Speaking Topics

“We have come over on different ships but we are in the same boat now. We either learn to work together as friends or perish as fools for a high tide will rise all ships.” MLK

 

Summary;
How to create an organization that has leadership with the skills and competencies to be inclusive . Below are 5 characteristics of inclusive leaders:

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1. Exercise Self-Awareness. It is critically important for leaders to be self-aware and identify, understand, recognize, and correct their own biases. One tool is the Implicit Association Test,

 

2. Mindful of Gatekeepers. Gatekeepers are the individuals who open or close the door to opportunities in organizations. This includes those on hiring committees, those who screen resumes, those who assign work, and those who control advancement.

 

3. Weave Diversity and Inclusion into Larger Messages. In addition to merely discussing diversity and inclusion, they also must be infused in larger, wider messages.

 

4. Thaw the Middle. Commitment at the top does not mean much if it does not trickle all the way down. The commitment and talk is most often hot at the top, but it is frozen in the middle layer where day-to-day interactions take place.

 

5. Acknowledge Inclusion Happens in the Everyday. Diversity and inclusion must be pervasive and infuse the actions both big and small that happen throughout the work day. What might be a trite invitation to lunch to one person could be a difference maker to someone who never receives an invitation to lunch.line, but on the horizon ahead.

“Truth is not found in a thesis nor is truth found in the antithesis but truth is found in the emergent synthesis that reconciles the two extremes.” Hegel

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Summary
What is a Peak Performing Work Team ( PPWT)
A PPWT is a set of individuals in an organization who incorporate various talents and abilities to work toward a common goal or objective without the standard administrative oversight.

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What makes a Peak Performing Work Team Effective?

For a PPWT team to excel, the business or corporation needs to provide the team with a stated mission and encourage them to do whatever needs to be done, including making and forming big decisions.

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These five features are integral to assemble an effective PPWT team:

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1. Collective Responsibility: Collective responsibility means each member of the team is accountable for their area of interest.

 

2. Harmony: Since each member of the team is accountable for a particular area of the project, team members should be completely confident that their partners can accomplish their given
tasks. Even if all the members of the team are self-directed in the way they work, their assigned tasks are linked to one another, which means they should work in harmony.

 

3. Encouragement: Autonomy is the oil that lubricates the engine of PPWT. Each member of the team must have expertise in their area and the ability to pull the handle. They should be able to continue without attempting to pass through the process of approval, which will only be a hindrance in their step and their project. Being efficient and effective for self-directed teams is a part of the productive drive.

 

4. Shared Goals: The main principle behind an effective self-directed team is that they perform the assigned work independently but toward a shared goal. If this is not defined or properly communicated, then the several moving parts, in their attempt to unite and attain their shared goals, will fail. It is vital from the start that the members of the team are mindful of that shared
goal.

 

5. Communication: Even if the self-directed teams work independently, communication is the major step in executing a successful project. Having good communication skills will leave no room for error and will only facilitate the success rate of your team.

Summary: At its heart, AL is about the search for the best in people, their organizations, and the strength filled opportunity rich world around them. ALis not so much a shift in the methods and models of organizational change, but AL is a fundamental shift in the overall perspective taken throughout the entire change process. it allows people to ‘see’ the wholeness of the human system and to “inquire” into that system’s strengths, possibilities, and successes.

 

AL process of gathering data is to design the leadership encounter. This is called the 4-D Cycle:

 

· Discovery: participants explore “the best of what is,” identifying the organization’s strengths, best practices, and sources of excellence, vitality, and peak performance.

 

· Dream: participants envision a future they really want – a future where the organization is fully engaged and successful around its core purpose and strategic objectives.

 

· Design: participants leverage the best of what is and their vision for the future to design high-impact strategies that move the organization creatively and decisively in the right direction.

 

· Destiny (sometimes also called Deploy): participants put the strategies into action, revising as necessary.

Summary: You can lead a horse to water, you can't make it drink but a master motivator and make it thirsty by using the Five C’s of motivation

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I.  Five C’s of becoming a Master Motivator, Coach or Salesperson
a. Communication: The creation of oneness and the creation of meaning

b. Credibility: People first must believe that you believe before they

believe
c. Content: Relevant information to help solve a problem or inspire

change
d. Charisma: Contagious Enthusiasm and Contagious Commitment to Act

e. Connection: Everyone client, team member have a tattoo on the

forehead: MMFI-Make Me Feel Important. The power of listening using the P.A.R methodology. Probe with questions to gain understanding before being understood. Align to Validate their reality and Raise the level of connectivity by making it safe to be transparent by sharing.

 

II.  Feedback is the breakfast of champions

 

a. Focus on the issue, problem, and or behavior not attacking the person

b. Avoid the use of but, instead use the phrase, “The Next Time.”

c. Follow Up. People treasure what we measure, people respect what we

inspect.

 

III.  Coaching for transformation and effectiveness.

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a. Tell them what you want them to do

b. Show them how to do it

c. Let them show you how to do it

d. Let them tell you what they just did

e. Tell them how they did.