The following workshops have frequently been brought together in a customized package to provide an impactful, well-structured series of courses which represent a tailored, challenging curriculum for leaders in various stages of personal and corporate development. These courses also provide a unique opportunity for time-critical corporate messages to be conveyed to the leader participants for discussion and use.
Attendance at a single session provides the participants with a unique opportunity to expand a leader-manager’s network across a wide variety of disciplines within the corporation. Participation in a group of these facilitated sessions expands the breadth, depth, familiarity and understanding of the company’s managerial network. The shared experience of attending several workshops with a cross-cut group of managers from various corporate areas serves as a bonding and aligning experience which significantly benefits a corporation’s efforts to enhance a sense of cohesiveness and strategic awareness of major company initiatives.
Principled Negotiating Strategies: http://tinyurl.com/7uwqggv
Influencing Without Authority (Strategic Influencing Techniques)
Workshops (Half-day/four hour sessions unless otherwise noted)
ELP = Executive Leadership Programs
LDP = Leadership Development Programs
The workshop focuses on techniques, strategies and methods recently developed within industry, government, top educational institutions and probate “think tanks” to achieve collaborative results – the “win-win-win” negotiating strategy. This approach results in highly satisfying outcomes for all parties in a negotiating environment.
Buying and selling teams are formed to strategize about and participate in a negotiation session. PACES, LLC often collaborates with client management to create scenarios relevant to specific industries.
Pre-work: Completion of the Negotiating Style Profile self-assessment as a benchmark to measure each participant’s natural approach to negotiating.
Performance Management is a process to guide the work of employees to achieve the strategic goals of the organization. This process includes enhanced communication to create partnerships between managers and employees, establishment of clear expectations and fostering of mutual agreement on goals.
Discussed in this highly interactive session are clear definitions of job functions, what successful performance of the job includes, and standards of performance that define competencies, behaviors and measures.
Professional Behaviors and Conduct in the Business World at Conferences and at Business Luncheons and Dinners (LDP)
We work with businesses to build an awareness of the essentials of excellent service, specifically tailoring the sessions to their client relationships.
The elements include:
- Phone etiquette
- Active listening techniques
- Probing for customer needs and wants
- Differentiating between assertiveness and rudeness
- Dealing with difficult customers (internal and external), tenants and clients
- Going the extra mile toward creating a partnership with customers
These sessions utilize examples, role-plays, and exercises which we create with the help of management, to exactly address relevant and unique customer service challenges.
Half day or two days when combined with “Presenting Your Business Case”
A business case is a structured proposal for business change that is justified in terms of costs and benefits. It is a typical prerequisite for the initiation of a large project.
The Business Case addresses, at a high level, the business needs that the project seeks to resolve. It includes the reasons for the project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option), the expected costs of the project, a gap analysis, and the expected risks.
In almost all cases the option of “doing nothing” should be included with the costs and risks of inactivity along with comparing the differences (costs, risks, outcomes, etc.) between doing nothing versus going ahead with the proposed project. This process justifies the project’s viability.
The case will be reviewed at the initiation of the project (before the go/no-go decision is made) and periodically during the course of the project (e.g., at stage or sub-project boundaries) to ensure that the business case is still valid, i.e., the business need still exists and that the project is still on track to deliver the solution to the business need.
The PACES, LLC facilitator and the peer participants provide insight and perspective as to how the case can be more impactful and on-target.
Often offered as a formal tie-in to the “Building Your Business Case” seminar, this very involving workshop provides a detailed study of techniques necessary to develop and deliver a persuasive, highly interactive presentation to a variety of listeners, ranging from small groups to large audiences; from internally directed idea-sharing sessions to major client or industry association presentations. Emphasis is upon:
- Planning strategies
- Audience analysis
- Objective setting
- Agenda development
- Enhancement of delivery skills
- Handling difficult questions
- Effective incorporation of visual aids
- Summarizing and effective next step agreement
- Closing of the presentation
Derivatives of this course have been tailored specifically to enhance presentations delivered to corporate boards, executive committees, and specialized meetings such as commercial banking loan committees, regulatory commission boards and strategic planning/budget committees.
A variety of practice exercises supplement the discussion of these issues, including two video recordings on day one and the recording of a twenty to thirty minute interactive presentation the following day.
This presentation is immediately critiqued by a facilitator and fellow attendees and is more fully assessed while reviewing the DVD privately. The DVD is given to the participant to keep and use as a reinforcement tool.
Incorporates both “Building Your Business Case” and “Presenting Your Business Case” in this two day program.
Explores, “Has our company consistently created a Learning Organization?”
- Those who work in a learning organization are engaged in their work, striving to reach their potential by sharing the vision of a worthy goal with colleagues.
- They have mental models to guide them in the pursuit of personal mastery and their personal goals are in alignment with the mission of the organization.
- Working in a learning organization is far from being a slave to a job that is unsatisfactory, rather, it is seeing one’s worth as part of a whole, a system where there are interrelationships and processes that depend on each other.
- They take risks in order to learn, and they understand how to seek enduring solutions to problems instead of quick fixes.
- Lifelong commitment to high quality work can result when teams work together to capitalize on the synergy of continuous group learning for optimal performance.
- Those in learning organizations can serve others in effective ways because they are well-prepared for change and working with others.
This session helps participants model a viable learning organization within their own teams or areas of responsibility.
Anytime we feel vulnerable or our self-esteem is threatened, when the issues at stake are important or the outcome uncertain, when we care deeply about what is being discussed or about the people with whom we are discussing it, there is potential for us to experience the discussion as challenging.
What makes these situations so difficult? Could it be our fear of the consequences? Should we raise the issue or try to avoid it? It is often difficult to decide whether to avoid or to confront.
This session focuses on conflict management and dealing with conversations that have a high likelihood of conflict for a wide variety of reasons.
Your ability to influence – the power that is due to your skills, as much, if not more than your position – comes from having access to resources that others want. This works when you gain influence by engaging in mutually beneficial exchanges. The more resources you can supply, the more influence you will have. This insight turns on its head the commonly held concept of what it takes to have influence. Many people focus only on formal authority and believe that power rests in the ability to say “no”.
This is typically a full day program designed to help managers and executives at all levels – from newly arrived junior managers on up the organizational chain. It is an essential session providing techniques and strategies which assist supervisors and managers to obtain resources and support from clients, in-house executives, and peers to achieve goals and objectives.
Related Blogs: http://tinyurl.com/84lbyve
The generation gap is widening at work, and to be a successful leader-manager one is required to recruit, retain, manage, and motivate members of each generation. It is essential that leadership professionals relate successfully to all five generations, identifying and bridging the gaps between them.
Traditionalists – Born 1930-1945
Baby Boomers 1946-1964
Generation X 1965-1976
Generation 9/11 1990…
Each generation in the workplace has a variety of motivational commonalities and many more divergent drivers and outlooks. To effectively motivate each generation, one has to be committed to adaptability and flexibility as a professional leader/manager.
With the dramatic changes in the composition of todays’ workforce, managers at every level will need to understand the basis behind approaches that motivate and challenge employees whose personal and professional frames of reference are profoundly different. The workforce of the future is already here. This course highlights the similarities and differences and helps participants lead diverse workgroups toward common goals.
Based on results of the Team Assessment Instrument completed by all key team members, PACES, LLC’s highly tailored series is developed with the client company by meeting with their team members and determining where they are now and helping them move on to the next level of cooperation and accomplishment.
The focus is on building the team through:
- Vision, goal, and mission statement development
- Team objective derivation
- Definition of individual roles
- Communication style recognition and adaptability (Utilizing Style Instrument for self and other assessment)
- Conflict resolution
- Negotiating internally
- Valuing diversity
Related Blogs: http://tinyurl.com/7m9sedt
An individual’s values are the things that motivate him or her to act, react, and interact in certain ways.
Values affect behaviors and, within the corporate environment, need to be directed toward creating alignment between the company values and those of the employees. For example in areas including:
- Task orientation
- Speed and quality of projects
- Interpersonal connections
- Degree of need for personal success
- Future orientation
- Energy focus
- Goal clarification
- Priority setting
This course facilitates discussions surrounding the creation of a commonly shared approach to values and vision which results in substantially better bottom-line performance and employee engagement.
Built around each client’s specific organizational change issues, this course includes feedback from a Change Style Self-Assessment and covers such topics as:
- Causes of change
- Why people resist change
- Common “killer” pitfalls into which change agents fall
- Secrets of successful change efforts
- Communication strategies to keep all interested parties in the loop
- Use of the Force Field Analysis problem solving model
Several group breakouts during the workshop allow participants to discuss and strategize best practices for managing change within their own unit or company. A relevant team challenge using Force Field Analysis also generates group participation.
Related Blogs: http://tinyurl.com/7gkfnkl
“To create a high-performance team, we must replace typical management activities like over-seeing, checking, monitoring, and controlling with new behaviors like coaching and communicating.”
Former CEO, Bell Atlantic
This is often used as a follow-on workshop to “Leading Courageously” where more experienced managers will be in attendance.
Related Blogs: http://tinyurl.com/7njnth4
Pre-work: Completion of our Communication Style Assessment, including responses from the participant and three to five other respondents who know the participant well in the work environment. PACES, LLC gathers and analyzes data prior to the workshop. With this information in hand, this individualized full day workshop focuses on:
- Active listening techniques
- Individual communication style assessment
- Analysis of others’ communication styles
- Strategies for adapting one’s style to promote more effective communication
- Team building aspects of working together with individuals of diverse styles, demonstrated through a team challenge/survival activity
- Methods for giving and receiving feedback
- Action planning with participants discussing mutual communication needs with colleagues in the program.
This workshop provides each participant on the leadership team with the tools needed for a greater sense of empowerment, a higher level of effectiveness, and increased productivity. Participants learn how to:
- Ensure every task has a clearly defined owner
- Empower themselves to keep their agreements
- Hold others accountable without being defensive
- Learn from mistakes, continually improving personally and professionally
Video scenario analysis and discussion relating the examples to the new leader’s team and situations are included.
Note: The Accountable Leadership workshop can be tied in to this session or serve as an advanced workshop in this crucial skill building topic area.
This workshop ties in to the Accountability workshop above. Change leadership is a TEAM Sport. Any individual leader typically is strong in just one or at most two, ‘leadership spikes’ from the four main change leadership attributes:
Thinking creatively and innovatively
Empowering others through focus on execution
Aligning through the ability to integrate across disparate insights and perspectives
Mobilizing through motivating and encouraging the organization
Related Blogs: http://tinyurl.com/84owlbm
This workshop facilitates intensive discussions relative to techniques, methods and processes necessary to establish the best possible inter-working relationship between leader/managers and team members. Pragmatic individual and group activities focus on:
- Encouraging accountability
- Building successful, integrated teams
- Giving and receiving feedback methods
- Managing the coaching meeting (utilizes a coaching skills self-assessment)
- Goal setting and “buy-in” by team members
- Formal and informal performance management
- Techniques to elicit favorable responses to feedback
One of our clients needed to raise the perception of their top world-wide strategic account managers as valued consultants rather than sales people. To meet this need, we initially designed this two day workshop to focus on the global client tools needed to think more strategically about growing their own business. Now offered as a stand-alone workshop, participants also gain enhanced ability to think strategically, rather than only tactically, about how their products and services can improve their clients’ bottom line. As part of the exercises, each participant strategizes and role plays to prepare for an upcoming client meeting.
Note: This workshop can be compressed into a ½ day forum in conjunction with other workshop topics.
Your ability to influence – the power that is due to your skills, as much, if not more, than your position – comes from having access to resources that others want. This works when you gain influence by engaging in mutually beneficial exchanges. The more resources you can supply, the more influence you will have.
This insight turns on its head the commonly held concept of what it takes to have influence. Many people focus only on formal authority and believe that power rests in the ability to say “no”. Real power comes from knowing when and how to say “yes” and from focusing on more ways to be able to say it. People will attempt to change their behavior if they believe it will be worth it and they can do what is required. Instill these two views and individuals will at least try to enact a new behavior or perhaps stop an old one.
This course provides the strategies to prioritize resources to achieve not only the company’s overall objectives but also assists the individual in achieving critical personal goals.
When we talk about conflict, we are not necessarily referring to aggressive confrontations or arguments. Conflict is simply any situation where one person’s concerns are different from another person’s. Conflict can mean a heated argument or a simple difference of opinion. The difference lies in the importance of the issue itself and the amount of personal interest that each party has relating to the point in conflict.
At its core, conflict is disharmony, dissension, division, and discord between people, interests or ideas. Conflict is also natural — where there are people, there will be conflict.
Successful leaders understand that managing conflict, rather than avoiding it, is an essential part of maintaining effective interpersonal relationships. But that doesn’t make it easy. This course will provide several different methods to deal with conflict.
This session is frequently tied into “Facilitating Challenging Discussions” within a three-quarter day (6 hours) blended session.
Related Blogs: http://tinyurl.com/76vuywv
In response to requests from several clients, we have developed a session utilizing tools and group activities to help teams take another look at “the way we’ve always done it.” Beginning with our communication style instrument, participants learn about their own individual styles and how to increase project scope and creativity by valuing and adapting to the styles of others.
Creative problem solving is encouraged through various group activities and “out of the box” thinking opportunities.
Related Blogs: http://tinyurl.com/7gkfnkl
This session is a thorough discussion of the methods, techniques and strategies necessary to conduct an interview with external or internal job candidates. Our strategic process results in obtaining precise, critical, measurable data by which to determine the suitability of a variety of candidates for a position. The process utilizes a consistent, direct, active-listening methodology in which the candidate is enabled to provide the necessary data in a logically progressed, carefully prepared, EEO compliant framework established by the interviewer.
Detailed analysis of current EEO legal implications and compliance recommendations are an integral component of this session. Facilitators utilize role play sessions, both individual and group focused, to make this an immediately useful and highly practical workshop experience.
This workshop was developed in response to several clients who needed to give new team leaders and group managers a fast-paced leadership jump start. It has been recognized as a vitally essential one day session for individuals moving from staff practitioner to team leaders, supervisors and newer managers of work teams.
We discuss critical basic strategies for leading (doing the right things) and managing (doing things right). This course has been consistently in high demand for over a decade. It has been the mainstay of several companies’ New Managers Curriculum throughout the years.
Topics include basics of:
- Emotional Intelligence
- Situational Leadership
- Leadership Style Assessment
- Feedback/Coaching Meetings
- Generational/Diversity Issues
See the accompanying PACES, LLC blog for more information on Leadership Bootcamp.
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