportunities for insight and connection.
Let these maxims guide your pursuit of success rooted in humanity, awareness, and inclusive action.
Extended YouTube Description
Harnessing Humanity for Success | Inclusion Bites Podcast #164
Discover how self-awareness and authentic human connection transform workplace performance in this enlightening episode of the Inclusion Bites Podcast with Joanne Lockwood. Special guest Bhavesh Naik, a business performance and longevity expert, joins to unravel the power of harnessing humanity for success in modern organisations. This conversation is a must-watch for HR professionals, Diversity & Inclusion champions, business leaders, and anyone committed to cultivating inclusive, resilient teams.
⏰ Timestamps for Easy Navigation:
00:00 – Introduction to Inclusion Bites
01:03 – Meet Bhavesh Naik: Self-Awareness as a Superpower
04:16 – What Is True Self-Awareness?
08:49 – Flow, Consciousness, and Being in the Moment
13:16 – Situational Awareness & Human Sensing in the Workplace
18:04 – How Self-Awareness Defines Humanity & Sets Us Apart from AI
22:15 – The Evolution of Consciousness and Problem-Solving
29:50 – Driving Organisational Transformation through Gnosis and Insight
34:02 – Awareness, Relationships, and Impact in Teams
41:19 – The Dependency Epidemic: Rethinking People Management
48:00 – Practical Steps for Fostering Self-Awareness in Teams
53:32 – Emotional Awareness vs Emotional Intelligence
58:03 – The Power of Choice, Accountability, and Communication
1:02:28 – How to Connect with Bhavesh Naik
🔍 About This Episode
In Episode 164: Harnessing Humanity for Success, Joanne Lockwood and Bhavesh Naik unpack the tangible value of self-awareness and inclusive leadership. Learn how moving beyond intellectualised definitions of self-awareness into a lived, day-to-day experience can spark true organisational transformation.
Bhavesh shares practical frameworks for developing self-awareness in leaders and teams—including the crucial difference between emotional intelligence and emotional awareness. The discussion delves into how these human-centric skills not only improve productivity but also enhance trust, communication, and belonging. Gain insights on combating the “dependency epidemic” found in many organisations today, and walk away with concrete steps to facilitate authentic conversations and sustainable, people-led change.
Key topics explored:
Self-awareness as a catalyst for organisational excellence
How leaders can nurture psychological safety and resilience
Balancing diversity and unity for high-performing teams
Why current management models must evolve for today’s workplaces
Actionable techniques to boost employee engagement and retention
Rethinking emotional intelligence for authentic, inclusive cultures
The differences between humans and Artificial Intelligence in problem solving and emotional understanding
Why tune in?
If you’re an HR or business leader aiming to shift from mere compliance to genuine inclusion, or a change-maker seeking fresh strategies for long-term, people-powered success, this episode equips you with stories, metaphors, and expert-backed guidance you can immediately apply. You’ll learn how humble self-observation leads to powerful, positive organisational shifts.
👉 Like what you heard?
Subscribe for more bold conversations on inclusion and workplace transformation.
Visit our website for resources, show notes, and more inclusive culture insights: https://seechangehappen.co.uk/inclusion-bites-listen
Watch another episode to further your learning journey!
Want to join the conversation or share your story? Email jo.lockwood@seechangehappen.co.uk
#InclusionBites #SelfAwareness #DiversityAndInclusion #WorkplaceCulture #LeadershipDevelopment #EmotionalIntelligence #OrganisationalSuccess #JoanneLockwood #HRLeadership #InclusiveTeams #SeeChangeHappen
Unplug from the noise. Tune in to Inclusion Bites, where each episode is a call to action for tomorrow’s inclusive leaders.
Substack Post
Harnessing Humanity: The Missing Link to Sustainable Workplace Success
Have you ever found yourself in a meeting where brilliant minds were at the table, yet the collective magic just didn’t spark? It’s a familiar frustration: talented people, underwhelming results. In my years of championing inclusion, one truth has remained steadfast. It’s not only about who is in the room, but how we show up as humans – in all our complexity and self-awareness – that determines whether we thrive or merely tick boxes.
In this week’s episode of the Inclusion Bites Podcast, “Harnessing Humanity for Success”, I sit down with Bhavesh Naik, a business performance and longevity expert who brings a radical question to the forefront: What if the real superpower for organisations isn’t process, but self-awareness? This episode offers practical ways to bridge the gap between intention and meaningful change, and I believe it’s a conversation that every HR professional, DI lead, and business leader needs to hear.
The Mindset Shift Organisations Desperately Need
When we talk about inclusion at work, it’s all too easy to focus on visible diversity – statistics, policies, and quotas. But what really unlocks high performance and belonging? In my conversation with Bhavesh, we delve beneath the surface, exploring how deep, practical self-awareness can become the linchpin of successful, resilient organisations.
Together, we unpack:
The difference between “intellectualised” self-awareness and experiential, embodied presence
Why modern businesses are still entangled in management philosophies from the industrial age
How leaders can move from operating on autopilot to truly seeing themselves, their teams, and the bigger picture
The subtle yet seismic effects self-awareness can have on inclusion, employee engagement, and trust
Bhavesh shares his own journey – from observing the chilly winters of Montgomery County outside Washington, to cultivating a sense of awareness that helped him (and now, his clients) break cycles of dysfunction and connect teams at a human level. His insights resonate whether you’re shaping strategy from the C-suite or navigating challenging dynamics in a small team.
From Theory to Practice: Humanising Performance
Bhavesh advocates an approach that will feel both fresh and deeply familiar to anyone versed in DI or HR: Instead of seeing people as cogs in a machine, what if we viewed them as fully human? Imagine the effect if every practitioner, leader, and manager made a habit of asking not just, “What am I doing?” but “How am I being?” in the moment.
We discuss the “gap” between stimulus and response – a space where real transformation becomes possible. There’s a metaphor of stepping out of yourself, like zooming out in a video game, to objectively notice your actions, their impact, and who you are amidst the busyness. It’s this reflective muscle that sets apart workplaces where difference is valued, and where inclusion becomes the lived experience, not just a Principle.
Given today’s persistent challenges – stagnating engagement scores, the slow pace of culture change, leaders chasing solutions but circling old habits – these questions have never been more pressing.
Insights You Can Put to Work
From this rich and sometimes philosophical conversation, a handful of tangible learnings emerged – the kind you can bring into your team meetings, coaching sessions, or boardroom discussions right away.
1. Self-Awareness is an Organisational Asset
Cultivate a culture where leaders and team members regularly step back and reflect on their actions, motivations, and impact. This can begin with simple, structured reflections (“Why do I do what I do here?”), bringing unconscious patterns into the light.
2. Focus on the Gap: From Reaction to Response
Train yourself and others to notice the crucial space between something happening and your reaction. Harnessing this “gap” creates room for thoughtful, equitable response and defuses bias before it takes root.
3. Make Curiosity Your Cornerstone
Invite inquiry at every level – ask open-ended questions in 1:1s and team meetings to uncover hidden barriers, motivations, and strengths. Replace “problem-solving” with deep listening and curiosity; innovation and inclusion will follow.
4. Redefine Leadership as Relationship
Leadership isn’t about command and control; it’s about building and sustaining strong, respectful relationships. Bhavesh’s analogy of the organisational structure as a lattice of connected nodes and beams reminds us how critical trust, empathy, and psychological safety are to collective success.
5. Remember: Processes are Tools, Not Substitutes for Humanity
As remote and hybrid working become commonplace, and tech advances hurtle ahead, remember that no process or AI can replicate true human connection. Prioritise time for reflection, dialogue, and real understanding.
A Moment That Resonates
Eager for a taste of just how transformative these ideas can be?
I’ve chosen a particularly impactful minute from my discussion with Bhavesh for this week’s exclusive audiogram. Watch below for a snapshot into how stepping back – even if just for a moment – can change not only the way you lead, but the culture you foster.
[Watch the Audiogram]
You’ll see what I mean when I say this is not just “nice-to-have” philosophy; it’s the missing link that can elevate your leadership and team performance.
Listen and Lead the Change
I encourage you to tune in to the full episode — whether over your morning coffee, on your commute, or as part of your next team learning session.
Listen here to “Harnessing Humanity for Success”
If you find value in this conversation, please consider passing it along to colleagues, your HR circles, or anyone in your professional network who might benefit from these fresh perspectives. Broadening the dialogue is how we move, inch by inch, towards workplaces where all can belong, contribute, and flourish.
Food for Thought
Inclusion isn’t a checklist, nor is it achieved by good intentions alone. It’s an ongoing practice of self-awareness, humility, and real human connection.
So, let me leave you with this: In your current team, when was the last time you truly stepped back and asked yourself not just “What can I do?” but “How am I being, and how does that shape those around me?”
How might embracing this more human lens transform the culture and outcomes where you work?
Let’s start making inclusion not just a policy, but a lived, daily reality — together.
I’d love to hear your reflections and stories on this episode, and to continue the conversation. Here’s where to find me and more Inclusion Bites resources:
LinkedIn – Connect for regular updates and ongoing discussion
TikTok – Short, sharp insights for everyday inclusion
YouTube – Deeper dives and dynamic content
Inclusion Bites Podcast Archive – Catch up on past episodes and broaden your inclusion toolkit
Let’s keep building cultures where people don’t just fit in, but feel they truly belong.
Until next time, keep biting into inclusion.
Warmly,
Joanne Lockwood
Host of the Inclusion Bites Podcast
The Inclusive Culture Expert at SEE Change Happen
What small act or shift will you try out this week to bring humanity back into your working world?
Made with Castmagic
Turn any recording into a page like this.
Upload audio or video — interviews, podcasts, sales calls, lectures. Get a transcript, summary, key takeaways, and social-ready clips in minutes.
Google
Apple
Or learn more about Castmagic first.
Magic Chat
Try asking