Organizational change can happen in one of four ways. By choice, by chance, by a crisis or simply with the passage of time. Most often workplace change is a strategic or operational choice for a specific organizational benefit. The challenge arises in that not everyone sees the organizational benefit at the same place nor at the same time. Too often leaders misunderstand the impact of the change and miscalculate the time to effectively prepare the workforce. There are predictable stages everyone navigates through when changes occur in the workplace. This workshop equips participants with the ability to see six stages of change (The Change Cycle ™ E-Locator assessment) with their associated thoughts, feelings, and behavior and what can be done at each stage. Learning objectives: • Increase confidence with workplace change • Define the change and issues associated • Identify how the change came into being (choice, chance, crisis or time) • See six stages of change with their specific thoughts, feelings and behaviors • Assess what stage a person or team is at during the identified change • Develop action plan rooted in specific change happening in the organization • Equip an agile mindset for future change in the organization

Conflict, whether low, mild or high, is inevitable in the workplace. Learning how to sharpen one’s conflict competency is critical for superior results. This conflict competency course is designed for participants to identify conflict in the workplace, assess their personal conflict styles and gain practical skills to leverage conflict constructively. Learning objectives: • Identify conflict in work and personal environments • Understand and leverage one’s conflict management styles • Gain skills in negotiating conflict in the workplace • Assess situations where constructive conflict can be used for mutual benefit

Any lasting structure is built upon a solid foundation. Similarly, an organization is dependent on the foundation of leaders, teams and corporate trust. Research shows there is a healthy correlation between trust within the organization and bottom-line results. Leaders need to ask, “Is trust affecting the productivity of our workplace? Are there tangible steps we should take to cultivate deeper trust?” This course examines the behaviors that advance trust and invites participants to take an active role in influencing a culture of trust. Learning objectives: • Identify the rampant culture of mistrust in today’s corporate culture • Acknowledge the myths associated with trust • Experience how ambiguity cultivates lowtrust • Understand behaviors necessary for cultivating high trust environments • Understand how a high trust environment increases organizational outcomes • Prioritize behaviors necessary for building a culture of trust

We enter the work force knowing how to read and write and have often educated ourselves in a field of expertise. However, too often, we lack the skills to manage our emotions when the temperature rises or were placed under pressure. We need tools that help us mange, adapt and communicate effectively with maximum impact. Understanding emotional intelligence (EI) is key. This course develops knowledge on EI and its power to improve your life and strengthen relationships. Learning Objectives: • Recognize the role emotional intelligence has on one’s life and what it looks like • Understand the four core competencies of emotional intelligence • Assess emotional intelligence • Be equipped to develop personal strategies in the four skills of EI • Make explicit connections between EI and work performance

Teams are more fluid than they are fixed entities within today’s fast paced organizations. Teams are required to be agile, pivot quickly, orient new members or adapt to new expectations on a dime. Knowing what knowledge and skills teams need to meet these fluid states is more vital than ever. This course provides tangible knowledge and skills for individuals and teams for increased effectiveness. Learning objectives: • Understand the necessary ingredients for high performance teams • Appreciate the predictable team development cycle • Identify vital roles for teams to be productive • Identify shared and individual responsibilities • Understand how power plays a role in team health

The pressure has never been higher for organizations to constantly change. However, management literature suggests most organizational change initiatives fail between 60-75% of the time. What is going on? Maybe employee resistance should be reexamined? This course provides leaders a framework for recognizing subtle symptoms of resistance and take steps to leverage both the change that is sought but also the continuity desired by the organization. Learning objectives: • Relook at employee resistance • Understand various types of resistance in the workplace and see the upside to employee resistance • Recognize that not everything is a problem to solve • Recognize the difference between problems-to-solve ("either/or" thinking) and polarities-to-leverage ("both/and" thinking) • Leverage key interdependent pairs (i.e. polarities) within organizational climate