Coaching

Team Building (Five Dysfunctions)

We offer a Team Building workshop based on the Patrick Lencioni book, The Five Dysfunctions of a Team. This workshop can be anywhere from 1/2 day to 2 full days. The five areas we work on include:

Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results

We also offer Team Building where we will work with you and your team to address team specific issues. The issues we will work on can be either known or can be uncovered through interviewing team members. In the interview process, we look for themes so as to preserve anonymity of team members being interviewed. Once issues are understood, a customized workshop is developed.

In either case, we try to link your team building needs with the use of the DISC assessment tool which examines people’s natural and adaptive behaviors in the work environment. Each participant will take two assessments: one which focuses on behavioral styles and one which focuses on individual values. The concept here is that values drive behaviors. We focus on having individual team members develop communications strategies for communicating with each other to enhance interactions in the work place. If you can understand people’s natural behavioral styles and/or recognize when they are adapting their style to the situation or work place, then based on your understanding of DISC behavioral styles, you can choose a communication strategy to interact with them more effectively.

Team Building: Behavioral Assesment

We offer customized team building sessions built around the DISC Behavioral Styles tool from Target Training International (TTI). By understanding your own natural behavioral style and those of others with whom you interact, you can adapt your style to theirs for a significantly enhanced result.

We use two assessment tools – the Employer-Manager DISC Assessment and the PIAV – Personal Interest, Attitudes and Values Assessment. The PIAV measures the why of your actions leading to an understanding of what drives your behavior and the attitudes that move you to action, while the DISC measures the how of your actions.

Using these tools as a foundation and integrating other specific business objectives, we design a specialized program that results in higher performing teams with a greater understanding of each as individuals with specific strategies for dealing with each other more effectively in the workplace.

Curriculum:

Introduction/Setting Objectives
Communications
DISC behavioral style
Your personal DISC Assessment
PIAV (Personal interests, attitudes and values)
Mission/Vision/Values
Communications strategies using DISC
Action Plans

Duration: 8 hours

Developmental Coaching

Developmental coaching is where we identify a specific need or needs and Steve Heckler Associates develops a customized program for you. If you are not sure as to where your developmental needs lie, we can conduct a 360 assessment for you and we can look at your self evaluation and what others have to say about you across multiple dimensions.

We would focus on those areas that represent need for development or gaps between your self-assessment and the assessment of you by others. Performance coaching is a part of Developmental coaching – where you are having difficulty in an area of responsibility and Steve Heckler Associates can help you with that – it can be functionally based or relationship based.

Projectized Coaching

Projectized coaching is where you are coached through a project – e.g. a Strategic Plan or an Organization Design. We coach while you do the work and learn through doing.

This type of project can be hourly or on a fixed price (if we can define the project well enough).

Management Effectiveness Training

Whether you are a first time supervisor or an experienced manager, this workshop will introduce or sharpen the basic skills needed to be a successful leader.

If you are like most managers and supervisors, you are constantly stretched and challenged by the issues that face all managers. As a result, there never seems to be enough time to focus in on yourself and how you can perform your job better.

In this workshop, we review basic management principles, the role of the manger, several management models including Dr. Paul Hersey’s The Situational Leader. As managers, we spend over 70% of our time communicating, so we focus on Communication Skills. Today, most managers feel out of control and want to bring more balance into their lives. Through our time management module, you will understand how you are spending your time today and establish strategies for shifting toward the way you would like to spend your time. We spend more time in meetings. How to run effective meetings, have and conduct effective 1-1’s with your boss and your subordinates, and how to shorten meetings are explored. Tips on how to do these as well as to assess if you should even attend meetings are presented.

We look at the whole Performance, Planning and Evaluation (PP&E) model. Suggestions for how to do these more effectively with real samples are provided. Using the instructor’s years of experience as a mentor and coach, a model for coaching subordinates is presented, with several concrete examples as a take away. Best practices for successful managers are explored, with many useful models reviewed. Moving from manager to leader and your role in the organization are covered.

The workshop completes with an interactive Jeopardy quiz to test participants on their course learnings.

Curriculum

Introduction/Setting Objectives
Management
Hiring./Firing
Time Management
Meetings
Planning
Performance, Planning & Evaluation
Manager as a Coach
Best Management Practices
Leadership
Being Part of the Management Team
Goals
Jeopardy (Final Exam)

Duration: 16 hours

Leadership Training

This workshop is based upon the premise that Leadership is learned. Leadership is not something you are born with. Leadership has absolutely nothing to do with your position or your status. It has everything to do with your behavior.

Leadership Development is self-development. The leader’s primary instrument is the self. It’s what we do with ourselves that makes the difference. The mastery of the art of leadership is the mastery of the self.

The number one reason leaders succeed in their roles is the quality of the relationships with their constituents, particularly their direct reports. The number one reason they derail is poor relationships with their constituents. And the number one reason people voluntarily leave their organizations is that they have relationship issues with their immediate manager.

This workshop consists of two parts: A 360 Assessment resulting in a Development Plan for the participant and a Leadership Workshop which focuses on discovering your own Leadership Style and Vision.

The first part (4 hours) focuses on participants in the workshop taking the Leadership Practices Inventory (LPI), a 360 assessment of the participant’s leadership practices based on the work of Kouzes and Poser, the Leadership Challenge. In the workshop, participants learn to analyze their feedback and develop a short-term action plan for improvement. In the workshop we explore the Five Practices of Exemplary Leadership ®; we examine the valid, reliable and useful feedback about the extent to which the participants engage in the Five Practices. Out of this feedback, we identify strengths and opportunities for improvement. An outcome of the workshop is that each participant will write a plan for his or her next steps in their leadership development.

The second part (4 hours) focuses on the examining basic skills based on The Leadership Pipeline and then explores individual’s personal leadership style, vision and understanding more about themselves. Exercises lead to greater understanding. This part of the workshop is based on Discovering the Leader in You. An outcome of the workshop is that each participant will develop their own Leadership Vision.

This workshop is eight hours. Each participant will have to take a self-assessment and obtain assessments from previous and current managers, subordinates, peers and others who have observed the participant in a leadership role. These assessments can be completed on-line and must be completed prior to the workshop itself.

Curriculum:

Introduction/Setting Objectives
Five areas of leadership – a framework
Leadership, organization and change
Creating your personal vision
Vision, values and behavior
Self awareness as a leader
Personal leadership profile
Leadership roles
Balance of work life and personal life
Creating your leadership vision
Being a leadership team

Duration: 8 hours

The Extraordinary Leader 360

The EL360 measures an individual’s ability in 16 key competencies. Based on research published by Zenger-Folkman, the 16 competencies are those that differentiate extraordinary leaders from their peers. Both written and numeric responses are collected to provide participants with crucial information on how others’ perceptions of their performance align with their own. This is a strengths based instrument. Unlike most 360 instruments, we focus on building on an individual’s strengths rather than on his/her weaknesses. Only in the event that a weakness might be a “fatal flaw” do we focus on weaknesses in our development plans. This online assessment tool is complemented by the reading of the book The Extraordinary Leader by Zenger-Folkman (which is highly recommended).

The EL360 process looks like this:

To participate in an EL360, you will need to identify your respondents. The following is a list of respondent types that are available. It is from this list that you will categorize or identify your respondents. When entering this info online, you will also be asked for the respondents’ email address, so be prepared with that information. You are encouraged to invite more than the minimum number of respondents needed, as not all respondents will complete the survey process. Additionally, it is VERY IMPORTANT to select people who KNOW YOU AND YOUR LEADERSHIP TRAITS WELL, in order to ensure meaningful results. SHA can assist you in identifying your potential respondents if you are having any difficulties.

Respondent Type	# of Submissions needed (for data to be reported as its own respondent category)	Description
Manager A	1	Your first manager
Manager B	1	Your second manager (if applicable)
Manager C	1	Your third manager (if applicable)
Peers	3 (minimum)	Individuals who neither report to you or you to them (these can be peers within your own department and/or peers you work with outside of your department)
Direct Report	3 (minimum)	Individuals who report directly to you as their manager. These should be current direct reports. If you currently do not have at least 3 direct reports, it is recommended that you ask people who have previously been direct reports to participate.
Other	3 (minimum)	Individuals you would like to group as a separate category (could be vendors, clients, peers outside of your department if not already included in the Peers category)

You will need to identify a date by which you will ask all of your respondents to complete the survey process. It is suggested that you give people no more than 2 weeks (as they have a tendency to let it slip out to the outermost date).

Prior to the launch of the survey process, SHA recommends that you contact the respondents you plan to invite to the online survey process and communicate the following to them.

Let your respondents know that your will be inviting them to complete a leadership development survey to assess leadership effectiveness.
The survey will take approximately 20 minutes of their time.
Explain that an email to take the survey will come from Zenger Folkman Surveys
The data will be presented in a report format designed to maintain the confidentiality of the respondents. All responses to the survey, excluding the manager category, will be grouped with at least two other respondents to ensure that those submitting the feedback remain anonymous.
Note for you: Therefore it is highly recommended that you select 3-5 respondents for each category (other than manager) and continue to follow up with your respondents to ensure that at least 3 people from each Rater Category take the survey. That will ensure that your report reflects each category (peer, subordinate, other) and avoids, for example, having your subordinates grouped with others in the event that only two of your subordinates were to respond.

Once the data is collected, a confidential report will be generated. All responses to the survey, excluding the manager category, will be grouped with at least two other respondents to ensure that those submitting feedback remain anonymous. In the feedback session, SHA will assist you in identifying your strengths and will work with you on your personalized Development Plan. This plan will focus on areas that you are passionate about, areas that are strengths for you and areas the represent the needs of your business. The ideal items to work on are those that represent the intersection of these three categories: passion, strengths and organizational needs.

Project Management Training

Objective: To develop an understanding of Project Management…

Concepts
Methods
Tools
Practical Limits
Strategy
Political Realities
Resource Management
Curriculum
Introduction/Goals
Project Management
Project Rationalization
Project Approval
Project Planning
Project Organization
User Roles
Project Communication
Project Risk
Project Execution
High Performing Teams
Post Implementation
Post Mortems
Jeopardy (Final Exam)

Duration: 16 hours – usually conducted over 4 sessions of 4 hours each.

Course Materials: Each attendee receives a binder with Power point Presentation materials plus selected readings.

I.T. Budgeting

Curriculum:

Knowing your budgets
Operating Budget
Salary
Benefits
Training
SW and HW maintenance
Consulting
Phone expenses
Data circuits
Equipment rentals
Equipment leases
Depreciation
Controllable vs. uncontrollable expenses
Operating Budget Summary
Capital Budget
Cap Ex categories
Reporting Formats
Budget Presentations
Do’s
Don’ts

Duration: 3 hours

Coaching

Methodology

Assessment:

Strategy Development:

Implementation:

What You Can Expect

Different Coaching Programs

On-going Executive Coaching

Curriculum:

Curriculum

Curriculum:

The EL360 process looks like this:

Objective: To develop an understanding of Project Management…

Curriculum: