8 Fearless Questions
Based on the work of Dr. Margaret Wheatley, join us in exploring eight questions designed to help you develop clarity about your work and the contribution you want to offer at this troubled time. In her gentle but forceful way, Dr. Wheatley takes us deeper into the questions of identity, reality, and our capacity to discover fearlessness for the people and issues we most care about
BrainStyles™ … Making Decisions at Time Zero
A brainstyle is defined as the mental processing required to think through new information to make a decision. Knowing your brainstyle means getting clear on your natural approach and limitations in making decisions. A central principle of the work is that we do not need to change ourselves. Leveraging our strengths and collaborating in non-strengths lead to lifelong contribution.
BrainStyles™ Workshop objectives include:
♦ Understanding the BrainStyles™ principles and set personal goals for greater clarity of strengths and limitations.
♦ Identifying the functions of the left and right hemispheres of the brain, and how they combine to create a brainstyle.
♦ Identifying and leverage individual strengths to promote authenticity and personal effectiveness for their leadership.
♦ Recognizing others' brainstyle strengths and non-strengths in everyday interactions and in contributions to projects.
♦ Understanding how time, brainspeed, and timing impact individual and interactive decision making.
Building and Sustaining Trust
Building trust is essential in developing relationships and producing exceptional results. This presentation will offer an awareness and understanding of trust as well as offer choices for how to rebuild trust in our day-to-day relationships – both personally and professionally. It is designed to help people at all levels develop a common language and a shared understanding of building and sustaining trust. In addition to a framework for building trust, participants will learn a model for exploring how trust is broken and how we can recover from such a breach of trust.
Workshop objectives include:
♦ Identifying specific behaviors that build trust, reflecting a Trust Model.
♦ Understanding more deeply what behaviors break trust and how to process those breaks in trust or betrayals utilizing a Betrayal.
♦ Continuum model.
♦ Defining a 7-step healing process necessary for rebuilding trust.
♦ Learning a feedback model for having trust conversations.
Courageous Group Conversations … Naming Elephants
(Surfacing Undiscussables for Organizational Success)
Based on the Thin Book of Naming Elephants: How to Surface Undiscussables for Greater Organizational Success, this workshop is designed for leaders with the goal of surfacing elephants (a.k.a. undiscussables) that impact their organizations from getting the results it strives for. The workshop encourages participants to answer the question: What do we all know but are not talking about that, if addressed, could move us toward achieving our goals?
Participants are requested to read the Thin Book of Naming Elephants prior to the workshop. The facilitator introduces common elephants in organizations and participants are engaged in identifying similar elephants in their organizations that impact employees from ‘speaking up.’
Workshop objectives include:
♦ Learning to recognize and name elephants (undiscussables) that are getting in the way of your organization’s effectiveness.
♦ Understanding the benefit of open dialogue (innovation!).
♦ Brainstorming action plans on what to do with elephants.
♦ Discovering a process that helps your organization learn continuously.
Our organizations are becoming more and more global – through outsourcing, off-shoring, best-shoring, mergers and acquisitions. For many American-based companies, they now have more employees located outside the United States. Many leaders are often managing people in far-away places that they've never met and they've learned how to communicate (or not) by trial and error. This workshop is a half-day session designed to raise awareness about some of the deeply held social norms of various national cultures. Learn about national culture as it relates to national identity, power distance, gender, tolerance for uncertainty, and short-term/long-term views. Begin to unlock the mystery and understanding of working with people from other countries.
Workshop objectives include:
♦ Creating awareness about:
♦ What defines a culture
♦ Our current culture - whether created deliberately … or not
♦ The diversity of perspectives and approaches that define our cultures around the world
♦ Understanding cross-cultural barriers so that we optimize our performance and meet our business objectives
♦ Thinking more globally
A customer (internal or external) wants you to replace the project manager on your team because they are unhappy with the person's performance and attitude. You really don't have anyone that you can bring in to replace the current project manager and you don't want to spend money flying in a project manager because it will put you over budget. What will you do?
Key Learning Points:
♦ Understanding the key drivers and variables in your decision-making.
♦ Understanding the short-term and long-term impact of your decision.
♦ Understanding the roles that trust plays in making critical customer-focused decisions.
We are now three to four decades into studying the differences between women and men. Much has been learned, but little has changed about the way the “male system” dominates the business world. Gender is the most powerful determinant of how a person views the world and everything in it, more powerful than age, income, race, or geography. We know a lot about these differences:
♦ Women and men have very different brains.
♦ Girls and boys are raised very differently.
♦ Females and males communicate very differently.
♦ Women and men have different approaches to leadership, professional friendships, and being a team player.
During this program we will get deeply into all this. It is the basic ground level understanding that everyone needs to enable the running of their business. Why? Because what else has changed over the last three to four decades as well are all the dynamic facts around roles, college graduation rates, work force participation, consumer spending, etc. We will get into all these facts also.
What shakes out from all this is three imperatives for every business that need to be thought through:
♦ BUSINESS STRATEGY – With women dominating consumer spending in virtually all categories and influencing 80% of spending
choices, does your company go to market appropriately addressing who is buying? Many companies have made huge
adjustments, has yours? We will review the facts.
♦ PEOPLE DEVELOPMENT – With women being over half the work force and the majority of college graduates, has your company
successfully dealt with career paths disrupted by child birth and care and family needs? The facts say that many have tried
and few have succeeded. Retention of female executives is a key issue and they are bailing out to start their own businesses
in large numbers to gain flexibility. The turnover costs and shortage of talent is growing.
♦ EQUALITY – Compensation inequality between the genders has been and continues to be a large problem. It further exacerbates
a bad situation – driving women away from companies. If you only live in a “male system” and don’t care to change, time may
be quickly expiring for that model.
This program focuses on the awareness and understanding underlying all this to enable action and change within your business. Much of its content comes from the research of Dr. Deborah Tannen, Dr. Pat Heim, Bridget Brennan, Sandra Bem, Bain & Company, and The Economist.
There are many models for exploring how teams and groups develop and operate. The Group Dynamics Workshop uses Will Schutz’s FIRO-B® theory – Fundamental Interpersonal Relationship Orientation – Behaviors. We each have unique interpersonal needs that strongly motivate us. These needs relate to areas Schutz calls inclusion, control, and openness. Just as with our biological needs, we become uncomfortable and anxious if our own unique needs are not being met.
This workshop includes use of the FIRO-B® instrument, which is a personality instrument that measures how you typically behave with other people and how you expect them to behave toward you. Its interpretation can dramatically increase your understanding of behavior in areas such as the following:
♦ How you come across to others, and why this may not be the way you see yourself or the impression you might want to make.
♦ How and why conflict develops between well-meaning people.
♦ How to understand your own needs and how to manage them as you interact with others.
Being aware of your natural tendencies allows you to choose whether a particular behavior is (or isn’t) appropriate at a specific time. The FIRO-B® results can be used to do the following:
♦ Show current patterns of interpersonal behavior and expectations.
♦ Raise questions about how satisfied or dissatisfied you are with these patterns.
♦ Suggest alternative ways of behaving to increase your effectiveness, if you are not satisfied with your current patterns.
Areas of interpersonal needs identified by the FIRO-B® are:
♦ INCLUSION – This need indicates how much you generally include other people in your life and how much attention, contact, and recognition you want from others. Inclusion is about you in relation to groups – large or small.
♦ CONTROL – This need indicates how much influence and responsibility you want and how much you want others to lead and influence you. Control is about both your one-to-one relationships and your behavior as part of a group.
♦ OPENNESS – This need indicates how close and warm you are with others and how close and warm you want others to be with you. Openness is about the need to establish comfortable one-to-one relationships.
The FIRO-B® measures two dimensions for each need. (1) The Expressed Dmension indicates how much you prefer to initiate the behavior. It is about what you actually do and can easily be observed by others. (2) The Wanted Dimension indicates how much you prefer others to initiate the behaviors towards you. It is about what you really want from others – whether or not you show it openly. The numerous resulting combinations of Expressed Inclusion, Wanted Inclusion, Expressed Control, Wanted Control, Expressed Affection, and Wanted Openness scores contribute to the richness of the FIRO-B® insights. Participants will walk away from this workshop with a much deeper understanding of themselves and a greater self-awareness about their needs and how those needs serve them in relationships with others.
Influencing – What are my Options
There are many ways to influence people - many variables to consider. This session will teach participants six different options for influencing others: 1) Partnering, 2) Coaching, 3) Negotiating, 4) Captivating, 5) Selling, and 6) Directing. We will cover what variables to consider in selecting the appropriate option for any given situation.
Key Learning Points:
♦ Defining the six approaches to influence others.
♦ Understanding the respective behaviors for the six approaches to influencing.
♦ Practicing different approaches in real-time business situations.
Leadership Attributes – The Role that Gender Plays
We as individuals hold beliefs about how men and women SHOULD behave. Ours is not an assessment of ourselves but a view about others. It is another form of diversity. Our attitudes can be traditional, egalitarian, or transitional. In the United States and in most areas of the world, all aspects of the male gender role are more highly valued than those assigned to the female gender role. This is true for personality characteristics, skills, and family and workplace roles. Join me in learning about how stereotypes play out in our lives and how they affect us - how we view ourselves and how others might view us as well. This presentation requires pre-work - completing an on-line instrument that is scored and then used in the presentation event.
Key Learning Points:
♦ Increasing awareness and understanding regarding stereotypes.
♦ Exploring my own stereotypes about women and how that impacts my relationships with women.
♦ Assessing and understanding my feminine and masculine leadership attributes.
Managerial Courage – Having Tough Performance Conversations
Pat's lack of performance is negatively impacting the team, the reputation of the group, perceptions of your leadership effectiveness, and customer satisfaction. You have had one conversation with Pat and performance has not improved. Pat has worked in the organization for a long time and has many skills. Pat's current project requires him to learn some new skills as well. There are lots of new people on the team. You just can't understand why Pat is not stepping up and performing as he has in the past. You have scheduled a second meeting with pay. What will you say to ensure performance is improved?
Key Learning Points:
♦ Developing managerial courage and command skills.
♦ Learning a feedback model for managing performance 'real time'.
♦ Understanding the implications of not managing performance, learning to hold people accountable for their performance.
Managing Conflict … and Enriching Relationships
In this workshop, team members will use the Thomas-Kilmann Conflict-Mode Instrument (TKI) to raise their awareness of their own natural conflict style, analyze the effectiveness of their style in various conflict situations, and learn to recognize conflict styles of others to facilitate more effective resolutions. In this workshop we look at conflict as any situation in which the concerns of two people appear to be incompatible. In such situations, we can describe a person’s behavior along two dimensions:
♦ ASSERTIVENESS – The extent to which the individual attempts to satisfy her own concerns, and
♦ COOPERATIVENESS – The extent to which the individual attempts to satisfy the other person’s concerns.
These two basic dimensions of behavior can be used to define five specific methods of dealing with conflict. These five 'conflict-handling response modes’ are:
♦ COMPETING – Is assertive and uncooperative -- a power-oriented mode. When competing, an individual pursues his or her own
concerns at the other person’s expense, using whatever power seems appropriate to win her position – the ability to argue, rank,
economic sanctions, and so on. Competing might mean standing up for your rights, defending a position you believe is correct, or
simply trying to win.
♦ COLLABORATING – Is both assertive and cooperative – the opposite of avoiding. When collaborating, an individual attempts to work
with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the
underlying concerns of the two individuals and to find an alternative that meets both sets of concerns.
♦ COMPROMISING – Is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an
expedient, mutually acceptable solution that partially satisfies both parties. Compromising might mean splitting the difference,
exchanging concessions, or seeking a quick middle-ground position.
♦ AVOIDING – Is unassertive and uncooperative. When avoiding, an individual does not immediately pursue her own concerns or those
of the other person. He or she does not address the conflict. Avoiding might take the form of diplomatically side stepping an issue,
postponing an issue until a later time, or simply withdrawing from a threatening situation.
♦ ACCOMMODATING – Is unassertive and cooperative – the opposite of competing. When accommodating, an individual neglects his or
her own concerns to satisfy the concerns of the other person. There is an element of self-sacrifice in this mode. Accommodating
might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to
another’s point of view.
Participants will explore the early messages they received about conflict and gain a deeper understanding about how those messages are still at play today. In addition, participants will have an opportunity to ‘work’ one of their own conflict situations and view that conflict from each of the five possible response modes – presenting new possibilities for effective resolution. Managing Conflict … and Enriching Relationships Workshop includes the Thomas Kilmann online assessment instrument for identifying your primary conflict response mode and a personalized feedback report.
The Myers-Briggs® Teambuilding Workshop
This interactive workshop helps participants develop their skills in communicating and working with others by providing them with an understanding of personality type. It is based on the Myers-Briggs Type Indicator (MBTI)®, a personality assessment instrument used worldwide in organizations. Described as the world’s leading indicator of personal styles, the MBTI is taken by more 3.5 million people each year.
The MBTI helps people at all levels in organizations build self-awareness by exploring such fundamental questions as how they derive energy, how they process new information, how they reach decisions, and how they interact with the world around them. It encourages tolerance for others and is particularly useful for working in teams.
Workshop includes the online MBTI® Assessment Instrument, an individualized feedback report, and a copy of Introduction to Type.
Workshop objectives include:
♦ Gaining insights to improve personal and professional relationships.
♦ Identifying your leadership, decision-making, interpersonal, and communication preferences.
The Organization Workshop (OW) is a group learning session in which participants experience universal conditions, traps, and dilemmas of organizational life. By learning firsthand about these traps, along with solid theory on avoiding them, participants emerge with concepts, methods, and a common language to improve their interaction in any organization.
The Organization Workshop creates and magnifies conditions that are familiar to most of us in our families, our organizations, and as citizens of the world:
♦ The condition of Topness: when we have designated responsibility for a system or part of a system and we control
resources (funds, opportunities, favors, access) that others value;
♦ The condition of Bottomness: when others control the resources we value; and
♦ The condition of Middleness: when we are functioning between two or more individuals or groups having differing and
sometimes conflicting demands of us.
Participants take on the role of a Top, Middle, Bottom, or Customer. With the task of selling business, producing product,
and conducting various financial transactions such as contract pricing, payroll, and cash flow.
It is important not to confuse condition with position. One may occupy a top position in a system, yet at various times in different interactions experience Topness, Middleness, and Bottomness. This workshop places a strong emphasis on our ability to create and sustain satisfying and productive partnerships. Partnerships are defined as: A relationship in which we are jointly committed to the success of whatever process we are in … and to each other.
The questions we’re going to explore in this workshop are:
♦ What would an organization look like if this sort of partnership permeated throughout?
♦ What gets in the way of that happening?
♦ What does it take to make it happen?
Our purpose in this workshop is to gain more clarity about each of these worlds, particularly during turbulent times -- heightened competition, new technology, a changing workforce -- when ‘business as usual’ doesn't work anymore. What are the unique pressures, dilemmas, and stresses experienced by those at the top of the organization ... those on the bottom … those in the middle … and by the organization's customers? And what are the special challenges of partnership in each of these positions?
The workshop has great possibilities for you …
♦ To see organizations more clearly than you have ever seen them before
♦ To open up new possibilities of partnership for yourself and your organization.
Power: Working Effectively Across Gender Lines
Have you ever been frustrated or confused when working across gender lines? Have you ever wondered why am I having this confusion or problem? What underlies this interaction or communication problem when intelligent, capable people can’t efficiently connect? We all know that the business world is generally male dominated, but have you also realized that it basically runs according to the “male system”?
Experts such as Dr. Deborah Tannen have long written that since childhood we have all grown up within our differing gender systems. The men generally, consciously or unconsciously, see themselves as an individual within a hierarchical social order where life is a contest, a struggle to preserve independence and avoid failure. The women generally, consciously or unconsciously, see themselves as an individual in a network of connections where conversations are negotiations for closeness and trying to reach consensus; life is a community and a struggle to preserve intimacy and avoid isolation. The significance of this is that we have different gender conversational styles. For men, talk is information and discussing what is important to them. For women, talk is interaction, a way to show involvement, listening, and a way to show interest and caring while they are sharing what they are thinking and feeling.
When women are forced to succeed within the “male system”, it is not the natural conversational style for them. The personal conflicts, gender conflicts, and confusion that can result are enormous. Most important to business and the work place is that efficiency, productivity, and stress levels are all negatively impacted.
These challenges are not going to go away, but a deeper understanding of varying gender conversational styles can allow individuals to adjust their approach and achieve greater efficiency and productivity while lowering frustration and stress.
Workshop objectives include:
This program will take the participant on a journey of self-awareness, improved effectiveness, and an enriched toolkit. The program will be highly interactive with a facilitator/coaching style and involve six one-day sessions spread over six to twelve months. The results in the workplace will be substantial!
Setting… and Keeping Boundaries
When people effectively set and maintain boundaries, work is done correctly, people communicate more clearly, there are fewer morale problems, and people are less overwhelmed and stressed out. To be successful at this, specific knowledge and skills are essential. You will leave with a better understanding of boundaries, increased confidence to better be able to set them, and specific techniques to do so. There will be opportunities to share and discuss challenging issues related to boundaries at work and you will be able to apply what you’ve learned in your personal life, as well.
Workshop objectives include:
♦ Setting boundaries effectively and efficiently.
♦ Identifying challenges when setting and maintaining boundaries.
♦ Defining the five most important steps to take to effectively set and maintain boundaries.