The ongoing development of current and future leaders is a critical component of any company’s success.
Establishing a Vision:
Establishing a vision should be the first step a leader takes when assuming a new role. A vision statement continually reminds people of the purpose of their work. It is a shared objective for the group. It allows the leader to put forth a picture of the future for an organization or department. A great vision does not outline the activities for its success, but rather invites the participants to devise those activities and business drivers that permit the vision to come to fruition. In this program, the participants create a vision that they can take forth to their respective departments. The program first takes an accurate picture of where we stand and then focuses on where we’re going. Once the vision is established, the remainder of the program focuses on the steps needed to successfully implement the vision.
From the building of the individual talent, the next challenge of the leader is to create a highly effective team. Team Building Skills will be identified in the context of a team activity. Team participation characteristics will be explored and the common pitfalls of team failure will be examined. Each participant will have an opportunity to discuss his/her team within the context of the program and will leave with several takeaways for team improvement.
Teambuilding II: Lessons in Leadership
In 1914, the explorer ship Endurance left London’s harbor en route to Antarctica. Eight months later, it lay at the bottom of the ocean only miles off the coast of Antarctica. Twenty-seven men were left stranded on the ice floe. The leadership attributes of their leader, Ernest Shackelton, kept them alive and brought them all home safely. Ernest Shackelton’s eight leadership tenets are as relevant today as they were in 1914. This is an excellent off-site teambuilding program.
“In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional Intelligence can.” So believes Walter Bennis, a leadership pioneer, and renowned author and researcher. This program will take an in-depth look into EI, breaking down six different management styles and their importance in leadership. Prior to the program, we will send out a survey to participant’s respective reports and peers and provide the manager with feedback on his or her Emotional Intelligence as perceived by those they interact with most frequently.
The aspects of negotiation will be incorporated into multiple simulation activities that will allow the participants to discover the skill, activities, and tactics of negotiation. The goal of collaborative vs. positional negotiation will be thoroughly reviewed and the skills necessary for successful outcomes will be practiced. The participants will gain insight into value added negotiations and take away a value list specific to their industry. The five negotiations that they will experience during the program will become more involved as they move through the program, culminating in an industry specific simulation on the last day.
This module deals with understanding and utilizing financial statements. As the volume of business in an account grows, it becomes increasingly important to be able to navigate through financial statements and understand how different financial models affect customer decision-making. How to present proposals in the most customer friendly manner is essential in today’s market. The participants will create and deliver a proposal utilizing the financial models learned in the program.
Learn about your own preferred decision-making style and how it works in various situations. This program will explore different decision-making models and clarify for the participants various approaches and choices they have when making a decision. The program will describe some of the alternative choices available to the manager. It will help the manager determine the decision’s importance as well as the amount of control he/she may have on the decision process for each issue and learn what decisions and subsequent actions will maximize commitment to success.
How problems and conflict are managed can build up or tear down the chemistry of a team. Every manager deals with conflict and problem-solving issues throughout his/her day. This program looks at the components of conflict and problem solving in depth and creates a format to move through these situations in a consistent manner.
We know that in order to achieve our objectives we need more from our people. But people are more productive now than at any time in history. How do we get more out of them? In the course of a working day, every individual makes 50 or more small decisions (i.e., go to work at 7:30, or 8:00? Send the report as is, or proofread it one more time?). The engaged employee makes a higher percentage of good decisions than bad. Though perhaps no one of these 50 decisions taken on its own is significant, the cumulative effect of all these decisions across an organization can determine the success or failure of a corporation. This program lays out the path to a more engaged, productive workforce by leaving managers with new solutions to tap deeper into their greatest resource – their employees.
Unexpected things happen to us every day – things that cause us to take our eye off the ball. Employees take their cues from management on how to view and handle these challenges. HELP Focus is a program designed to help managers understand what drives employee focus. HELP is an acronym that stands for the four most common topics related to focus:
Habits control the bulk of the things we do on a daily basis and how we do them. What are our habits – the good ones that lead to predictable, desirable results – and the bad ones that prevent us from recognizing our potential?
Environment attitudes are contagious and as leaders, the spice you add to the broth represents the strongest flavor.
Look Back / Look Ahead
What are the things that have made you and your company successful? Are they still pertinent and are we still doing them with the passion and purpose we once did? In what ways do those activities need to change as we look forward?
Purpose examines the things that make employees go – the force that drives the goals people create for themselves and asks how employees’ purpose aligns with their work.
What used to take 20 years, now takes 10. What now takes 10 years, will take 5 years in the future. As the velocity of change increases, the skill of managing change becomes more paramount. Dealing with change must be looked at in multiple ways; change that happens to us and change that we wish to invoke on others. Awareness to changes in our macro and micro markets can allow us to be proactive as opposed to reactive. Changing others’ value equation can be a key component of getting your entire organization on the same page. This leadership skill is rapidly becoming one of the most important in today’s fast-paced global economy.
Winning Hearts and Minds:
Humans are of two minds, the logical and the emotional. When presented with a challenge, we can logically analyze the situation and craft a well thought out plan to overcome it. But as we well know, that’s just the beginning. Executing our well thought out plan is a new challenge altogether and our emotional brain will require some fuel in order to work the plan through to its conclusion. Winning Hears and Minds teaches leaders to engage both the logical and emotional sides of their people by a) building a compelling vision that challenges, inspires, and creates a cornerstone for strategic planning, b) determining what activities will get the team to its vision, and c) determining the metrics and milestones to measure those activities to ensure small and recognizable wins to keep the team engaged and making progress toward its ultimate vision.
In an increasingly competitive marketplace, organizations, by nature demand more and more from their employees. As a result, employees are working harder and longer than ever. In many cases, we are already at or over people’s personal capacity and something has to give. Should we sacrifice time with family, attention to personal relationships, sleep, exercise, diet in order to make time for the increased workload? Though this may work in the short-term, in the long-term, it is a recipe for burnout, disengagement, and illness and can cause people to leave for healthier job environments. When more, more, more is wearing thin, we have to start thinking better, better, better. This program helps employees understand the importance of investing energy in things that really matter, understanding how to develop greater resilience and flexibility in the face of non-stop stress, expanding current energy capacity, and replacing non-effective habits with productive habits that support better performance.
Leading Generation Y:
Generation Y, or the Millennial Generation, is comprised of those individuals born between 1980 and 2000. Like every generation before them, they have some stereotypes. This group favors social media to personal interaction, texting to calling, flip flops to wing tips, and flexible work schedules to a rigid 8 to 5. They were raised to believe their opinions are always welcome, their participation is deserving of recognition, and their efforts are worthy of promotion. Like every generation before them, there are advantages and challenges to working with members of Generation Y. This is a generation of independent thinkers with the potential to have a hugely positive impact on an organization. This program delves into the psychology of what makes Gen Y employees’ value systems and how it may differ from previous generations, the strengths and challenges they bring to the table and recommended coaching strategies to work with them more effectively.
The Missing Piece: Happiness:
Business today is more intense and competitive than ever and it is taking its toll on employees. Studies suggest only 45 percent of workers are happy at their jobs, the lowest in 22 years, and depression rates are ten times higher than they were in 1960. While many business leaders are adept at diagnosing and addressing what is wrong with an organization, focusing on what is wrong can propagate the trend toward negativity and pessimism. Knowing that what we focus on can indeed become our reality, leaders who understand “The Missing Piece” become adept at diagnosing and modeling what is right about an organization unleashing their people’s creativity, engagement, positivity, and optimism, giving their people the fuel they need to perform at their best.
One of the things that make Pangea unique is our ability to establish a special relationship with a client’s management team. This relationship allows us to offer “one on one” coaching for your management team in a confidential manner. We act as a third party that upper management can use to reinforce characteristics of highly successful management teams. From time to time, a manager may need individual sessions in order to break through to a new level. Whether that is a skill set or a better understanding of their role in the organization. Having served in different managerial capacities throughout our careers, the Pangea team can also serve as a useful sounding board for senior management.