Below are some of the various training, development, and presentation opportunities that I offer. Any of these will be tailored to you or your organization’s specific needs in terms of content, methodology, and time. My training style is VERY interactive and facilitative, drawing upon both my experiences and those of the participants.
Please contact me at 724-462-9962 or at email@example.com to discuss how we can work together to achieve superior performance results.
The LEADERS Development Model.
The LEADERS Development Model embodies a comprehensive review and application of leader perspectives and behaviors. It’s letters signify the following:
L–Leadership, E–Ethics, A–Alignment, D–Decision Making, E–Engagement, R–Resilience, and S-Stewardship.
Each of these dimensions of the L.E.A.D.E.R.S. Model are explored in depth and applied contextually by participants. If you desire, I can break out any of these seven dimensions of leadership into a stand-alone training session.
The “Rosetta Stone” of Leadership.
Learn and apply fundamental concepts of leadership that gives participants the “lenses” through which all other leadership-related actions can be fully understood.
Followership: The Often Forgotten Part of Organizational Development.
Organizations and their leaders need to understand the importance of developing positive followership perspectives in order to achieve sustaining success. Followers are a critical part of that equation, yet, too often, leaders hold views of followers (and themselves) that limit both in terms of their full potential.
Learn how a more holistic view of followership and leadership can increase creativity, improve the quality of decision-making, boost motivation and engagement, and create more meaningful relationships among direct reports, peers, and supervisors.
Situational Leadership II©.
Participants acquire the knowledge and skills necessary to effectively apply all the dimensions of Situational Leadership II©. This very popular approach, developed by Ken Blanchard to increase productivity and competence in individuals and teams, is utilized by organizations worldwide.
How (Un) Ethical are You?
Through knowledge, introspection, and application, participants are challenged to consider their own ethical standards and behavior. I use my “3 P’s” (Process, Perspective, and Person) approach to help leaders at all levels become better ethical decision-makers.
Decision Making: It’s More Than You Think it is.
We all make decisions each day. They often define who we are, not only as leaders at work, but in all of life circumstances. In this training, participants will learn how to improve the quality of decisions that they make, particularly those that are novel, complex and strategic in nature. We examine the factors that can derail the decision making process and focus on ways to mitigate their effect. In addition, emphasis is placed on the successful implementation of decisions, often the Achilles heel of effective decision making.
Emotional Intelligence: What is it; How to Develop it; and Ways to Apply it.
In this training, participants are introduced to the concept of emotional intelligence and its basic components. Then, they are given specific ways to develop this competency and the challenges of doing so. Finally, specific examples of how applying the principles of emotional intelligence can make a difference are presented using their workplace as the context.
Servant Leadership: Why it is so Necessary, Why it is Not “Soft,” and Why it is Often Absent in Organizations.
In this training, participants are introduced to the concept of servant leadership: the perspective, the attitudes, the behaviors of the servant leader, and the impact servant leaders can have on their organization’s bottom line. In addition, discussion is focused on why “leaders” often reject the notion of servant leadership, why these reasons are base on false assumptions and strategies for overcoming these false assumptions.
Why Good People Do Bad Things. In this training, participants explore the reasons why presumably good people (including leaders) who don’t necessary intend to engage in unethical behavior, find themselves trapped in a vicious cycle of doing the wrong thing. We then map out ways to avoid these traps, while introducing participants to a model of ethical decision making that they can use in order to never have to say to themselves, “How and why did I get myself in this awful situation.”
Just Try and Motivate Me. In this training, participants learn the difference between intrinsic and extrinsic motivation, including the benefits of long-term intrinsic motivation. Then they are given strategies to create working environments for themselves and others in which intrinsic motivators are encouraged and propagated, leading to greater engagement and productivity.
You Make Decisions Everyday…Why Not Make Better Ones. In this training, participants examine the reasons for poor decision-making. Then they are presented with concepts, methods, and processes that will result in their ability to improve the quality of their decisions.
It Can Help or Hurt You: Creating and Sustaining an Amazing Culture. In this training, participants are introduced to the concept of organizational culture, using a dynamic model that they can use to examine and understand their own workplace. Then they learn how to create and sustain an organizational culture that that supports positive attitudes, behavior, and outstanding employee productivity.
Changing the Mindset: Challenging Assumptions to Become a Better Leader. In this training, participants are challenged to examine their own assumptions (preconceived notions or basic beliefs) of what leadership means to them. From this starting point, they are then presented with alternative assumptions or ways of thinking about leadership and the attitude and behaviors that flow from these new assumptions.
Through this process, they are introduced to a concept of leadership that is based on a process of relational influence. They are given the tools and methods to begin implementing this transforming model in their own organizational context and shown how these new perspectives and behaviors can result in greater organizational health and performance.