The era of predictability is over, and the time between surprises is shortening. Why do some people barely survive change, while others thrive on it? There are six factors that determine whether an individual is change-adept -- that is, proficient at dealing not only with transition, but with upheaval and transformation as well. Change-adept professionals are resilient and not only survive, but flourish in changing times. The change-adept are not necessarily more competent than their co-workers, but they have distinct advantages in the attitudes they hold and the strategies they adopt.
• How to build your change-adeptness in order to excel in the midst of uncertainty and chaos
• The difference between incremental and discontinuous change -- and how to thrive on both
• Why "unlearning" is as important as learning
• What to do when your "successful past" becomes your biggest obstacle
In contrast to control-minded authority of the past, today’s leaders must exercise power through a shared purpose and vision. To transform an organization, leaders must co-create and communicate an image of the future that impels people beyond the boundaries and limits of the past. But sharing a vision is only the beginning. Leading change takes a new set of skills for liberating untapped potential, energizing employees and engaging their commitment and enthusiasm. Today’s leaders must operate from a new “core.” The components of that core are: vision, integrity, trust, values, vulnerability, motivation and collaboration.
• How leadership power moved from “command and control” to “influence and include”
• Optimizing the link between leadership communication and employee commitment
• How to keep employees engaged and prepared for a constantly changing environment
• Why leadership strategies for incremental change are ineffective for transformation
There is a huge amount of knowledge at all levels of an organization: about what customers need, how processes could be improved, or what new products and services could be developed. A company’s competitiveness is a combination of the potential of its people, the quality of the information that people possess, and the ability to spread that collective wisdom throughout the organization. But successful collaboration is more than the technology that supports it, more than a business strategy aimed at optimizing a company's experience and expertise, and even more than a cultural shift from the industrial to the information age. Collaboration is, first and foremost, about people and their willingness to tell what they know.
• Calculating the high cost of lost knowledge
• How to break down silos and increase productivity in your organization
• Why people don't tell what they know -- and how to encourage them to contribute
• Lessons learned from examples of collaboration success
In today’s work force, four generations are currently represented:
• The Silent Generation, born between 1927-1945, are the children of world wars and the Great Depression. Because economic times were tough when they were looking for jobs, this generation tends to be hard working, loyal, and thrifty.
• Baby Boomers (1946-1964) were raised in an era of opportunity, progress, and optimism. Growing up in a radically changing society marked by rebellion, shifting social norms, and outward challenge of authority.
• Gen Xers were born between 1965-1983. They are technologically savvy and were raised in the age of dual-career families. Watching their parents “bleed company colors” only to be found “redundant,” this generation hit the job market looking for career development, flexibility and work-life balance.
• The Millennials (1984-2002) are the newest members of the work force. A “plugged-in” generation, they have been around technology since birth. Navigating the world of blogs, wikis, podcasting, and instant messaging is as natural to them as breathing.
Each of these distinct groups of people views life differently. And it isn’t just technology that divides the generations. Their differences include perspectives on authority and respect, hierarchy and collaboration, balancing the demands of work and home, aspirations for leadership, and the definition of workplace loyalty. This program looks at what organizations are doing to engage and motivate employees across generational boundaries.
The Nonverbal AdvantageIf you deal with the public, make sales calls, negotiate, or give presentations . . .
If you interview or supervise people . . .
If you are a team leader or a corporate executive . . .
If you work with other people . . . your professional success is tightly linked to your use and knowledge of body language.
Learn how to decode the nonverbal communication of others, and to use body language that is aligned with the attitudes you want to project – and gain a competitive advantage in business and in life!
• How to make sure your body language is in sync with your message
• How nonverbal communication builds or breaks rapport with customers and team members
• The role of body language in projecting credibility and trust
• How to accurately decode the silent signals of resistance, interest, boredom, and agreement
• The impact of body language in cross-cultural communication
All leaders express enthusiasm, warmth, and confidence -- as well as arrogance, indifference, and displeasure through their facial expressions, gestures, touch, and use of space. If a leader wants to be perceived as credible and forthright, he or she has got to think "outside the speech" and recognize the importance of nonverbal communication.
•How nonverbal signals enhanse or destroy a leader's credibility.
•How to read the body language by filtering it through the five "Cs" - Context, Congruence, Clusters, Consistency and Culture.
•How to use body language to develop rapport and communicate inclusion.