If you could put the cost of failed communication and misunderstanding on your P&L it would almost certainly be one of the largest costs face. If you could quantify it you'd address it as seriously as you would malfunctioning machinery. If you were honest about failed relationships, both in your personal life and in business, whether with suppliers or employees, you would probably admit that failure to communicate was a root cause. Yet how rarely do leaders and managers, train to understand all the latest management theories, spend time understanding and developing the skills needed in this vital area of communication.
- I don't need it.. I just tell em what to do!
- I tell them stuff and yet it never seems to get through
- I'm just too busy to deal with all this connection stuff I 've got a business to run!
These are just a few of the comments we have heard on the subject. Yet leadership, true leadership, depends hugely on the ability of the leader of any group, business, family or relationship, to listen, really listen, and to connect. A large number of worthy tomes have been written on the subject. Fierce Conversations by Susan Scott stands out.
This workshop, based on the work of Susan Scott, explores the impact that communication can have on outcomes. No one conversation can be guaranteed to change the trajectory of a life, a business, a career or a relationship .. but one conversation can. Specifically the workshop looks at:
- The Big Idea behind Fierce Conversations
- The Seven Principles of Fierce Conversations
- Real play practice in Mining Conversations and the scripting and delivery of Confronting Conversations and the link between the two.
It's often said that Leadership is theatre. It is. So you'd better learn to write, learn and deliver your script. Shooting from the hip and hoping just doesn't deliver. This workshop teaches you how.
Our Iceberg Is Melting - Change Leadership
Change is a constant. It always has been and change is accelerating almost exponentially in today’s ever faster business world. Change is also challenging, confusing, resisted and resented. Change leadership is a primary CEO responsibility. Any organisation not involved in an almost continuous process of change is just standing still as a prelude to sliding backwards, yet, in excess of 85% of change programmes fail to meet their objectives – resulting in frustration, huge costs, commercial decline and damaged staff morale.
Why? Because too many CEOs, lacking training in change management, attempt to ‘manage’ change rather than lead it. Successful change requires two driving forces. Great leadership and a proven, sequential, step by step process. If there is one man in the world of business that has made this process his speciality it is the Harvard Business Professor John Kotter. Author of numerous‘worthy books on the subject, Kotter’s bestselling fable of “Our Iceberg is Melting” takes the axiom of ‘stories sell; facts tell’ and blends them together in an engaging tale that brings life, understanding, simplicity and sanity to what are frequently daunting and complex challenges.
Through the medium of the fable and interactive exercises groups will work through the eight step process on their own change issue. They will learn the importance of creating a sense of urgency’: pulling together a change coalition: developing a vision and strategy: communicating the change vision: empowering employees for action: generating short term wins: consolidating gains and anchoring new culture.
Participants will learn the differences between ‘panic urgency’ and ‘real urgency’ and the action they, as leaders, must take to live the change process. How they cannot do it alone and how they need to involve all levels of their organisation. How 'see- feel- change' prevails over 'analyse-think-change'.
Your Brand as a Value Proposition
This goal of this workshop is to go back to basics and look at the essentials of Brand Positioning – namely the creating of a focused, unique and differentiated Value Proposition.
This workshop covers the core areas of branding; the brand as:
- Brand as ‘customer proposition’.
- Brand position as ‘value proposition’.
- Brand as key bottom line driver.
- Brand as the responsibility of CEO and board.
- Brand as the heart and soul of an organisation.
- Brand as day to day template for company behaviour and values.
Al Reis wrote ‘A brand is a single differentiated word or concept that you own in the mind of your prospect. It’s as simple and as complex as that’ Most companies don’t know that single word, or at best come up with catch all words like ‘quality’ or ‘reliability.’ These are givens; these are hygiene factors and totally lack differentiation.
In this interactive and highly visual workshop, the modules look at:
- The need for emotional connection ahead of rational connection. “A brand is not about purchases, it’s about a relationship; the latter drives the former”.
- The need for intense focus and sacrifice; the ability to express the emotional values you deliver to your customers in no more than three words. 'The Power of 3'.
- A toolkit of basic rules for developing an integrated branding approach. It only works when it all works.
Please bring marketing materials. The module examines your position in the context of guidelines provided.