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Welcome to the Institute for Human Resources Developing Organizational Leadership Capabilities 6th virtual event. Thank you to everyone for your participation and support. Over 6000 attendees have joined us to increase their expertise in Developing Organizational Leadership Capabilities. They have been on their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Developing Organizational Leadership Capabilities. This two day event is the sixth since the Institute’s launch in 2011. Join us, as we take a look at what has been happening within the Institute for Developing Organizational Leadership Capabilities. During this short, session we will review the progress of the Institute to date. We will review the certification program - have you signed up yet? If not, there’s still lots of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the next couple of months.
During this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Help you learn how to become an expert in the area of Developing Organizational Leadership Capabilities.
If you are new to the Institute for Developing Organizational Leadership Capabilities this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community. For those with questions regarding the Institute and its content this is your chance to share your ideas. Looking forward to your participation in this event.
Have you ever walked out of a meeting, a new business pitch or a presentation where everything went just perfect? Where you said; “That was a wicked meeting” or “We did a wicked job”?
Definition of Wicked: very impressive; very skillful; excellent; wonderful.
The definition above is exactly what I am referring to when I use the adjective wicked. I am speaking about the importance of being a wicked leader in both those ideal and stressful situations.
Effective leaders know how to manage themselves in just about all situations and it doesn’t happen by chance.
Question: Can you manage yourself and perform in a wicked manner in challenging circumstances?
Your ability to effectively or ineffectively manage in these types of situations influences your ability to successfully lead.
Taking the time to manage your skills, emotions and reactions and perform in a “wicked” manner in any climate, are essential components of effective leadership.
We are all leaders in our own right and whether we are leading a team of 2, 25 or 200, the same principle applies – you have to become the Master Of You, before you help others master themselves. Strong leaders are what drive an organizations success, by knowing exactly how to manage, motivate, induce peak performance in themselves and show others how to do the same.
In a recent Harvard Business Review article by Peter Bregman, he shared that; “One of the defining characteristics of strong leaders is their ability to endure uncertainty and ambiguity,” and that leaders “are willing to move through shame and embarrassment and anxiety and fear.”
He then concluded that these “are the feelings of leadership as much as courage and persistence and faith.”
To be a truly remarkable leader, you must be grounded in who you are, clear in the value you bring to those around you and able to communicate your greatest assets with power and presence. Just as important, you must be able to show those you lead, how to do the same.
Author of the newly released book: True Leadership Starts with Self-Leadership and International Self-leadership and Communication coach and speaker Karen Donaldson will be delivering the webinar. She will engage you in a solid interactive hour of tools and strategies that you can use immediately to see results.
In this webinar you will learn
What you will walk away with:
~The tools to successfully manage “You”, your emotions and reactions, amid turbulence and in the face of change and uncertainty
~The role that “Selfish” Leadership plays and why you need to be a selfish yet ‘selfless’ leader to increase your performance as an effective leader
~ The number one best practice of successful leaders
No one is free of challenges. Work and life events stress us out, people treat us unfairly, and we sometimes feel powerless. Life is uncertain, and change is constant. Sometimes it is easy to play the part of the victim. Yet some people are at their best even in the toughest times. No matter the stress or challenge, they are positive, energized and taking productive action. Anyone can become that person – the everyday hero.
By understanding how our brains work – how we feed them and nourish our best states of mind and how quickly thoughts occur that prevent our best efforts – we can choose the ideas and train our brains to bring out our best. In fact we can reprogram our brains to react, feel, think and act better than ever before.
Based on neuroscience, positive psychology, and eastern philosophy, these proven techniques improve your ability to respond to adversity, work more effectively and build stronger, more productive teams.
In this entertaining and highly interactive session you will receive concrete tools and techniques that you can implement immediately to overcome challenges and shape your success in work and in life. It’s your choice. Wouldn’t you like to Be The Hero?
“Best session ever. It was awesome!”
- Claudia Mills, Learning Manager, Child Health Corporation of America
- Dr. Narendra Kini, CEO, Miami Children's Hospital
“I was thrilled by the receptivity of the audience to your stories and exercises. People were energized, laughing and learning all at the same time. Thank you for helping make our conference a huge success.”
- Kent Keith, CEO, Greenleaf Center for Servant Leadership
As leaders in an organization we have dual needs for developing leaders. We have a responsibility to the organization to have processes and approaches to develop future leaders, and prepare leaders for ever higher level roles. We also have a responsibility for developing ourselves. In this practical, forward looking and interactive session, best selling leadership author and consultant Kevin Eikenberry will bring his over 20 years of experience in training, coaching and consulting with individual leaders and organizations to this dynamic webinar. Eikenberry is the Chief Potential Officer of The Kevin Eikenberry Group and the author of several books including the best selling Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time, and From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership. His newsletters and blog are read by over 50,000 people worldwide.
What you will learn:
The future of your organization depends on strong leadership, and study after study finds organizations concerned about or not prepared for future need for mission-ready leaders. This webinar will provide specific tools and direction to help you diagnose some potential gap in your processes for preparing leaders, and give you concrete examples of how to move forward in a more proactive and effective way. Specifically, Kevin will help you:
- Describe the mission critical reasons for developing more effective leaders
- Describe at least four reasons leadership development programs fail to deliver
- Apply 12 separate tools and approaches to your existing leadership development programs to improve their success
- Identify key next steps based on your assessment of your existing plans and programs.
The presentation will discuss why an individual's brand is critical to their career success. It will take participants through an 8 step process:
1. Assessing your strengths and assets to determine the basis of your brand
2. Determining what is valued in your organization or profession
3. Exploring your current brand
4. Selecting 3 key brand elements, and putting together an action plan
5. Finding opportunities to showcase your brand
6. Promoting your brand through networking and relationships
7. Using mentors, social media and other strategies to enhance your brand
8. Keeping your brand current
The presenter will use case studies to illustrate the benefits and pitfalls. Issues related to cultural and gender differences will also be addressed.
The thesis of the presentation is that a successful personal brand is not about pretending to be something you are not. It is about getting recognition for the real value that you bring to your colleagues and your organization. The best team is one made up of individuals, each with a strong personal brand, each bringing different strengths to the table, and each seeking to be successful by making the whole team successful.
In addition to discussing how the participant can build his or hew own successful brand, the presentation will suggest ways that personal branding can be used as part of a professional development strategy for the organization, and will link the process of building a brand to HR tools such as 360 feedback, mentoring programs, and strength finders. Finally, the presentation will suggest that HR departments should not leave personal branding strategies to sales and marketing groups to implement, and that using personal branding as part of the HR approach can enhance the brand of the HR team.
Today’s twenty-something employees are ambitious, motivated, and dedicated to changing the business world for the better. However, without being told directly, it is hard for young employees to understand the importance of marketing themselves, getting to know the right people, adding tangible value to the organization, learning transferable skills, and charting their own career paths.
In fact, twenty-somethings often experience lower productivity and higher turnover than other employees in organizations. It is not unusual for companies to spend thousands onboarding these young professionals, only to watch them depart after a year or less. This session will discuss how to employ core strategies that will make a difference in the degree to which twenty-somethings contribute to the bottom line and end up staying with organizations for the long-haul.
In this hour long webinar for HR.com by Alexandra Levit, internationally-renowned speaker, consultant, and author of the bestselling They Don't Teach Corporate in College and MillennialTweet: 140 Bite-Sized Ideas for Managing the Millennials, we will explore the characteristics of Millennials (otherwise known as Generation Y, born 1980-95) and will address actionable strategies for recruiting, managing, and retaining top Millennial talent.
We will close with a brief discussion of the ways to leverage technology and social media to appropriately converse with Millennials, and will create a personal action plan HR staff and managers can implement in their daily lives tomorrow.
The formal presentation of content will be followed by a Q&A with the presenter, who has instructed dozens of Fortune 500 HR groups, the U.S. Department of Labor, the American Society of Training and Development, and the Society for Human Resource Management on this topic.
Key Theme: Change is occurring at a blistering pace, leaving many businesses unprepared. Wave after wave of technological breakthroughs have revolutionized entire industries overnight. Wrenching political changes around the world are bringing new opportunities and fresh risks. Competition in global markets is growing fiercer by the day. More sophisticated customers expect ever-higher levels of quality, customization, convenience, and timeliness.
The business climate will likely experience continued turbulence. New regulatory challenges, as well as lingering economic uncertainty pose significant challenges. Success will depend not only on size, but also on speed and competitiveness to capitalize on fast-moving changes in markets, technologies, and the general business landscape.
This presentation will reveal proven strategies and tools to enable leaders to anticipate, drive and capitalize on change in the quest for anticipating and exceeding customer and patient needs and wants and building a world-class brand. Mastery of change competencies will enable you and your business to build and sustain a competitive advantage at a time when this advantage is much needed.
The nature of change
Change leadership: A source of sustainable competitive advantage
• A force for or against change
• Building a culture that champions excellence
• Ensuring organization integration and alignment
• Organizing and executing around new priorities
* Strategic agility
* Leadership Ability
* Personal Excellence
The approach to success in turbulent times must be a ‘who to’ not a ‘how to’.
• Business rises and falls on the strength of leadership.
• The best leaders have a head for business and a heart for people.
• If you don’t stand for something, you’ll fall for anything.
Establish reach-out goals- It is better to aim high and miss than to aim low and hit.
Anticipate- The best way to predict the future is to invent it.
• Some Watch. Some Wait. Some POUNCE!
• Communicate a compelling need for change
• Develop a sustained communication strategy
• Form a powerful guiding coalition
• Motivate through an inspiring vision
• Reinforce moves in the desired direction
• Encourage teamwork to generate needed support
• Realign organization structure and systems in support of the change
• Lead by EXAMPLE
Understanding Resistance to Change
• Lack of understanding
• Dependence on habit
• Fear of unknown
• Concern for competence
• Sunk costs
• Loss of credibility
• Loss of trust
• Loss of control/power
Strategies for Minimizing Resistance to Change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
The X-Factor in Leading Change
In this interactive workshop webinar, you’ll learn how horses are transforming corporate learning environments to bring positive teamwork and lessons in leadership, in a unique and memorable learning environment.
Equine Guided Education integrates horses into traditional coaching and consulting work to enhance leadership and communication skills, and create innovative breakthroughs in a ‘not so traditional way.’ The horse as teacher, mirrors our body language and emotions – bringing new insights in new ways – creating impactful and lasting change.
Leaders from companies such Nike, Wells Fargo, Kaiser Permanente, IHS, Edward Jones and others have experienced the impact of Equine Guided leadership programs, gaining new insights into leadership principles such as:
• Getting great leaders in touch with their whole mind: body. Balanced leaders work from a place of authenticity, grounded in their strengths and personal values. Horses help you connect to your inner leader, and provide real world leadership practicalities.
• Engaging others to be part of your “herd” requires mastery of communication, collaboration and shared leadership. Horses heighten the awareness of leadership styles, team dynamics and effective communication.
• Evaluate how emotions affect our abilities as leaders and experience the importance of being grounded and incorporating right-brain thinking to enhance communications and create innovation.
• Assess the authenticity of your leadership style, and consider if we lead ourselves effectively, how others follow naturally and without struggle.
• Examine your call to leadership.
We invite you to join us for this fun and interactive 1 hour workshop!
About Equine Guided Leadership:
No prior horse experience is required to participate in Equine Guided Education. All exercises are done on the ground and there is no mounted work. Equine Guided Education is supported and acknowledged by the Equine Guided Education Association, which was officially formed in 2003 after several years of research and development.
What others have said about developing their leadership skills through the Eyes of the Horse!
Greg Betsinger, Regional Leader, Edward Jones. “My leadership team participated in a Syzygy Equine Guided leadership workshop to create clarity of purpose as a team and build esprit de corp. The event was organized and championed by one of the team. I admit that at first, I was skeptical of the concept. However, I can honestly say I was astounded by the intuitive nature of horses. The equine assisted process of creating clarity through interaction with the horses created a real paradigm shift in our thinking as a team. We are a tighter knit bunch for having gone through this workshop together. We understand each other at a level never experienced prior. We got clear on our outcome as a team and our respective roles in achieving that outcome. We grew as people and as leaders that day. I am now able to articulate a compelling vision for our company which inspires and motivates our employees in a way I could not prior to the event. I would recommend without reservation this unique team and vision building event to any organization.”
Lisa Nieth, Leadership Development & Training at American Family Insurance, “I attended Syzygy’s “Leadership Through the Eyes of a Horse” in 2012. Syzygy has a unique way of helping individuals grow and reach their potential through the connections with nature and horses. Having attended many seminars on leadership, I found this to be the most inspiring session I’ve attended. Through self-reflection, questioning and observation, Kami and her team reach people quickly with a warm heart and open mind. I appreciated the time I was able to spend and have walked away gaining much more than I ever imagined.”
Christine Kopec-Testolini, Founder & President of Avante Leadership Group. “Syzygy’s Leadership Through the Eyes of the Horse Program is a powerful experiential program for leaders of all levels. For me, leadership begins from the inside out – and in this workshop, I identified my authentic leadership style, strengths and values. This program’s transformational approach to learning is memorable and impactful, and I highly recommend it!”
Rob Painter, President, General Manager of Intelligent Construction Tools, Joint Venture at Trimble Navigation. “I would highly recommend Syzygy’s Equine Assisted Leadership Training for anyone interested in a non-conventional way to explore leadership! The combination of getting into nature and the exercises with the horses helped approach leadership from a more grounded place and provided new insights to the impact I have on others. I left the workshop with a greater connection to my own natural leadership abilities. Kami and Sarah have a passion and commitment to transforming positive leadership that is infectious. Keep that up!”
Kara Kirschner, Brooks-First Credit Union, AZ. “A leadership seminar unlike any other! The day was eventful, meaningful, and motivational. The horses taught me that what lies in my head and heart has a direct impact over those in my world. They showed me that being a true leader means being willing to follow, to make mistakes, and most importantly, to be authentic. The horses guided me towards brave decisions, bold steps, and a bright future.”
How does coaching apply to leading?
There are three common challenges for leaders in today's organizations: Engagement, Accountability and Productivity.
You will walk away from this highly practical session with new perspectives on leading others as well as easy to apply coaching tools designed to increase engagement, foster accountability and boost productivity beginning with your next conversation.
You'll be invited to consider new perspectives on coaching and the creation of authority in leading others in organizations.
This webinar will assist you in answering the following questions:
1. Does my leadership approach lead to greater or less engagement for my team and organization?
2. What role does my leadership style play in achieving accountability and productivity?
3. How do I tell the difference between when I am coaching and when I am directing?
4. Are others willingly following my lead?
5. How will being a 'Coaching Leader' allow me to create more willing followers?
We'll explore a coaching approach that allows you to pinpoint fundamental causes of disengagement, unreliability and low productivity - and how to create the conditions that cultivate desired enjoyment, responsibility and achievement.
You will learn:
1. The difference between leading from a 'control paradigm' versus a 'trust paradigm';
2. The four fundamental domains responsible for human performance;
3. How to coach the four fundamental domains;
4. A simple coaching conversation model empowering you to effectively utilize the trust paradigm as a 'Coaching Leader'; and
5. A 'Coaching Leader' practice you can use in your next conversation.
This session is designed for any HR professional responsible for leadership development; leaders and managers interested in improving their practical coaching skills for optimal results; and those interested in developing a coaching culture.
This session is going to cover the importance of understanding and planning for failure when organizations commit to driving innovation. Most organizations understand the necessity of driving innovation and many understand that failure will be a critical part of this work, but few of these organizations are prepared to handle failure when it does happen.
First we will explain the concept of a building a learning organization that is able to drive a sustained approach to innovation. We will discuss the role of systems thinking and feedback loops in the innovation and discovery process.
Next, we will then talk about the different types of innovation models and how they can have dramatically different success-to-failure ratios. Utilizing benchmarks, we will examine those failure rates and compare them within Corporate America and Silicon Valley. We will examine how the use of the innovation pipeline methodology can be used to plan for the risk of failure with projects of various sizes and at different stages within an organization.
Finally, we will discuss the impact of innovation failure on an organization and explain why it is essential for every organization to plan for the possibility of failure prior to launching innovation initiatives rather than addressing it afterwards. We will review strategies for supporting failure that address the individual, the team, and the organization in terms of risk, compensation, career expectations, and organizational learning.
This session will be beneficial for HR professionals and other leaders who want to learn the best practices around building a sustainable innovation practice that can withstand failure.
Jeremy Tozer will present a clear strategic role for HR in enabling the creation of the ACE conditions for organizational success —Ability, Clarity, Environment—which result in culture, business performance and reputation.
In particular Jeremy will examine the role of HR as leadership and organization design subject matter experts in defining an organizational leadership philosophy to underpin L&D, OD and wider HR activity which:
• Overcomes the VUCA challenges of volatility, uncertainty, complexity and ambiguity.
• Views change, learning and innovation as part and parcel of every-day leadership life, rather than a specific initiative to change from one defined, static state to another defined, static state —a dynamic approach to leading people.
• Develops and sustains organizational leadership capacity as the primary source of strategic competitive advantage.
• Enables effective development and execution of business strategy and the leadership of change and transformation. This includes embedding the systemic and dynamic means of ensuring both work alignment and people engagement through concurrent ‘clarity-creating process’ and ‘social process’.
• Integrates the leadership structure up, down and across organizations and across national and cultural boundaries.
• Defines leadership in terms of skill and knowledge, behaviour and attitude, and ‘intellectual firepower’ to match the complexity of work undertaken.
Jeremy will alsooutline a proven approach to developing this form of collective leadership capability, an approach which also concurrently develops individual leadership behaviour and emotional intelligence —an approach which is guaranteed to more than pay for itself with a measurable financial return on investment. Part 2 of the presentation in April will examine leadership assessment and development in detail.
This will be illustrated with case studies from companies like Cisco, ABN AMRO, Philips and MCI from consulting assignments from across the USA, Asia, Europe and Australasia.
When one thinks of an executive to emulate, there are a select few consistently held up as “C-Suite Heroes”, such as Jack Welch or Meg Whitman. These individuals have a defined perception of being great leaders for specific reasons and have a well-defined “brand” by which they are widely known. It is a disservice for executives to compare themselves to these c-suite celebrities. Instead, talented business leaders should focus on blazing their own trail by understanding and defining their unique leadership brand by which they want to be known.
This session is led by experienced leadership advisor and speaker, Beth Miller, CEO of Executive Velocity. Ms. Miller puts her significant experience working with business leaders and emerging managers to work by not only helping attendees develop a plan of action to define their own brand, but provides real world examples to show concepts in action. She outlines the three key components of understanding your leadership brand and leads attendees to develop and answer questions that will help executives reflect on, and clarify, what they feel is important to defining that brand. Finally, Ms. Miller will help attendees begin to develop their personal plan to achieve their own leadership brand based on their goals and the definition they’ve developed.
What is the idea/takeway from this presentation?
• Evaluation of individual values, goals and drivers
• Definition of the key things the attendee wants to be known for or associated with
• First steps to develop a plan to build a unique leadership brand based on priorities, values and goals
How often do individuals question their strengths and weaknesses as leaders? Do they even know what are the right questions to ask to arrive at an accurate answer?
Sound leadership includes continually and objectively taking inventory of oneself. This is not as easy as it appears, because leaders inherently have high levels of self-confidence and often believe they are strong in most areas relating to their leadership role.
Even though this quality is important for leaders to fulfill their role effectively, it often obscures specific areas needing improvement.
It is important for leaders to honestly evaluate themselves in the areas of:
• Establishing a core belief system
• Prioritizing tasks
• Developing methods for monitoring workplace progress
• Giving clear and detailed instructions
• Promoting responsibility
• Improving the overall workplace environment
When leaders honestly assess their performance, they will set goals for improvement. By responding to precise questions presented during this program in six specific categories it becomes easier to determine areas for improvement that might otherwise be overlooked. These areas and questions will be addressed carefully in order to pinpoint specific areas of strengths and weaknesses.
During the course of this session, participants will identify the specific areas of strength and weaknesses that apply to them, what each means to them and how to correct them. Specific strategies will be presented how to improve one’s performance and effectiveness in their leadership role.
When participants have completed this program, they will have completed an inventory of their leadership skills and have learned what they need to do to make them more effective leaders and improve their overall performance. Additionally, by continually using the inventory survey in the future, they can evaluate their own progress and identify additional areas for improvement.
The success of strategic initiatives depends on the ability of HR business leaders to get people to make needed changes. Change is difficult and more often than not, when people need to make changes, efforts lead to increased rigidity and reduced productivity instead of to desired outcomes.
If you are dealing with change, odds are there are several obstacles you will need to conquer before you can get people to make needed improvements. Research shows that not all approaches for engaging change lead to modified behavior. What does it take to engage people in a way that will allow old habits to be replaced by new ones? How can HR business leaders and other change agents support transformation of less cooperative individuals and teams?
This new groundbreaking system is based on the latest neuroscience research on how to rewire the brain to achieve lasting results. We will explore what the latest science research has to say about overcoming the most common invisible pitfalls of change and how to accelerate change management success. You will learn why it is helpful to understand resistance through neuroscience lens and how to use new science to change the way people respond and adapt. We will show how to maximize people's ability to embrace the transformational change required by today's organizational complexities. Case studies will be reviewed to illustrate to participants how a brain based approach can be applied to a variety of HR change management challenges, such as performance issues, when people don't acknowledge the need to improve, and dysfunctional team dynamics.
This presentation is delivered in a lecture format and also includes assessment tools as involvers, interactive group discussion and review of actual business case studies.
For the first time in history there are four generations of leaders in the workplace. Each group has a vastly different way of communicating, differing ways of thinking about work, and under it all is a truly unique set of needs and values. Join us for a panel discussion, hosted by Christine Grimm from Aria Consulting, with expert speakers, Beverly Kaye, Career Systems International and Aviel Sekovits, DDI as they discuss generational leadership roles.
The differences, which make each generation so unique, really shape each generation's approach to their work as leaders and managers. We will take a closer look at “What the generations actually want from their careers?” Coaching? Development? Utilizing entrepreneurial experiences and skills?
We will investigate “How leaders can support career conversations between the generations?” Do Leaders need to review the styles, abilities and motivations of the individuals that work for them, regardless of generation? Does there need to be an understanding how Leaders can support personalized learning experiences for their direct reports while holding them accountable?
Have you considered that as Leaders “We make too much of the differences and too little about the similarities between generations?” We often look at what we think are differences between generations in the workplace, when really some of that is due to stage of career. Younger generations are upwardly mobile and itching for new challenges, but is that a result of the workplace as it is today?
Do all the generations want work that is challenging, meaningful, with opportunities to learn and grow on the job? The panel will investigate the importance that the workforce has Leaders who recognize each generation’s individual talents and care about their future development.
Before HR professionals can help their organizations tackle talent challenges outside the Human Resources function, they must successfully address their own effectiveness in leading. The first step is to assess where HR leaders stand now on their own leadership competencies, the second is to determine what improvements they should and need to make. To answer this call, HR leadership must be “coachable”.
The three biggest factors to drive sustainable change in any leader are:
1) Self-awareness of the leader – do you know your blind-spots/derailers?
2) “Coachability” of the leader – would you change if you did know them?
3) Supporting a leader’s change – will the organization let you change?
Unfortunately, often too little is being done to assess and improve HR talent. HR leaders are stretched to the limit and the very HR leaders pushing for their internal business partners to change and grow often ignore the most important client - themselves. It is imperative that we as professionals take the time to improve. In some ways we will be demonstrating to the organization that we aren’t afraid to take our own Leadership Development medicine.
Participants will gain insights into:
- Recommendations for assessment, coaching, and development for HR leaders
- How to assess one’s own “coachability”
- Active strategies to maximize support for long-term change of HR leaders
- The Habits that differentiate HR superstars from everyone else
- Tips for leveraging your experience to your supported functions
“If you know the enemy and know yourself you need not fear the results of a hundred battles”
"Do you listen, or just wait to talk?" Asked John Travolta of Samuel L. Jackson, in the movie, "Pulp Fiction."
Listening is probably the most important, yet undervalued, skill for success in both our personal professional lives. Raising your awareness of what listening is, and understanding how to overcome the barriers to being good at it, can help you sharpen your own communication skills to BE A BETTER LISTENER & BE LISTENED TO!
Business coach, speaker and author Alan Adler will share his years of experience with you on the best ways to become a better listener and to make a connection with your audience -- whether it's one person or one thousand. You can also ask Alan your questions and "listen" to his advice.
How do you block our distractions? What's the role of emotions in listening? Do you know the 3 C's for better listening? This Listening Skills Workshop reveals all of this and more.
Most business schools don't teach listening skills. However, becoming a better listener can dramatically improve both your personal and professional life.
Alan Adler is a Business Coach, Speaker & Author of Upstream and Getting the Fish to Swim to YOU & Keeping Them in YOUR Boat — books that help business professionals and their organizations’ improve performance. He is a sought-after speaker and has run a successful for-profit company bringing a unique perspective to his passion: helping his clients, readers and listeners do better. Alan studied “listening” under Dr. Lyman Steil, Chairman & CEO, Communication Development , Inc & International Listening Leadership Institute.