Custom
Training — Leadership Skills
At one time, we defined leaders by their dynamism and personal power,
people who commanded a following through their larger than life
presence. It’s not enough anymore. We no longer define our
leaders by their charisma, but by their ability to do three things.
In the following courses, we explore these “three things.”
We also study the ideas of other leadership experts:
Peter Senge, Margaret Wheatley, Malcolm Gladwell, as well as Jim
Collins, who shows how to move your company from Good to Great.
Choose from the topics below to design your own leadership program.
Note: Our printable fliers are in PDF file format. If you
do not have the free Acrobat Reader, you can get it at Adobe.com
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| The New Leadership
“I’ve got to follow them; I am their leader.”
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In his book Good to Great, Jim Collins says that
a good leader looks out the window to give credit and looks
in the mirror to take blame.
Max De Pree, former CEO of Herman Miller, describes informal
leadership as, “…the indispensable people in our
lives who are there when we need them. They emerge from the
group, not by self-assertion, but because they make sense,
given what the group needs to thrive and what individuals
need to grow” (Margaret Wheatley, Leadership and the
New Science).
This course summarizes the current thinking on the enduring
qualities of today’s leaders and provides a forum for
inspiring round-table discussion.
NOTE: This topic is also available as
a keynote presentation.
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| Systems Thinking
“It is impossible for a single individual to practice
systems thinking.”
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Peter Senge’s Fifth Discipline Fieldbook should be
required reading for all leaders, managers, and employees
in today’s workforce. It is an elegantly designed how-to
book for running effective learning organizations.
“Because organizations are living systems with interdependent
parts, it is impossible for an individual to practice systems
thinking.” Peter Senge and his group at MIT describe
the four elements that make up the system.
- Events
- Patterns of Behavior
- Systemic Structures
- Mental Models
Learn how these forces interact to create fairly predictable
patterns of actions and reactions in organizations. You will
examine how to
- Solve problems and make intelligent predictions based
on examining and understanding “reinforcing and balancing
loops.”
- Create a culture of trust and interdependence.
- Use “the ladder of inference” to break down
mental models and get to the truth.
- Use protocols to create the kind of meaningful conversation
that moves people in the right direction.
NOTE: This topic is also available as a
keynote presentation.
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| 360 Feedback
“Know the truth, and the truth shall set you free.”
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“Jennifer Sohn changed my life,” proclaimed
a manager who was blind to what was blocking her success.
I quickly pointed out to her manager, that it was the 360
instrument and the valuable feedback that created such dynamic
change.
None of us has an accurate picture of how we are perceived
by our superiors, our managers, and our direct reports. 360
Feedback is the most effective tool in assessing leadership
effectiveness, and The Center for Creative Leadership’s
Benchmarks is the premier 360 tool.
I have seen leaders change their entire approach to leading
and managing people based on their Benchmarks experience.
As a certified Benchmarks presenter, I work with your organization
to administer the tool, interpret the results, and provide
one-on-one coaching for participants. I have also worked with
organizations to set up mentoring programs as part of succession
planning.
During the program, I take great care to:
- Protect the confidence and privacy of all participants.
Only participants see their results. It is up them whether
to share specifics with anyone else.
- Help participants interpret the data and view even tough
feedback as opportunity.
- Help participants put the data in a framework for ongoing
improvement.
- Provide a safe environment for small and large group
sharing and learning. We meet for two days with time in
between for participants to conduct feedback interviews
with some of their respondents. Participants design their
own development plans based on these conversations.
Please call me to learn how to bring this dynamic experience
into your organization.
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| Emotional Intelligence
It’s not the IQ, but the EQ that matters most.
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Daniel Goleman (Working with Emotional Intelligence) tells
us “We’re being judged by a new yardstick: not
just by how smart we are, or by our training and expertise,
but also by how well we handle ourselves and each other.”
75% of the leaders who are targeted for success and make
it possess outstanding people skills. 75% of those targeted
for success who DO NOT make it, DO NOT possess strong people
skills.
In this course, you will assess your own EQ and look at the
following areas described in Goleman’s book:
- Listening and oral communication
- Adaptability and responses to setbacks and failure
- Personal management – confidence, responsibility,
work ethic
- Group and interpersonal effectiveness
- Effectiveness in the oganization
NOTE: This topic is also available as a keynote
presentation.
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If you found the topics above interesting, please contact
Jennifer for a more-detailed discussion about how these topics
can be customized to fit your business needs. A client
list is available for your review, and you can learn
more about Jennifer here.
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