Although each process is different, depending on the needs of the client, we thought it might be useful to show you a fairly typical process. There are over 60 modules to choose from but most clients select 10 to 12 modules from the following 15 most popular modules:
People are different, treat them the same and you will get lukewarm results. Treat them special and you'll get magic.
The subconscious works in ways that are poorly understood. The subconscious mind is the controller of our body; it has direct control of all physical and emotional reactions. The subconscious is driven by images(pictures) that we hold of ourselves and other people. We need to understand this process because we will never be more successful than the pictures we have.
We will never be more successful than the picture we have of ourselves. This module shows how to make your pictures strong.
We all have a genius factor. Most of us don't know what it is, therefore we don't use it very often. When we understand it and use it more often and deliberately, we become multiples more effective.
I define genius as some combination of character, abilities, purpose, talents and passion that you may possess that may only occur in one other person in ten thousand (possibly even unique to you). It is something that makes you really special and allows you to add value to the world in ways almost no one else can.
When people understand and use their genius factor the sky is their limit.
Probably the most important thing anyone can do is to identify and use their genius factor more often. The next most important thing is to help others see theirs.
Today everyone needs to be a leader, not just the people at the top.
When we say leadership we mean the ability to get things done through other people. This will show that every person has already been a leader at some time in their life. It will show the surprisingly simple things that irresistible leaders do that makes such a difference.
Peer-to-peer development is one of the 20 "breakthrough Ideas" of the Year according to the HBR.
By far the most obvious difference in peer-to-peer learning, is its insistence on questioning and gaining consensus about what the problem is. Questions are one of the most powerful but least used tools in business today.
Participants will be asked to bring a problem to the meeting. The other members give close attention to the problem-holder but will not solve the problem even if the answer is obvious. Rather, they ask open questions and dig deep to enable the problem-holder to get a deeper understanding of his/her problem.
Questions force the group to spend time on understanding the problem and its context and conditions. Most individuals and groups rush to search for the answers. This is natural because most people are uncomfortable with spending too much time in ambiguity. The original problem is rarely the one that is most crucial. Groups that accept the initial problem often end up solving the surface problem. The group's first and primary task is to understand the problem. As some wag said: "It's better to first put your finger on the problem before sticking your nose in it."
This module shows participants how to manage their manager. Many people feel disempowered by their manager. Even very senior people have bosses (Boards etc.) and sometimes feel this way, indeed in my experience it happens across the organisation - Tops, Middles and Bottoms. Usually it happens, not because of what the boss does, but because people look at their boss in the wrong way. They look at their boss as "someone who should look after me" instead of "someone who I should look after".
But you can get whatever you want if you package it so the boss gets stronger.
Most of us view our relationship with our boss in exactly the wrong way. As a result we give up control, become weak and the boss hates it too.
Cooperation is replacing competition and relationships are replacing hierarchy as the dominant organising principles. Your success depends largely on understanding this and being comfortable working this way
Today success depends on who knows you and who likes you enough to share you with their friends.
Most people don't understand that confidence, influence and personal power are learned behaviours and accessible to all of us.
All humans have a need for confidence. We are attracted to it without even knowing why. When a person's confidence is like a magnet we call them powerful. And we can't help but follow.
How to build stronger more trusting relationships with your clients
Everyone is an advisor to someone. Building trust and knowing how to advise is a critical skill.
The Value Proposition is the major tool for achieving strategic focus; and when your culture, leadership and service delivery are aligned to it, you get a lasting competitive advantage because it is almost impossible to imitate.
How to Choose and align your culture, leadership style and service delivery to your Value Proposition
Organisations are starting to realise that they sink or swim based on their innovation. This is a process for hitting the target with your product development.
Most managers talk about innovation. Few know how to get it going in their organisation.
As little as 15% of activity adds value to your product or service. This shows you how to reclaim some of the 85% back.
"We must become the change we want to see in the world". Gandhi.
This module will introduce a game called Smart Room that is designed to get participants understanding their purpose and long term goals. Participants end up understanding each other more deeply and learning core life lessons from each other. It takes peer-to-peer learning to a new and deeper place.
Most business conversations are one-to-one, shallow and of little consequence. Somehow this game changes all that.
Sometimes the really important is only apparent when seen over the long term - a 200,000 year view.
We live in a world of disfunction and mistrust where people feel alienated. When we take a long view the reasons become clear. And so do the solutions. This module is particularly relevant to people working in policy.
Your networks are vital to your success but until recently they have been hit and miss.
This module explains network science and show that the world is far more connected than we ever imagined. In the last 10 years a whole new science of networks has been developed. This applies to human networks as shown by the 6 degrees of separation. The rules that govern better networks and relationships have recently been codified. Most people do not know about this and therefore miss out on a powerful new way of working.
Only by taking a systems view and seeing the connections can we avoid the dangers of silo mentality and organisational myopia.
Without systems thinking managers are constantly "fixing" symptoms, biases and limited perspectives.
Execution. Execution. Execution
99% of people on development courses make absolutely no permanent changes as a result. This is the accountability part of the program that continues for 3 months after it ends. It will put you ahead of 99% of your peers.