Stage Two: Leading Others


In Stage Two, Leading Others the focus shifts to others and their capacity to achieve. Transformational Business Dynamic’s distinction Other addresses how the individual is able to empower their teams to achieve breakthrough performance through choosing to Lead Self-First. They create a culture of accountability and results driven performance.


Stage Two, Leading Others teaches participants how to build the type of environment that empowers Others to create extraordinary results.


Details:

⦁ Two Day Intensive (min) 18-hours

⦁ 10 week 1-hour follow up conference calls


Getting how “I” tick:

  1. Integrity
  2. Managing Integrity/Agreements
  3. Breakdown is Breakthrough
  4. Value for breakdowns
  5. How does my programming operate
  6. History of my programming
  7. Accountability Communication
  8. How programming operates so as to dismantle success
  9. Communication that empowers people to achieve
  10. Programmatic Speaking and Listening
  11. Empowering Communication:
    • a. Self, Other, Org
    • b. Win-Win Model

How I Create Space for others to Achieve

  1. Getting how the world seeing me
  2. Being Accountable for Others
  3. Managing:
    • a. Inspiring Vision
    • b. Personal Mantra
    • c. Daily Responsibilities
  4. Working on Breakdowns
    • a. Leading Self First
    • b. Leading Others through inquiry
  5. Choosing What Works
    • a. Listening, Being Present
    • b. Managing Integrity
    • c. Coaching for Results
Below is an itemization of models and scripts for, “Coaching Management”. The scripts and models act as teaching guides during the 10-week process.
  1. How to Build Trust
  2. How to Address Stops
  3. Causing Breakthrough with Stops
  4. Dealing with Repetitive Stops
  5. Integrity Conversations
  • 1. Different ways to Confront others to create Performance:
    • a. “Crazy Beavers” Conversation
    • b. Popping the Balloon
    • c. Showing the Pattern
  • 2. Conversations that Empower People to Create:
    • d. Being a Fraud vs. Being Impeccable
    • e. Being Unreasonable vs. Reasonable
    • f. Address barriers to performance, allowing breakthrough performance to be possible.

Insight to Consider; Accountability Transforms Each of us create impact, however most of us don’t get that we have the capacity to empower others to transform their Barriers to Performance. This lack of insight leaves us victims to our circumstances, emotions and other people’s decision making. We unconsciously sabotage our capacity to create by believing, “we can’t” create an impact or create change. Often we think, “no one listens to me,” or “I would say something but it will not matter” or “there’s no use.” By getting, self is the cause, participants discover they impact others and can create change

When human beings get themselves as the cause for their behaviors and their team’s results, they choose to function at a higher level of accountability. Through their commitment to be accountable, their language, insights, decision-making and behavior undergo radical transformaton. Our consciousness shifts from “its not my fault” to “how can I make a difference?” The following are communication examples:

  • “How did I create it this way?”
  • “How did my speaking impact the other person?”
  • “How did my emotional reaction affect my language that then may have elicited their response?”
  • “How did my perception of them (their angry, loud tone) lead me to be defensive? How did my defensive position impact another person?”

Inquiries into accountability teach people how to improve their capacity to create i.e., they learn how to create the results they choose to create. The fact is, change begins with You. By creating change within ourselves, we set the stage for change, we become the type of person who drives change. We become Coaches in Management. Choosing to be a Coach in Management creates a higher level of performance for ourselves, our teams and the Organization.

When people realize, they are responsible for the impact they have on others, they begin to discover that the opportunity to “live at cause” is more fulfilling than blaming others or practicing one-upsmanship. By operating within this empowering context of accountability, the individual, team and the Organization learn how to transcend personally imposed limitations and create extraordinary results.