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thinking more strategically.
What your social system is all about and how it affects your economic
system.
Understanding what you can influence — and what you can’t.
How to combine your personal strengths and business values to move
the organization forward.
everything from figuring out how you should be spending your time
to setting the future vision of the company.
A better understanding of yourself will give you insight into the type of
team you want to build and how to correctly slot employees.
As a leader, you’re always on. Your employees are always watching
you, and your behavior influences their performance more than any
spoken words, policies or procedures.
A deeper understanding of market turbulence and how it may be
eroding your profitability.
How to craft an actionable document that captures your vision for the
next five years — and how to communicate that vision to your team.
How to take your strategic thinking
which enables you not only to plan effectively but also to react and
adapt to surprises.
If you as the leader don’t know where your organization is going, no
one does.
Increase your ability to engage employees and get them excited about
the future — both in terms of the organization’s growth and their
individual roles within the company.
Understand the nature of new entrants to your industry and how to
hone your competitive edge.
How temperament (which includes how people process information
and personality preferences,such as extroversion and introversion)
affects you and your employees.
Why change is both difficult and necessary, how individuals respond
differently to change and how to manage resistence that may crop up.
How culture is formed, how it impacts your organization and how to
shape it.
Recruit team members who complement your strengths and
weaknesses — and put employees in positions that allow them to play
to their strengths.
Being adept at change management will determine your ability to
adjust to shifts in your industry, in the economy and with technology.
It affects your ability to survive and thrive.
Culture influences employee behavior far more than you may realize.
Culture motivates us, tells us what’s allowable, and can erode or
accelerate strategic initiatives.
profitable growth.
The role that temperament plays in job performance, and how people
react differently to change.
The difference between destructive and constructive conflict.
The significance of internal analysis, including how to align your
responsibilities with the CEO’s overall vision.
better decisions, be more productive and avoid dysfunctional silos.
Understanding temperament helps you manage employees better and
slot them in positions that play to their strengths.
Learning how different individuals respond to change will help you
keep employees motivated as your company moves through various
transitions of growth.
Being savvy about industry forces enables you to recognize why your
company may be experiencing turbulence and how to compete
more effectively.
(what they’re not saying and the underlying meaning of their behavior).
How to ask the right questions and refine your listening skills.
How conflict manifests itself in different ways and how to transform
negative conflict into productive conflict.
How to become the group’s barometer and recognize when the weather
is changing and whether group dialogue is effective or ineffective.
needs and instinctively know when the timing is right to drill down deeper
into an issue.
The role of a facilitator is never neutral. It’s all about appropriate
intervention. You can’t take a group where it doesn’t want to go, so it’s
critical to learn how to stay with the group — and when the time
is right for a shift.
Facilitation is a different process than training. Training is about teaching
someone to do something; facilitation is about bringing out the best
thinking from a group.
targets second-stage companies already operating in a community.
tIt helps these existing businesses grow larger by assisting them with
tstrategic issues and providing them with customized research.
sensitive issues — both in their business and personal lives.
Roundtables participants tell us that they have gotten new ideas on
everything from marketing strategy and financial issues to dealing with
difficult personnel problems. What’s more, the roundtables also
spark accountability and strong bonds among members.