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Authentic Leadership
This is a powerful and engaging session that includes one‐on‐one practice with a skilled facilitator and an opportunity to share authentic communication with colleagues.
Learning Objectives:
- Understand why you do what you have chosen to do professionally
- Examine the impact you want to have outside yourself on direct reports, customers (internal/external), your colleagues, and your community
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Building Capability by Coaching and Mentoring Others
Today’s competitive workplace demands that leaders evaluate performance and provide coaching and mentoring to employees. The new generations entering the workforce want coaching and expect mentoring from their leaders. Being a mentor/coach leader is one of the most effective ways to get more done for the company while building an engaged and enthusiastic workplace. Learn the best new skills and techniques that will prepare you to build organizational capability within yourself and others.
Learning Objectives:- Learn what it means to be a coach‐like leader and mentor
- Explore the benefits of being a better coach and mentor to you, those you influence, and your organization
- Learn and practice skills and a coaching model for more impactful conversations
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Business Challenge: A Facilitated Simulation Workshop
Business Challenge is an 8‐hour experiential learning simulation that allows participants to practice using the drivers of value in a business: growth, profitability, and risk. Participants apply skills in a business simulation complemented with finance lessons, exercises, and facilitated discussions. Business Challenge™ is a trademark of abilitie Inc.
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Creating and Leading High Performing Teams
Successful teamwork underlies nearly all work situations. Understanding how teams develop and when to intervene underlies the successful team leadership. You will learn how to help team members exercise the leadership and guidance that isn’t granted by title or status.
Learning Objectives:
- Framework – five requirements for team effectiveness
- Examine leadership roles that contribute to team effectiveness
- Discover the importance of team identity and team norms
- Explore issues related to team development
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Critical Thinking and Decision Making
The goal of this session is to help participants become conscious of their thought processes and give them tools and ideas to improve the way they think.
Both organizations and individuals profit from the ability to create value. High‐value individuals have the ability to solve problems, make good decisions, and create profitable ideas. This session focuses on the vital role that mindset and thinking play in the development of these skills. For the purpose of this program, critical thinking refers to thinking that is disciplined, objective, purpose driven and goal directed.
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Decision‐Making Traps and Bias that Effect Results
This session will provide skills and tools that can be applied immediately. It is a simple and effective system that increases productivity. The principle behind the method is “parallel thinking” which ensures that all the people in a meeting/team/project are focused on and thinking about the same subject at the same time.
Learning Objectives:
- Learn specific facilitation techniques for use in group problem‐solving and decision‐making discussions
- Deliver tools for decision making: assessing risk, determining value, evaluating ease of implementation, and prioritizing options
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Difficult Conversations That Produce Positive Results
Learn to confront issues head on and hold difficult conversations that get the results you need AND maintain and build relationships along the way.
Learning Objectives:
- How to overcome “emotional hijackings” that prevent us from asserting our influence when emotions are high
- Discover the “operating system” that runs every relationship we have and use it to diagnose and solve relational problems
- Learn to use a simple model to ask for what you need – and get it
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Diversity, Inclusion, & Bias in the Workplace
Diverse teams produce better, more cited and creative work, precisely because different assumptions and biases work together to uncover what is often hidden when we too easily agree, so diverse teams also take longer and are more difficult to manage. Outliers and disrupters are essential for innovative teams, but managing and evaluating them can be difficult.
This session will ask you to examine research on bias and decision making, particularly on how bias appears in judgments of other people. The workshop will guide you through scenarios of promotion and performance evaluations to practice how you can improve the judgments and assessments you make around talent management.
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Emotional Intelligence and Its Role in Leadership
This session helps managers become more effective with the growing demand to achieve outcomes at a strategic level through effective communication and heightened emotional intelligence.
Learning Objectives:
- Learn how to build greater emotional intelligence attributes
- Learn how increased emotional intelligence fosters a culture of trust and accountability
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Ethics Awareness
Awareness is the key to making ethical decisions and ethical behavior. Self‐awareness and self‐reflection provide recognition of potential pitfalls and help us navigate ethical challenges. In addition to heightening awareness, we will look at the main causes of unethical behavior and specific management practices to reduce or eliminate problems. This program relies on cases and discussions to help achieve the objectives and reinforce the concepts.
Topics include:
- Current State of Corporate Ethics
- Elements of Ethical Thinking
- Causes of Unethical Behavior
- Developing an Ethical Decision‐Making Framework
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Ethics (Reality & Consequences)
Based on a Harvard Business School Case, A Letter from Prison is used in this facilitated session to explore ethics and ethical behavior in a corporate environment.
On February 14, 2008, Stephen Richards, inmate #71320‐053 at Taft Federal Correctional Institution, completed a letter to Eugene Soltes, a student at the University of Chicago Booth School of Business. Richards was the former global head of sales at Computer Associates. Exhibit 1 provides the list of questions Soltes asked Richards. Exhibit 2 is a copy of the letter Soltes received in return.