|
|
|
|
- How to manage limiting beliefs that hinder personal growth
We all have mental maps of the world that are deemed to be 'right'. We build these maps of ourselves and our environment based upon an array of data sources (reports, colleagues feedback, managers report etc). However, these mental maps can become distorted over time and what appears to be the truth or a correct decision one day might appear totally different on another day. This distortion can be almost imperceptible and is driven by many imperceptible factors.
This event introduces a new tool caused the 'Fantasy League'. This will help people understand how their personal map's become corrupted, what impact this alteration has on their personal performance and how to manage themselves and others back to balanced reality. |
Fantasy League
This tool comes from the , ‘Lead Yourself’ book.
|
|
|
|
|
- How to prepare and present compelling vision/mission statement A
fundamental essence of leadership comes in the ability to set a
clear and defined outcome for any journey. The ability to know where
you're going and help others understand their direction as well is a
cornerstone in the ability to lead. In developing a clear goal for
our personal or business life we can take away the pain of
indecision, overcome insecurity, and avoid the confusion that arises
when we are pulled in different directions.
This session introduces the 'MPH' tool. This is a framework that will help anyone understand how to build a directional heading statement that has the power to create a sense of clarity and inclusion for the audience. |
MPH Framework
This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to make the undiscussible discussable in professional relationships Shadows are the factors that do not get identified, discussed and managed in open conversation. They deal with the covert, undiscussed, undiscussible and the unmentionable issues. These sit in the shade and only appear when a light is deliberately shone upon them. Shadows often exist in relationships because people try to protect themselves from pain or embarrassment. People make the choice to talk about things that will allow them to look favorable rather than surfacing issues that might lead to confrontation and upheaval. The event introduces the Shadow Map - a tool that helps people develop strategies to surface shadow issues with colleagues and client.. |
Shadow Map This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to map and manage your known and unknown personal capital Knowledge is now as critical as time and in many cases more important. As we move to a knowledge-based economy, so the pressure will be to manage knowledge more effectively. To the point where the capability to effectively process knowledge at an individual level will provide a commercial differentiator for the company. In the same way that people now manage their time, we need to develop a business ethos where people also create and manage their personal capital This session introduces the Talent Wheel - a tool that help you to map, measure and manage the totality of your personal knowledge . |
Talent Wheel This tool comes from the ‘Know your value?’ book |
|
|
|
|
- How to manage the human dynamics of change Effective change is not about increased technical or project management capability, it is more about the need to understand the human processes that drive and support change. However, these factors are often viewed as the soft processes, the intangible factors that get left aside once the implementation is underway. However, these are often the hardest. This session introduces a simple change framework that helps managers understand what change action is necessary to deliver successful change. |
Change Spectrum
This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to understand and manage the factors that cause change programmes to fail
Up
to 80% of corporate change initiatives fail. They might deliver the
short term solutions that give the appearance of success - but how
many really stay the distance. Just think in you organisation - can
you think of five major change programme that have deliver
sustainable value? This failure to deliver sustainable change is
estimated to cost the UK economy more than £25bn a year.
This session introduces a widely used change framework that helps to people to consider all the steps that are necessary to deliver value through sustainable change. |
7Cs Framework
This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to develop effective compound relationships Personal success that is selfish and short-lived is not true success. The only real form of personal success is one founded on the notion of shared and sustainable outcomes and the key to this choice is the absolute focus on mutual benefit. However, you can only achieve shared success if you understand what success means for others. This session introduces a simple technique that will help people achieve shared success by stepping into other people's shoes and seeing the world as they see it. |
Shared Success
This tool comes from the ‘Lead Yourself’ book. |
|
|
|
|
- How to get from 'challenge' to 'solution' in the creativity journey Thomas Edison, demonstrated the ability to ‘manage’ the creative process. He credited his success to the fact that he did not wait to be struck by an idea but found the solution through aggressive and careful investigation. He would often decide what he wanted to invent before knowing if it was possible. He would then work on ways to develop the product that he envisaged. His process of invention was characterized by repeated trial and error and experiment after experiment until these studies led to those flashes of insight known as inspiration. From this comes his well-known comment that genius is 99% perspiration and 1% inspiration. The perspiration comes from the process of actively managing the process and not just sitting in a dream-world waiting for the good ideas to implement themselves.
This session introduces a practical framework that helps to manage the creative process. |
Managed Create
This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to optimise the choice making process. You might believe that you manage choice in your life, but the reality is that we often concede or trade away much of this power to others. Effective personal leadership is dependent on the extent to which we retain the ability to make choices. As you start to flex your ability to make choices, a powerful transformation will occur. Just like the growing strength of a muscle, the ability to make small choices leads to an enhanced capacity for bigger and bigger choices.
This
session introduces a simple structure that will help you effect more
control over how you choose your choices. |
Choice Framework
This tool comes from the ‘Lead Yourself’ book |
|
|
|
|
- How to deliver sustainable change The effective management of change often rest on the ability to manage a complex range of interactive and interdependent forces. Even a simple system or software upgrade will require the manager to consider a range of factors; the physical system itself; impact on current procedures and polices; what training is required; will people 'want' to use the new system; and the will it fit with the current business ethos and strategy. Each of the five forces need to managed carefully as a failure to maintain alignment will cause the change to work in the short term but fail over time. The Change Ladder offers a powerful tool to analyze how each of these factors need to managed to ensure the delivery of sustainable value through change. This session introduces the Change Ladder - a tool that will help anyone understand the primary forces that impact the delivery of sustainable value through change. . |
Change Ladder TM
This tool comes from the ‘7Cs of Consulting’ book. |
|
|
|
|
- How to build high trust relationships Trust is the critical fulcrum that will help deliver a successful relationship. By shifting the fulcrum towards the high-trust direction, you can quantify the reduction in time taken to solve problems and work effectively. Correspondingly, as the fulcrum shifts the other way, trust diminishes, power battles erupt, tribal camps form and the flow of value and abundance are attenuated. The problem with trust is that it's like a good partnership - you know it when you see it, but it's hard to define the individual contributory factors. However, the desire to be effective in how we manage relationships means that we all need to grow our appreciation of the process of trust and how to manage in all our personal and professional relationships. This session introduces a simple tool that can help you start to map and manage the level of trust in your various relationships and consider how to grow its value. |
Trust Fund
This tool comes from the, ‘Lead Yourself’ book. |
|
|
|
|
- How to influence others by seeing the world as they see it. In today's leaner, flatter and transient organizations managers have to manage through a diverse range of complex webs of relationships. As such they are often accountable for projects where they have no direct authority over many of the key players. Their capability to deliver results through influencing rather than direction therefore a primary skill. Although there are many tools and techniques that a manager can use influence others, one key aspect is the ability to see the world as the other person sees it. To rapidly map their personal frame of referencing and modify behaviour to match with this preferences. By walking in the other persons shoes the manager is better able to influence through soft persuasion rather than resorting to coercion. This session uses the MPH framework as a rapid mapping tool to help achieve results through effective relationship management. |
MPH Framework
Trust Fund This tool comes from the, ‘Lead Yourself’ book. |
|
|
|
|
- How to make your network connections count Personal networking is a really quite simple - you know someone, who knows someone else, and by virtue of your connection you get tickets for the cup match, rock concert or garden fete. This added value comes from your ability to make your existing connections count and importantly create new connections in areas where you might want to exert influence in the future. This session introduces a simple framework that can help you start to map and understand the value of your personal network. |
Network Connection Chart
This tool comes from the Personal Networking book. |
|
|
|
|
|
|
