TRAINING OPPORTUNITIES

Below are the training descriptions. Click the "+" to read more.

We have the potential to draw from any of the following courses in constructing a meaningful and client relevant leadership program. Each course includes: Reflection toward awareness, assessment, role playing, behavioral application to real world work scenarios, brainstorming, journaling, action planning, and other activities related to the course topic and creating solutions for organizations. Our designer ensures that each course design is congruent with adult learning and development principles, and results in immediate positive behavior change in the workplace.

CLICK HERE to review our Capability Statement CLICK HERE to review Karen's Resume

* indicates already designed courses. Other courses have been taught, but belong to other companies, and would thus require design time.

Learning Objectives:

  • Increase Motivation and Confidence for Change Initiatives
  • Apply “Immunity to Change” Model
  • Identify Own and Team/Organization’s Immunities to Change
  • Map these Immunities to Change
  • Make Plans for Overcoming Immunities
  • Course Outline:

  • Motivation for New Operating System
  • Your “One Big Thing” ‐ Immunity to Change
  • Your Organizational Immunity to Change
  • Action Planning for Overcoming Immunities
  • Advanced Course & Coaching Options
  • Learning Objectives:

  • Differentiate between qualitative types of “one big things”
  • Describe the thinking and behavior of relevant “stages” or developmental capacities, including your own
  • Distinguish among those with differing capacities
  • Target leadership differentially to those capacities
  • Course Outline:

  • Overview the developmental process
  • Use images to convey developmental shifts
  • Dive deep into understanding the different developmental capacities
  • Apply those understandings to leadership
  • Use case analysis and real world applications to increase understanding
  • “The Great Reveal” – of own developmental capacities and their meaning
  • Learning Objectives:

  • Increase clarity about organizational vision
  • Develop personal vision
  • Identify and resolve conflicts between personal and organizational vision
  • Gather “inspiration” team to keep on track
  • Increase employee engagement through better alignment
  • Course Outline:

  • Personal visioning
  • Organizational visioning
  • Personal and organizational values that guide vision
  • Aligning the personal with the organizational vision and values
  • Finding a leader role model who inspires
  • Becoming a leader who inspires
  • Learning Objectives:

  • Ensure that your workplace environment supports creativity and innovation
  • Identify and use essential tools to initiate creative change
  • Apply the CREATE process to accelerate needed change in your organization
  • Develop a Communication Plan to engage and motivate key stakeholders
  • Course Outline:

  • Importance of creativity
  • Definitions of creativity
  • Elements of creativity with practice activities applying each element to an identified issue
  • CREATE process for applying creativity strategies to problem solving
  • Challenge, crisis, or change needed, as evidenced by a problem
  • Action Planning
  •    

    Learning Objectives:
    To increase your personal power or influence by:

  • Developing personal strength and character
  • Identifying a unifying vision, “calling,” goals
  • Building partnerships with those you need to influence, by:
    1. Knowing them
    2. Listening well
    3. Collaborating and cooperating
    4. Making win‐win exchanges
  • Becoming creative thinking partners
  • Managing conflict helpfully
  • Course Outline:
    Awareness, assessment, role playing, brainstorming, journaling, action planning, and other activities related to the following 7 “Cs”:

    • • Begin with vision and Character
    • • Build personal Confidence
    • • Stay true to your (and others’) Calling
    • • Build your Credibility
    • • Maintain a Communication
    • • Become thinking partners using Creative exchanges
    • • Develop Clarity & intentionality

    Learning Objectives:

  • Describe the value of using high impact engagement techniques when communicating
  • Identify the principles of powerful communication
  • Use a reliable process for powerful communication
  • Use empathic communication skills during conversations
  • Develop and deliver a compelling message about change that moves people to commitment and action
  • Create an action plan to communicate powerfully with key stakeholders/individuals
  • Course Outline:

  • CARE (Collaborate, Ask questions & listen, Respond with ownership/action, Empathize)
  • BEST (Build rapport, Exchange information, Seek agreement, Take action)
  • Questioning
  • Empathic listening
  • Impactful messages
  • Storytelling
  • Action planning
  • Learning Objectives:

  • Know Kotter's change levers
  • Apply each change lever to identified initiative
  • Evaluate success of applying levers
  • Create action plan
  • Course Outline:

  • Increase the urgency for change
  • Build the guiding team
  • Create a change vision and strategy
  • Communicate the vision for understanding and buy‐in
  • Empower action and remove obstacles
  • Create short‐term wins
  • Build momentum
  • Build a supportive culture
  • Learning Objectives:

  • Identify organizational payoffs for creating a collaborative culture
  • Describe the elements needed for a collaborative culture
  • Recognize individual decision styles and their implications for working with others
  • Use advocacy and inquiry to engage others in mutual learning
  • Apply techniques to assist with improving collaboration in your team and your organization
  • Use collaboration building skills to support organizational change initiatives
  • Course Outline:

  • Welcome and introductions
  • Overview of collaboration
  • Your approach to collaborative decisions
  • Advocacy and inquiry
  • Elements of a collaborative culture
  • Mutual collaborative practices
  • Improving your team’s collaboration
  • Learning Objectives:

  • Identify strategies of an effective team
  • Assess your team’s effectiveness
  • Use effective team leadership behaviors
  • Identify tactics to strengthen team performance
  • Describe the stages of team development
  • Apply tactics to build and sustain your team's performance, especially during times of rapid
  • organizational change
  • Course Outline:

  • Marks of an effective team
  • Leadership characteristics
  • Winning strategies
  • Stages of team development
  • Action planning
  • Learning Objectives:

  • Recognize common sources of workplace conflict
  • Identify your conflict management styles
  • Recognize others’ conflict management styles
  • Practice listening and “I” statements
  • Choose appropriate responses to conflict dilemmas
  • Apply conflict management techniques and communication skills to case examples
  • Use conflict management and communication skills to maintain
  • momentum during organizational change
  • Course Outline:

  • Ineffective approaches to managing conflict
  • Common reasons for workplace conflict
  • Styles of effective conflict management
  • Recognizing others’ styles
  • Helpful communication skills
  • Conflict scenario challenge
  • A plan for taking action
  • Learning Objectives:

  • Describe the importance of coaching/mentoring
  • Clarify at least 3 expectations for new actions or behaviors that employees, teams and managers will use
  • Identify daily opportunities to observe and coach
  • Use a model to provide coaching or mentoring
  • Course Outline:

  • Value of coaching/mentoring
  • Coaching/mentoring model
  • Setting expectations
  • Observing
  • Using questions to guide coaching/mentoring conversations
  • Putting it all together

  • Learning Objectives:

  • Identify factors that influence responses to change
  • Determine your personal responses to change
  • Identify characteristics of personal resilience
  • Apply actions that create and support resilience
  • Develop plans for building resilience and managing your change responses
  • Course Outline:

  • Why Change is Difficult
  • Personal Responses to Change
  • Characteristics of Resilience
  • Disciplines to Build Resilience
  • Learning Objectives:

  • Use a reliable problem‐solving process
  • Use idea generation tools to develop creative options
  • Identify the value of collaborating with others to solve problems
  • Develop a plan to secure stakeholder “buy‐in” from influencers
  • Build a plan to develop creative solutions
  • Course Outline:

  • Work with others to build creative and innovative solutions to organizational challenges
  • Apply a systematic process
  • Seeking creative solutions to important problems
  • Review and practice five‐phase problem solving process
  • Learning Objectives:

  • Recognize common sources of workplace conflict
  • Identify your conflict management styles
  • Recognize others’ conflict management styles
  • Practice listening and “I Statements”
  • Choose appropriate responses to conflict dilemmas
  • Apply conflict management techniques and communication skills to case examples
  • Use conflict management and communication skills to maintain momentum during organizational change
  • Course Outline:

  • Ineffective Approaches to Managing Conflict
  • Common Reasons for Workplace Conflict
  • Styles of Effective Conflict Management
  • Recognizing Others’ Styles
  • Helpful Communication Skills
  • Choose approach that delivers best outcome
  • Conflict Scenario Challenge
  • A Plan for Taking Action

  • Learning Objectives:

  • Describe the purpose and nature of change
  • Identify your emotional response to change
  • Identify strategies to make a positive transition through change stages
  • Use specific strategies to build an optimistic perspective when dealing with change
  • Build a personal plan for increasing your ability to successfully manage change
  • Course Outline:

  • The constancy and inevitability of change
  • The History of Change
  • Change Principles
  • The Change Curve
  • Optimism
  • Being a Change Agent
  • Learning Objectives:

  • Identify the nature of change
  • Acknowledge the necessity of change – organizationally and departmentally
  • Assess the impact of changes on you and your team
  • Identify strategies for helping your team adapt to change
  • Develop emotional resilience to stay focused during change and help colleagues do so
  • Course Outline:

  • The nature of change
  • Reactions, resistance and resilience
  • Getting ahead of change curve by engaging team members
  • Managing tension between organizational needs and individual resistance & protectiveness
  • Leading change
  • Learning Objectives:

  • Describe the benefits of emotional intelligence to the leader, the team and the organization
  • Assess personal effectiveness in emotional intelligence competencies
  • Employ strategies to promote personal awareness, balance and direction
  • Identify opportunities to apply emotional intelligence in leadership roles
  • Apply emotional intelligence skills to the particular demands that arise during time of rapid organizational change
  • Course Outline:

  • Emotional intelligence overview
  • Emotional intelligence (EI) differentiates the average leader from the star leader
  • Exceptional leaders have high levels of self‐awareness and not only manage themselves but also understand and work effectively with others
  • Emotional intelligence helps leaders understand and manage the emotional demands of large‐scale change initiatives
  • Self‐assessment
  • Personal Skills Development
  • Social Skills Development
  • Learning Objectives:

  • Assess success at self‐care
  • Determine motivators for self‐care
  • Increase motivation for self‐care
  • Create a plan for increased self‐care
  • Course Outline:

  • What Is self‐care?
  • Why bother (Is this a work issue?)
  • Values as the starting point
  • Further motivators
  • Hindrances to self‐care
  • Gathering support
  • Self‐care assessment
  • Self‐care planning
  • Learning Objectives:

  • Improve foundations for good decisions
  • Learn decision making model
  • Apply model to complex workplace problem
  • Coach team members in decision making
  • Course Outline:

  • Definitions: easy vs. hard decisions
  • Beginning with values
  • Increasing "ease" by building rapport
  • Gathering information
  • Strategies for weighing possibilities
  • Individual and group deciding
  • Learning Objectives:

  • Increase motivation for values‐based leadership
  • Determine which values to invest in
  • Decide how to build a culture that supports those values
  • Apply values to specific organizational functions
  • Learn decision making strategies to address values conflicts
  • Create assessment strategies for organizational success in applying values
  • Course Outline:

  • Research motivation for values‐based leadership
  • Costs and benefits for values‐based leadership
  • What values?
  • Creating a culture of values
  • Specific organizational areas for applying values
  • Ethical decision making
  • Assessing organizational success
  • Learning Objectives:

  • Understand communicating as building relationships
  • Improve listening abilities
  • Use questions effectively
  • Course Outline:
    Listening

  • Motivation
  • What we do instead
  • Listening essentials

  • Questioning
  • Purpose
  • Types of questions
  • Problematic questions
  • We are happy to answer any questions you might have, be a resource to you or your organization, or let you know of our availability for speaking or other engagements. Please don't hesitate to email. We will respond within 24 hours.