As an award-winning author, speaker, trainer, and leadership coach, Stacy impacts leaders and their teams with her transparency and empowering approach to organizational concerns. Corporations and individuals have been inspired by her bold and relevant message of walking in your purpose and winning in every area of your professional and personal life. She coaches audiences to overcome obstacles by providing strategies and processes to assist in reaching goals and cultivating productive and profitable workplaces.
- Compassionate Confrontation: Successfully Managing and Resolving Workplace Conflict
- Who Told You That?: The Truth About Limiting Beliefs
- Women in Leadership
- Professional and Personal Development
- Leadership Development
- The Technical vs. The Relational Leaders
- I Still Believe: How You Think Matters
- Retention of the Rocks
True Colors Self-Discovery Workshop
For more than 40+ years, the True Colors user-friendly temperament and personality typing program has been helping people of all ages, all over the world, understand and recognize differences that can lead to miscommunication and conflict. Whatever challenges you may be facing at home, in school or in the workplace, Truce Colors has solutions that work to help you to communicate virtually and in person. Valuing Differences. Creating Unity.
The True Colors system distills complex personality assessments and characteristics into practical tools and actionable programs. We use colors — Orange, Gold, Green and Blue — to differentiate the four central primary personality types. These colors lay the foundation of True Colors’ fun and insightful personality-identification system. We teach people and organizations how to identify and recognize different personalities, and better understand themselves and others.
As a certified True Colors Facilitator, Stacy guides participants in this interactive journey to self-discovery, self-awareness, and appreciation of others. Outcomes are improved communication, reduced conflict, greater collaboration, and improved teamwork. Together, we can improve every interaction between every employee in your organization. We empower your teams to meet challenges creatively and collaboratively.
- Price: starting at $2500 for 3 Hour Workshop
- Required Assessment Book: $30 per participant
Participants will learn how having a mentor can provide them with tools and resources needed to support personal and professional development. They will learn the best practices for finding a mentor, roles of a mentor and mentee, establishing goals and having a productive meeting with your mentor. Participants will draft an action plan to meet their goals with core mentoring skills both mentors and mentees should utilize the following core skills in their mentoring partnerships.
Active listening is the most basic mentoring skill; the other skills build on—and require—it. When you listen well, you demonstrate to your mentors and mentees that their concerns have been heard and understood. As a result, they feel accepted by you, and trust builds. The way you indicate you’re listening intently is by performing several observable behaviors.
The more that your mentors and mentees trust you, the more committed they’ll be to your partnerships with them, and the more effective you’ll be. This trust develops over time—if your mentors and mentees observe certain appropriate behaviors on your part.
According to Phillips-Jones’ research, the most valued mentoring skill is giving encouragement. This includes giving your mentoring partners recognition and sincere positive verbal feedback.
Whether you’re a mentor or mentee, you should have a personal vision, specific goals, and a good grasp of current reality. As a mentor, be clear on and talk to your mentees about their visions, dreams, and career/life goals. They’ll be interested in your current reality (your view of your strengths and limitations as well as the current reality of situations within your organization) and want help recognizing theirs as well.
In addition to the core mentoring skills described above, mentors use several specific competencies in an attempt to help mentees develop.
In addition to giving frequent and sincere positive feedback, effective mentors should also be willing and able to give mentees corrective feedback.
Even when your mentors try to take a strong lead, you’re the one who should manage the relationships. It’s your development, and you must take responsibility for its process and outcomes.
Participants will be provided information to strengthen communication skills. Participants will be able to write in a clear and concise manner for an intended audience (include writing samples) and provide clear and persuasive presentations (include public speaking tips/exercises).
Feedback creates internal motivation, builds the need to change behavior and diminishes the differences between how we perceive ourselves and how others perceive us. Of its ten varieties, eight are chosen by the sender and two are chosen by the receiver. The art in its use involves knowing how to choose the types of feedback and counseling patterns that avoid the problem of defensiveness. Too often, the benefits of feedback are lost when negative feedback arouses one or more of the receiver’s defense mechanisms. But without the use of feedback, closing performance gaps is difficult, if not impossible.
An organization without a robust system of communication is like a human body without a nervous system. Chester Bernard, one of the early management theorists, said in 1938, “The first function of the executive is to develop and maintain a system of communication.” Unfortunately, each of the four major types of information flows in organizations are subject to distortion and deletions. It’s even possible that many individuals in the organization are functioning in an environment of information overload; preventing them from accessing the right information to make the right decision.
Unanswered objections prevent the sale. A statement, a question, or the movement of the head can signal the need to stop and deal with a deal breaking issue. To make matters worse, an objection may not ever be stated; it often remains unsaid. Fortunately, certain types of objections are typically raised in most sales situations. With proper preparation, cleaver sales people can anticipate most of the objections; and by asking the right questions, get at the rest.
Even the best overheads in the world are worthless without a dynamic, credible presenter. Properly done, speaking gives the sales professional the advantage. Poorly done, every fault gets magnified while the sale is lost. Whether a positive or negative impression gets made depends on a number of factors such as nonverbal communication and subtle characteristics of the voice. Other important variables deal with the use of support material such as facts, statistics, stories and anecdotes, the ability to ask and answer questions, etc.
Every time someone speaks in a group setting they are playing a role. These communication roles don’t last long—from a minimum of a couple of seconds to a maximum of a couple of minutes. Yet these “micro roles” greatly impact group effectiveness by determining how well the group handles information. In fact, these verbal patterns determine whether individuals even understand what’s going on.
Participants will enhance interpersonal communication skills to be able to more effectively work with others in a professional and respectful atmosphere. Leaders will be able to effectively give and receive feedback while understanding the importance of listening skills. They will discuss the importance of treating others with respect and responding appropriately to the needs of different people and situations.
Interpersonal effectiveness, at its most basic, refers to the ability to interact with others. It includes skills we use to:
1. Attend to relationships
2. Balance priorities versus demands
3. Balance the “wants” and the “shoulds”
4. Build a sense of mastery and self-respect
5. Active listening
Our ability to interact with others can be broken by the goal we have in mind for our interactions. There are three main goals to interaction:
1. Gaining our objective
2. Maintaining our relationships
3. Keeping our self-respect
Each goal requires interpersonal skills; while some interpersonal skills will be applied in many situations, some skills will be especially important for achieving one of these goals.
When we are working towards gaining our objective, we need skills that involve clarifying what we want from the interaction and identifying what we need to do to get the results we want.
When maintaining our relationships is our first priority, we need to understand how important the particular relationship is to us, how we want the person to feel about us, and what we need to do in order to keep the relationship going.
Professionalism, Integrity, and Honesty
Describe the importance of professionalism in the workplace and methods to improving one’s attitude and behavior. The instructor will identify strategies to promote a work climate that is honest and ethical to support the commands mission and core values.
Throughout our working lives, most of us will have many different jobs, each requiring a different level or set of skills. No matter the industry – from customer service to an office job to construction and the trades – all of these jobs have one thing in common: in order to succeed and move ahead, you need to demonstrate professionalism. Professionalism does not mean wearing a suit or carrying a briefcase; rather, it means conducting oneself with responsibility, integrity, accountability, and excellence. It means communicating effectively and appropriately and always finding a way to be productive.
Ethics has everything to do with management. Rarely do the character flaws of a lone actor fully explain corporate misconduct. More typically, unethical business practice involves the tacit, if not explicit, cooperation of others and reflects the values, attitudes, beliefs, language, and behavioral patterns that define an organization’s operating culture. Ethics, then, is as much an organizational as a personal issue. Managers who fail to provide proper leadership and to institute systems that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.
Managers must acknowledge their role in shaping organizational ethics and seize this opportunity to create a climate that can strengthen the relationships and reputations on which their companies’ success depends. Executives who ignore ethics run the risk of personal and corporate liability in today’s increasingly tough legal environment. In addition, they deprive their organizations of the benefits available under new federal guidelines for sentencing organizations convicted of wrongdoing. These sentencing guidelines recognize for the first time the organizational and managerial roots of unlawful conduct and base fines partly on the extent to which companies have taken steps to prevent that misconduct.
- To develop an understanding of what honesty and integrity means to us as medical students
- To identify the importance of honesty and integrity within your interactions with managers, peers, subordinates, and other professionals
- To be able to critically analyze common scenarios with regards to honesty and integrity
Honesty is what we expect first and foremost from our leaders, yet it’s the area where we seem to be failing the most. The data suggests that about 4 out of 5 leaders are, in effect, not leading even close to as effectively as they could and need to.
Honesty is a leader’s most valued and valuable leadership quality because it is the gateway for trust and inspiration. As Tony Simons, professor at Cornell University and author of The Integrity Divide, states, “Organizations where employees strongly believed their managers followed through on promises and commitments and demonstrated the values they preached were substantially more profitable than those whose managers scored average or lower.”
Participants will learn strategies and methods that inspire team commitment, cooperation and motivate team member to work together towards a common goal. They will be provided a practical overview of team dynamics while giving them insight into how their behavior style and others on the team best interact.
*Teambuilding activities will be offered throughout training day.
Effective organizational or team performance is based on a clear understanding of the shared goals, strategies, and work plans, along with the individual roles and responsibilities of team members. Equally important are interpersonal qualities of trust, communication, and mutual accountability. Working in tandem, these two perspectives determine a team’s ability to achieve and sustain high performance, making teambuilding a necessary companion to the operational and programmatic efforts of organizational capacity strengthening.
Yet team development is something that is often ignored within organizations or projects. Staff usually have little conscious awareness of the skills and tools needed to nurture supportive collegial relationships. Leaders and managers are rarely prepared to understand the dynamics of team formation and staff motivation or respond appropriately to the emerging needs of a team. Too frequently, conflict is either ignored or suppressed, attributed to individual differences and difficulties. As a result, internal team process can become a liability to performance, leading to low productivity, low morale, and high staff turnover. However, with increased awareness of basic skills and tools for addressing common challenges, these same dynamics can be turned into a source of continued team enhancement.
This teambuilding workshop will help grantees develop shared vision/understanding for a high performing team, determining the critical elements and individual contributions that comprise this vision, and guiding plans or agreements to realize this vision in their own organizations. It will also promote practice on key skills needed to address the inevitable challenges that arise in teams, notably, appreciating individual differences, communicating collaboratively, and managing conflict.
This interactive session on teambuilding may be used in full to provide a comprehensive review of teambuilding and conflict resolution. Each segment is designed to be highly interactive and participatory, using a combination of techniques, including case studies, role-plays, small group exercises, large group discussions, and individual reflection. Participants will be able to use the practical exercises, tools, and resources both during and after the workshop to improve their internal teamwork.
Participants will understand the difference between conflict resolution and conflict management. They will be able to apply strategies they learn to resolve conflicts in a constructive manner. Through the process of conflict management, you will be able to identify potential areas of conflict that may arise and resources like mediation you would use to effectively and appropriately resolve them. Participants will also work through creative exercises to apply concepts learning in workshop.
Workplace conflict is almost inevitable when employees of various backgrounds and different approaches to their jobs are brought together for a shared business purpose. Conflict can—and should—be managed and resolved. This toolkit examines the causes and effects of workplace conflict and the reasons why employers should take action to address it.
The first steps in handling workplace conflict belong, in most cases, to the employees who are at odds with one another. The employer’s role—exercised by managers and HR professionals—is significant, however, and is grounded in the development of a workplace culture designed to prevent conflict among employees to the extent possible. The basis for such a culture is strong employee relations, namely, fairness, trust and mutual respect between managers and employees.
Participants will learn effective problem solving and decision-making skills. Leaders will be able to systematically find the root cause for tough problems and make decisions aligned with organizational priorities. They will learn to evaluate the benefits and risks of individual verses group problem solving approaches. Case studies will be used to assist with learning how to apply the problem-solving and decision-making processes to their own work situations.
- Define the basic problem-solving approaches to effectively identify, manage, and solve problems.
- Identify problem-solving techniques in the corporate world by identifying the necessary skills of a problem solver and knowing about different corporate cultures.
- Work through the problem-solving process of identifying the problem, generating and implementing a solution, and confirming the elimination of the problem.
- Use different critical thinking and information analysis skills such as reasoning, logic, quantitative analysis, and qualitative analysis.
- Create and manage problem-solving teams by knowing how to conduct effective meetings and motivate team members.
- Fundamentals of problem solving
- Discussing problem solving
- Handling problems
- Identifying problems
- Effective problem-solving approaches
- Discussing effective problem-solving approaches