Servant
Leadership

CCG can tailor workshops to suit the needs of clients who wish to introduce employees to a cultural mindset favoring collaborative work styles (e.g., matrix and team structures). The workshops are not intended to lead to mastery of the topics. Instead, the objective is to provide participants with a working knowledge sufficient to make them more productive participants in business processes whose success depends heavily upon group interaction and collaboration. Workshops can be packaged in both half-day and one-day formats.

Currently available topics include:

• Facilitation Skills

  • Interpret and manage the dynamics of a group process (meeting), and overcome apprehensions about leading.

  • Apply a StoryBoard ‘template’ to facilitate the meeting process.

  • Engage participants in the meeting process, and solicit and capture the best thinking of the group.

  • Forge the group’s best thinking into a consensus on what the issues are, and what to do about them.

  • Adjourn a meeting having secured buy-in from the group, and their commitment to executable action plans.

• Get Better Results with a Project Management Mindset

  • View all non-routine work as ‘projects’…having a wide variety of scopes and objectives.

  • Identify each project’s objectives, scope of work, resource requirements, plan-to-completion, schedule/milestones, follow-up’s, and deliverables.

  • Develop the characterization of the project into a full-blown tactical plan for completing the project at hand.

  • Apply project management as the ‘tool-of-choice’ for future work planning and execution.

   

• Boost Your Success Rate for New-Product Development

  • Apply a disciplined NPD (New Product Development) Process approach to the identification, development, and market launch of new products, services, and technologies.

  • Create a culture that accepts ‘time-to-market’ as the primary means of pacing and measuring the effectiveness of the NPD effort.

  • Evaluate investment in NPD projects as being ‘incremental’ in nature…with each successive investment based upon the most recent documentation of project viability.

  • Make difficult ‘go/no-go’ decisions regarding project viability, based upon objective, factual, and comprehensive data.

  • Identify and assign appropriate roles to all stakeholders in the NPD process, and use the NPD Process template as the means for managing expectations and accountabilities.

   

• Communicating…Without Alienating

  • View tact and diplomacy as factors that enhance, rather than detract from, effective communications.

  • Establish and maintain a distinct boundary between tactful and diplomatic ‘spin-doctoring’ of a message…and willful distortion that is intended only to deceive.

  • Appreciate and utilize the value of listening as the most valuable first step in any communication.

  • Read and interpret some common cues that will help determine what other parties in a communications loop need in order to reach a win/win outcome.

  • Recognize the essential elements of good diplomacy and use that awareness to incorporate some new behaviors into communications styles.

  • Use tact and diplomacy as vehicles for achieving ‘consensus’…which is the only sound foundation for a sustainable agreement or understanding…a  ’win/win’, as it is often called.

   

• You Can Successfully Manage Change

  • Manage natural resistance to change by engaging stakeholders in the change process.

  • Use group processes (meetings) as the preferred vehicle for soliciting and capturing the best thinking of the stakeholders, with respect to the change process.

  • Interpret and manage the dynamics of a group process, and overcome apprehensions about introducing and leading change.

  • Apply a StoryBoard ‘template’ to facilitate the group processes that are necessary for the successful management of change.

  • Forge the best thinking of the stakeholders into a consensus on what the issues are, and what to do about them.

  • Secure buy-in from the stakeholders involved in the change process, and their commitment to executable action plans for implementing change.