Other Workshops

·         Topic: Behavioural Styles or “Why can’t THEY be more like ME?”

Isn’t it frustrating when people and their questionable or sometimes crazy behaviours get in the way of us doing what we want? Well ... life happens ... and this workshop provides insight into those very deep-rooted and personal motivators that result in others (and us) saying what is said and doing what is done!

Make no mistake about it - we all have very core and personal needs that must be met on a continual basis. These needs are driven by many factors: our behavioural style, gender, age group, cultural influences, thinking style, to name just a few! Many times people don’t even know what their core needs are – and this places them at a disadvantage because then they don’t know how to enhance the bright side of their style and more pro-actively manage the “dark side”. Equally important, they don’t know how to appreciate the bright side of others and react when they demonstrate the “dark side” of their behavioural style. This dynamic creates ripe territory for high tension interpersonal situations that directly lead to conflict!

To further complicate matters, when people don’t know how to demonstrate high behavioural flexibility AND high Emotional SMARTS®, and their dark side consumes them (as often happens when people feel overwhelmed and out of control), they can be perceived in any one of four ways - as a “bully”, “loose cannon”, “wimp”, or “anal” - descriptions most people don’t want used on them.

Learning Outcomes: At the end of this session, participants should be able to:

  1. 1  identify their behavioural style in terms of what they need:

  2. 2  from a work or project point of view; personally down deep at one’s “gut level”; to address time and risk, when experiencing high anxiety, fear or anger; remedies or “fixes” to reduce relationship tension so all involved can get on with the job at hand.

  3. 3  describe the style of others – using the same terms of reference as outlined in point 1.

  4. 4  explain why some behavioural styles experience a greater potential for conflict than others.

  5. 5  identify why and how one’s age, thinking style and life experiences could influence a person’s perception of change.

  6. 6  describe what can be done to minimize high tension, conflict based behaviours early in the conflict cycle.

  7. 7  name behaviours each style can demonstrate so they are better able to gain endorsement from others quickly and fluently.

This workshop is an eye opener for people who need to work with others to get the job done – whether that’s at work, home, or in social groups!

 

Topic: Butting Heads – Managing Conflict with Confidence and Courage!

What is it about conflict that results in many people either “leading with their left” or “heading for the hills to hide out”? You know the signs ... where people either come out of their corner with a passive- aggressive, combative or antagonistic approach or “hide out” hoping if they close their eyes long enough the conflict will go away?

It is our view that many people have simply never learned how to identify, assess, address and resiliently recover from conflict. They are often immobilized by dated thinking, unrealistic self-talk or inappropriate reactions.

As a result, they have learned to mask, minimize or misrepresent conflict with the result being that small issues, which could easily be addressed early in a conflict cycle, aren’t, and then they take on a life of their own.

The situation often then becomes bigger than big to where those involved become driven by ego and get to a place of loving to hate the “other guy,” therefore totally losing sight of the real reasons for the conflict. We refer to this as getting to know “the story behind the story”.

This workshop puts a face on conflict. It talks about the reasons for it, how it gets fuelled and how to lessen the intensity of it. Participants will leave with a conflict management process to administer in any situation. With practice, (and high Emotional SMARTS® and behavioural style flexibility) it is expected one’s fear and trepidation about conflict would lessen, confidence in addressing conflict would increase and the individual would be able to demonstrate personal leadership by demonstrating a pro-active and forward-thinking new type of conflict management direction.

Learning Outcomes: At the end of this session, participants should be able to:

  1. 1  link each behavioural style to their core needs and predictable high tension behaviours.

  2. 2  identify how one’s Emotional SMARTS® and behavioural style flexibility greatly influence one’s conflict expectations, attitudes, statements and behaviours.

  3. 3  apply a proven conflict management process to the Emotional SMARTS® and behavioural style of others involved in the conflict.

  4. 4  establish strategies on how to maintain one’s emotional balance around those people who demonstrate their low Emotional SMARTS® and less than appealing behavioural style and conflict flexibility.

 

Topic: Getting a Grip on Change

To say that “change is constant” is an understatement. Knowing the four phases of change that organizations, departments, relationships and even friendships MUST go through can position one to weather the emotional upheaval that accompanies the change cycles. It doesn’t mean the changes will stop but what this information can do is make the very human reactions to those change cycles more predictable, understandable and manageable.

This knowledge can give people a greater sense of control over what is happening to them and around them. It can also help people be pro-active about how to best deal with personal and professional change on their horizon. Once done, they are better able to establish strategies so they don’t find themselves becoming emotionally high jacked and saying or doing things that could become a CLM (Career Limiting Move)!

This change model makes sense – and consistently managing our very human reactions to change can only benefit us and everyone we come in contact with.

Learning Outcomes: at the end of this session, participants should be able to:

  1. 1  identify the four phases of change organizations, departments, relationships and even our careers must go through in order to stay productive, prosperous and pleasant environments.

  2. 2  describe, based on our Emotional SMARTS® and behavioural style, the very predictable and human reactions to each change phase.

  3. 3 discuss major demographic groups, thinking style and gender differences and how these factors influence how each behavioural style approaches tasks, builds relationships, problem solves, makes decisions, negotiates and deals with conflict.

  4. 4  strategize on how to lessen relationship tension so they interact well with people from different age groups, work well in mixed teams and conduct work in keeping with professional business and ethical standards.

 

Topic: Sales and Client Service Excellence – Your Blueprint for STAR Performance!

It’s been said that “life is one long sales call” because from the moment you hit the floor in the morning till you go to bed each night, and no matter what work you do, a great portion of your day will be influencing others to do what you would like them to do, see events as you see them and to support your opinion or position!

The old stereotype of a sales person in a plaid jacket, waving a cigarette or cigar and “twisting arms” to make sales are long gone!

It doesn’t matter whether you are a corporate executive; auto mechanic; legal, accounting or engineering professional; emergency services worker; a real estate agent; or a consultant: you are first selling YOU! Then, you sell your credibility, expertise, knowledge, time, product, service or ideas. No matter what the commodity, the steps to gain endorsement and results from others are the same.

In today’s competitive and uncertain times, savvy business professionals focus on maximizing their time, efforts and results as they work with others to obtain results. They are fluent in facilitating over 20 distinct steps of the sales process. Next, they consistently self-critique to stay on track and to make sure their efforts are interpersonally based, time efficient and outcomes oriented.

The beauty of this workshop is that it enables participants to be specific about action they can take to advance their services, products or other offerings. They can quickly tailor their presentation to be meaningful and of high value to their client, therefore, achieving a “yes” sooner than later. Further, they will identify action they can take to provide value added offerings to their clients, thereby making it just that much easier for the client to buy!

Learning Outcomes: At the end of this session, participants should be able to:

  1. 1  identify pro-active pre-sales activities so as to maximize one’s sales strategy, presentation time, personal effort and professional skill.

  2. 2  customize the four major components and the multiple steps within each component of the sales call process.

  3. 3  tailor one’s offerings, value add, and presentation to the expectations, needs, wants and “nice to have’s” of the client.

  4. 4  personalize each step of the sales process so they authentically present the process in a focused, time sensitive, professional and results oriented manner.

  5. 5  identify and pro-actively address questions, objections and cynicism in a self-assured and informative way.