Click on the workshop title for more information.

Authentic Leadership is Effective Leadership

Authentic leaders lead with an understanding and appreciation of their life story.  They understand how this makes them unique and lead out of passion. Authentic leaders are aware of their personal values and principles and are able to balance their extrinsic and intrinsic motivations. They value a group of people who have shared principles in order to obtain affirmation, advice, perspective and call for a course of correction when needed.  Through this process, their lives become grounded and integrated giving them the true right to empower others to become authentic leaders.

Authentic Life

The Authentic Life program is a series of 6 sessions designed to develop genuine leadership with perceptive self-awareness, true ability to empower others and create sustainable organizations. What you will take away from these dynamic and interactive group sessions:

  • An understanding of Authentic Leadership and what it means to yo
  • Self-discovery and heightened self-awareness
  • Knowledge of your natural strengths and how to channel them into effective leadership
  • Reconnection with your passion in ways that will revitalize your business relationships and decisions
  • A new sense of freedom through being your true self across all areas of your life
  • A support team to empower you to grow beyond what you can be on your own
  • Knowledge of how your life story affects your leadership
  • An understanding of your personal values and principles and how you lead according to them
  • A working familiarity of how you are motivated intrinsically and extrinsically
  • The ability to empower others to become authentic leaders

The Balanced Scorecard

The Balanced Scorecard translates a company’s vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard–financial measures, customer knowledge, internal business processes, and learning and growth–offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

Balancing Work and Life – Is there such a thing?

A work-life balance isn’t simply measured by balancing the number of hours you spend at work and/or at “life.” Having balance means having the ability to be “fully present where you are”. In other words, when you are working, you are not distracted by things (or relationships) that aren’t being properly taken care of in your personal life; and when you are away from work, you are not distracted about the things that aren’t being done at work.  This can only happen do if you get clear about your roles, values, goals and objectives and then get better at focusing on them. In this workshop you will be taken through a series of activities and assessments that will help you define your work-life balance and then achieve it.

Building a High Performing Team

High performing teams begin with strong leadership. The MSBCoach approach is to focus on leadership then work through the leadership to develop HP Teams.  We believe in the Lencioni model of building a high functioning team.  The foundation of a high performing team is trust. We work with leaders and their teams to discover where they are in trust, what they are doing well and what is missing. Trust, or lack thereof, is felt in the organizational atmosphere. We use human behavior and emotional intelligence tools as a part of this process to better value yourself, those you work with and to build healthy working relationships.  The next step is to create an environment within your corporate culture for productive conflict resolution. We work with your team to collectively create communication expectations, define roles, define the atmosphere (culture) you want, engage in challenging conversations when necessary and how to use self-awareness and social awareness learned in trust building to have healthy conflict resolution. Through trust and productive conflict resolution we become committed to the project, process and the people we are working with. In this section we work through goal setting and conversations that lead to accountability as well.  We then move to accountability. It is important for HP teams to be accountable to one another and not just to the “boss”. We take what we have learned in the previous sections to create accountability within the culture. When each person has aired their concerns and worked through their thoughts they are more committed and more likely to hold themselves and their team members accountable to the results.  Lastly, we reach results… and not just any results, through this process, we achieve the highest results and everyone is on board producing a high performing team.

Building and Leading a Culture of Trust

In a culture of trust, transparency forms a foundation for building relationships, collaboration, feedback and real growth. A sense of safety and a comfort level with interpersonal interactions pervade a workplace that has developed trust. In this workshop we will study three components that must be understood and addressed to build and lead in a culture of trust. Leaders will be challenged to look at their personal capacity and perception of trust and the potential impact of that on the organization and those that they lead. We will then address those discoveries with the goal of becoming a role-model of a trust builder.

COACH101: Coaching as an Effective Leadership Tool

We believe that a leader who coaches can: Help their employees set better goals and then reach those goals; Ask their employees to do more than they would have done on their own; Focus their employees to accomplish results quicker; Support employees in developing flexibility and change-readiness; Provide the tools, support and structure to accomplish more.

COACH201: Coaching in the Moment

Coaching in the Moment(r) is a highly interactive and powerful workshop that provides participants with the tools and approaches needed to conduct highly effective coaching conversations whenever and wherever learning opportunities arise.  As a result of participating in the workshop, participant will be able to:

  • Recognize coachable moments
  • Successfully conduct coaching conversations in day-to-day interactions
  • Integrate coaching approaches into their leadership style
  • Engage others in finding their own path forward

COACH301: Leader as a Coach - 2 Day Clinic

The MSBCoaching Institute (MSBCI) is an intensive program where executives, managers, and HR professionals and leaders learn crucial coaching skills and competencies. Participants gain an in-depth understanding of the coaching process and how to use it as a leadership tool. This certificate program is an ICF-certified program (International Coaching Federation is the governing body for certified coaches). Our program is based on the Corporate Coach U model. This model has been tested and refined for several years with input from experts around the globe. In addition to all the coaching skills taught in the workshop, we give you tools to create and maintain a “coaching culture”. Studies continue to show that by using the “coach approach” organizations excel in developing leaders, increased performance, and creating and sustaining a competitive edge.

This program begins with a 2-day clinic. Following the 2-day clinic each participant will receive individual coaching by a certified coach to support them as they practice their skills. Participants are required to have a minimum of one coaching session during the 30 days that follow the clinic. The program will conclude with a ½ day class that will be scheduled 30-45 days after the 2-day clinic. Participants will be offered additional support coaching for the following 90 days (at an additional cost).   

Note: Should a participant desire to pursue a coaching designation such as the ACC, PCC or MCC this clinic provides the foundation to begin that process. MSBCI will instruct participants of next steps which are required by the International Coaching Federation.

COMM101: Effective Communication

The key to effective leadership is effective communication.  If you are talking and no one is listening or understanding, you are not communicating.  In this introductory session to leadership communication, we identify what communication is (listening and speaking), communicating differently to different people, and when to use email, written, phone, virtual or face-to-face communication.

COMM201: Influential Communication

It has been said, “You cannot not communicate.” The problem is that it may not be what you thought or intended. Good communication is vital to a leader’s role and to the success of an organization, department and team. We may recognize good communication when we see, hear, and experience it but it is difficult to identify all the components that make up that good communication. And once we identify those components how do we apply and leverage them?

COMM301: Strategic Communication

The cornerstone that builds an organization is based on a good communication strategy that you must speak to your customers and employees. A high quality high impact communication strategy will ensure good relationships with your clients, thus, promoting long term productivity and business growth. With your employees it will create a sense of transparency and a higher level of trust. In this workshop we will:

  • Identify the “interferences” of a good communication
  • Set standards for how you will communicate
  • Share best practices for creating a strategy
  • Create a strategy that fits your culture and reaches your intended customer

Creating and Leading a Shared Vision

If you want to build a ship, then don’t drum up men to gather wood, give orders, and divide the work. Rather, teach them to yearn for the far and endless sea.” -Antoine de Saint-Exupery. The most important role of a leader is to translate and cast the vision of the organization. If done properly, employees will strive to work toward that vision daily. Communication is key to bringing the vision to life and equally important is ensuring that as a leader you are living the values of the company.  This workshop will provide leaders with tools, assessment, and resources that will enable them to develop a strategy and communicate that strategy.

Creating New Organizational Paradigms

This workshop is designed to catalyze participant reflection on the styles and types of thinking they engage in. The course presents a challenge to the habits and patterns of observation and personal behavioral templates. It first presents the latest and most comprehensive review of what we know stimulates alternative perspectives that lead to innovation. The neurobiology of left and right brain thinking is exposed through self-assessment instruments and exercises. Whether it is a need for a new business strategy or collaborating about a difficult situation, or simply enriching one’s perspective and openness to new ideas, this course will shake the participants out of their traditional ways of perceiving and collaborating.

CUSTOMER101: Customer Engagement Essentials

(Focus on the individual performance)

It seems as though Customer Service should be "common sense".   However, the truth is, "Common sense is not so common" - Voltaire.  In this session, we will identify 10 the essentials to successful customer service engagements, which include:

  1. Defining customer service
  2. To the customer you are the company
  3. Getting started on the right foot - Making a good first impression
  4. Practicing kindness
  5. Asking the right questions
  6. Engaging in active listening
  7. Building rapport
  8. Everyone thinks their situation is unique
  9. Finding solutions
  10. Closing the engagement vs the on-going engagement

CUSTOMER201:  Strong Customer Service Oriented Teams – Internally and Externally

(Focus on team leaders and their team members)

In this session, we will begin to take a deeper dive to identify how internal interactions directly affect external customer service and the importance of accountability on the team.   We will take a deep dive in to the 5 areas:

  1. How team members interact affects how team members will handle/respond to customers
  2. Handling angry customers
  3. Non-verbal communication matters
  4. Attitude is everything
  5. Listen to learn
  6. What is your customer service style and how does it affect how you interact
  7. Holding one another  (other team members) accountable for providing excellent customer service

This workshop includes a workbook and customer-service style assessment.

CUSTOMER301:  Leading a Culture for Customer Engagement

(Focus on leadership/management and their affect on the culture of customer service)

Customer service is not just about the “customer”.  Excellent customer service begins with the leadership, the culture of an organization and its team members.  Research reveals that happy employees create happy customers.  Surveys show this consistently within 2% of each other.  In this session, we will define how a leader is responsible to create a culture of customer service through mutual respect, practicing effective listening skills, and using one of Covey's Seven Habits of Highly Effective People, "seeking to understand before being understood."

Five Dysfunctions of a Team

The Five Dysfunctions of a Team outlines the root causes of politics and dysfunction on the teams where you work, and the keys to overcoming them. Counter to conventional wisdom, the causes of dysfunction are both identifiable and curable. However, they don't die easily. Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster.  In this workshop we use Lencioni’s model of the 5 Dysfunctions of a team and build upon creating a foundation of trust, proper conflict resolution, gaining commitment/buy-in, shared accountability and achieving results.

Developing Your Personal Leadership Brand

PERSONAL BRAND . . . a trendy phrase or something of value.  In short it’s what will you be known for in your organization.  Whether you are a student, searching for your next job or already employed, it’s important for you to be able to articulate your unique value proposition.

This session explores:

  • Why a personal brand is important to your success at “Me, Inc.”
  • How to create an effective personal brand statement.
  • How to manage your brand with social media.
  • What return you receive from living your brand.

Discover What Is Possible in Your Leadership, Team, or Organization

As leaders we all get “stuck” from time to time.  This session teaches breakthrough practices for creativity in all human enterprises. This inspirational session explores a synthesis of Rosamund Stone and Benjamin Zander’s knowledge of cutting-edge psychology and Zander’s experiences as the conductor of the Boston Philharmonic Orchestra.  You will be infused with energy as we take a deeper look into how to be a leader who is a mover, shaker, teacher, and communicator; as well as how to create innovative paradigms for personal and professional fulfillment.  Acquire a deep sense of the powerful role that the notion of possibility can play in every aspect of our professional and personal lives.

This session also sets the stage to create dynamic programs tailored to the leaders and influencers within your organization.  “Discover What Is Possible in Your Leadership, Team, or Organization” is used in conjunction with our customized “On-Boarding” assessment to answer the following:

  • What session topics will best benefit your organization?
  • Who will participate?
  • Who will receive coaching?
  • Will the program have a name?
  • How often will we meet?
  • What are the best days/times for sessions?
  • Will attendance be required?
  • Will this program be a prerequisite to the next step of leadership?
  • Will there be a graduation and/or certificate?
  • What will happen after the program?
  • Will the program be repeated and if so, how often?

Emotional Intelligence

Logical intelligence will set leaders and team members up for one level of success in their job. But to move to higher levels of effectiveness you must also develop your emotional intelligence (EQ). When you combine both intelligences together, you will understand yourself better, get along better with colleagues and lead more powerful and successful organizations. In this session, you will learn how to identify and handle your emotions as well as gear them towards a positive outcome. You will learn how to respond proactively, communicate more effectively, build stronger relationships and inspire others to do the same.

The EQ survey helps to identify strengths and opportunities for growth in the following areas:

  • Self-awareness
  • Self-management
  • Social awareness
  • Relationship management

Executive/Leadership Presence

Executive/Leadership Presence is a new word in leadership; however, it is not a new concept.  When you are in the presence of a leader who is:

  • confident yet sincere and warm,
  • comfortable in their own skin,
  • knows when to speak and not to speak,
  • listens well,
  • speaks with clarity,
  • has passion for what they do,
  • builds trust,
  • brings a realm of openness to the room and
  • is poised from their body posture and non-verbal language to the way they are dressed…

You are in the presence of someone who has “executive/leadership presence”.  In this session we will break-down each of the 9 qualities of Executive Presence as well as learn techniques to create your own executive presence.

The Executive Track Program

Build your Legacy by investing in Your Current and Future Executive Leadership.

Out of self-awareness, true leaders emerge. The Executive Track Program (ETP) is designed to develop leaders from the inside-out. This is not a theory class. Emerging executives train with successful entrepreneurs and executives who coach them in self-leadership and developing high-performance teams. This is real-life, real-time training, producing immediate results.

Through ETP, you will see an immediate ROI (return on investment). The program is designed to deliver results that not only benefit the students directly, but they in turn help to increase the level of success for their organization. Our students gain an integrated perspective and are more successful in common affairs by practicing outcome-oriented assignments.

  • Tap into your company’s leadership potential.
  • Re-ignite your business and attract ideal clients
  • Develop and retain the best talent to meet your goals.

Five Dysfunctions of a Team

The Five Dysfunctions of a Team outlines the root causes of politics and dysfunction on the teams where you work, and the keys to overcoming them. Counter to conventional wisdom, the causes of dysfunction are both identifiable and curable. However, they don't die easily. Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster.  In this workshop we use Lencioni’s model of the 5 Dysfunctions of a team and build upon creating a foundation of trust, proper conflict resolution, gaining commitment/buy-in, shared accountability and achieving results.

Five Dysfunctions of a Team for Executives

In Five Dysfunctions of a Team for Executives we not only learn about outlines the root causes of politics and dysfunction on the teams where you work, and the keys to overcoming them, but we then take a deeper look into your roles a leader in supporting this development and growth in your teams.

Generational Leadership

For the first time in history, four distinct age generations are together in the workplace with a potential fifth one being added soon. What are their differences and how does each generation understand the others and their approach to work? Each generation brings its own perspectives, experiences, and value systems, and each one needs to be understood and celebrated for what it brings to the table.  On the flip side, generational conflict causes lost productivity and incalculable effects on motivation and morale.

Generational Impacts on Serving Your Customers

Business leaders are currently faced with serving five different generations of customers. Each of these generational cohorts have distinct needs and expectations when it comes to their service and support. In order to better capture and retain their business, it is increasingly important for leaders to understand each of these cohorts and customize their approach.

In this half-day workshop, we will explore:

  • the preferences of each of the five generational cohorts:
    • Traditionalists,
    • Baby Boomers,
    • Gen X,
    • Millennials, and
    • Gen Z
  • actionable strategies for customizing your service, marketing, and support to each

Giving and Receiving Feedback

This is one workshop you do not want to miss. Have you ever given or received feedback and it did not turn out at all the way you expected? In this workshop we will explore the SBI feedback model. This model is a powerful and useful tool in leadership and life for giving and receiving feedback in a safe manner. SBI is a model designed by the Center for Creative Leadership for self-evaluation and giving feedback to others. SBI is an acronym that is defined below:

  • Situation: Describe the situation where the observed behavior occurred.
  • Behavior: Describe the person’s behavior (or your behavior) – physical, observable action.
  • Impact: Share with the person (or yourself) the impact of their behavior on you and others present.

There are several ways to engage the SBI model in your leadership. You can use it to observe yourself as a leader, work with your team, colleagues and boss. In this workshop we will take a deeper dive into using the SBI model, the importance of “asking permission”, being specific, ask questions to learn and discuss how to use it effectively in your leadership.

Goal Setting and Leadership

Goal setting is the process of developing, negotiating and establishing targets that challenge the individual and organization. Are goals really important? We set goals every year and often they are just repeat goals. We view it as a necessary exercise that we must do. In this workshop we will:

  • discuss the purpose of goals,
  • define “real” goals
  • identify the motivators of goals
  • create impactful goals
  • set accountability

Identifying and Retaining the ‘High-Potentials’

Since potential performance does not necessarily equate with current performance, identifying the “right stuff” is more complex than understanding who the current top performers are. What we look for in HiPos are the skills and attributes that will quickly propel them into roles of increasing responsibility, challenge, and, ultimately, success.  And once they are identified how do we create a challenging and learning environment that will keep them around? You will be given tools, assessments, resources, and competency surveys as well as participate in a case study that will enable you to identify and then create the needed environment to keep your HiPos.

Influential Leadership

Are you surprised by the number of leaders who seem to lead only in title? Many leaders assume that once they get to a certain level or receive a certain title people will respect and listen to them… in other words, they will have influence. Leadership and influence are not interchangeable. It would be nice if it were that easy; unfortunately it is not. So what is this powerful word, “influence”? It is something you cannot buy, and is not just given due to position or title. In today’s session you will be motivated and inspired to lead out of influence rather than control and authority. You will learn 5 questions to ask yourself to help you build your influence and how to lead with heart.

Innovation Tournament

All organizations seek to maximize their financial returns. Profits are driven largely by the quality and number of the opportunities pursued. Would you like to have more quality opportunities? Many of those opportunities are the ideas of your employees. Based on a structured and process-driven approach you can tap into all those employees who have creative and potentially profitable ideas. The Innovation Tournament will enable your organization to systematically identify exceptional opportunities for innovation and growth.

Is Innovation a Culture or a Person?

Innovation is a new buzz word in the business world and the truth is, it is not going away.  We have more information available to us than ever before.  If organizations are to stay relevant innovation must be incorporated. The challenge often presented is figuring out how to be innovative especially in an organization where structure and procedures is a part of the culture.  In this session we will explore people who are innovative and cultures that are innovative.  We will identify which is important and why.

Key Characteristics of an Exceptional Leader

It can be challenging to wear the many “hats” of today’s leaders.  In this session we will explore two of those “hats” – the hat of leadership and the hat of manager.  Both roles are vital to an organizations success.

Participants will: 

  • learn the characteristics of great leaders
  • probe into what makes leaders derail
  • analyze the importance of your leadership legacy
  • the difference between management and leadership
  • write your leadership credo

Leadership and Delegation

Delegation is a vital key for successful leadership.  It is imperative for a leader to delegate in order to develop their people as well as off-load work from their” work plates” in order to provide the capacity to take on more work as well as new opportunities.  More often than not, leaders either do not delegate at all (thinking no one can do it as well as they can) or they “dirty delegate” and only off-load things they do not want.  Neither of these two extremes demonstrates proper delegation in leadership.  In this session we will uncover the importance of delegation and learn techniques to properly delegate.

Leadership and Public Speaking

Public speaking is one of the greatest fears in America.  As a leader this is an essential skill whether you are speaking one on one, leading a meeting or just trying to get your point across in the board room…. Not to even mention a key note address.  In this session we will learn techniques to help you prepare for speaking engagements as well as discover techniques to make you a more effective speaker and dynamic communication – all key skills for executives.

Leadership and Relationships

A key ingredient in leadership is the ability to build strong relationships.  In this session we will discuss:

  1. Leadership and Teams will always be with us
  2. The cost of relationship
  3. Psychology and Neuro-science of leadership and relationships
  4. Statistics and survey results
  5. What builds strong teams
  6. Relationship gauge
  7. Where will you begin

Leadership and Time Management

In the race between you and the clock – who wins?  Would you rather manage a difficult employee than try to manage your time?  And who has enough time for the extras – hobbies, volunteer work, and family!?  When did family become an extra?  In this informative session we will explore solutions for balancing time for work, home, and self, help you introduce effective time management techniques for you and your team, and discuss what to do when the unexpected comes along and rocks your boat.

  • How to structure your schedule so that you are ready for deadlines and not surprised by them.
  • How to become aware of your energy cycle so you can use it to your advantage.
  • How to train your staff to manage their time so that their crises don’t become yours.

Leading and Influencing Through Change Management

Change is challenging to all personality types, especially if the change was not “your idea”.  In our fast-paced world, change is not going away.  If anything, change is becoming more of a daily occurrence.  In this session we explore different personality types, how they respond to change, and how to manage yourself as well as those with whom you work and lead to produce the highest results possible.

In this training we use the ADKAR model for change management.  You can learn more about the  ADKAR Model from their site

The ADKAR model is a results-oriented change management tool that is simple and easy to understand, yet very effective for managers and change management teams. We receive more calls for information about this model than any other. It is used as a resistance management tool, an assessment device, and to help change management teams organize their work.

This model helps answer questions like:

  • Why is communication so important during change?
  • Why do employees resist change?
  • Why do executive business leaders need to be active and visible sponsors of change?
  • Why do employees become stressed and distracted from day to day work?
  • How can I find the barrier point to change, and manage employee or management resistance?
  • Why should front-line supervisors be active in coaching employees during change? 

This series is designed to show how ADKAR can be used to diagnose the root cause for resistance, focus communications, and identify the barrier points to change. We will also provide case studies to show how ADKAR can help transform a resistant employee or manager into an advocate for change and build change competency.

Leading for the Situation

Different situations, personalities, skill and confidence levels call for different styles of leadership.  Most leaders have a leadership “go to” style they are most comfortable with and default to.  Although a leader may have success with this style in some situations, it will become a fatal flaw if it is the only style they go to for every situation.  In this session we explore different leadership styles using Ken Blanchard’s Situational Leadership Model and uncover how to use different styles in different situations.  This session includes a workbook and assessment.

Leading with a Spirit of Ownership

When someone “owns” something they take a spirit of pride in it. As leaders, we want our employees to own their work – the quality, relationships involved, and their personal behavior and choices. Setting the example of ownership is key to making this happen. Join us to uncover what it means to be an owner-leader and learn ways to inspire your employees to take ownership.


  • Identify what a spirit of ownership looks like and why it’s important
  • Model ownership through displaying personal accountability
  • Encourage others to take personal responsibility for their work
  • Create a culture of ownership so that people resolve problems independently

Leading Change through The Empowerment Dynamic (TED*)

The Power of TED* (*The Empowerment Dynamic) provides unique tools for responding to personal and professional challenges in the workplace. This session explores the shift in mindset from a Victim Orientation (The Drama Triangle dynamic between the roles of Victim, Persecutor, and Rescuer) to a Creator Orientation (The Empowerment Dynamic Triangle antidote roles of Creator, Challenger, and Coach). Understanding how this shift happens elicits hope for a more resourceful way to respond to life experience.

Upon completing this session participants will be able to identify:

  • The difference between The Drama Triangle and The Empowerment Dynamic Triangle
  • Your typical “go to” place on The Drama Triangle and how to replace it with a spot on The Empowerment Dynamic Triangle
  • The advantages to you and your team of moving from The Drama Triangle to The Empowerment Dynamic Triangle in the workplace
  • How to think differently to move yourself from The Drama Triangle to The Empowerment Dynamic Triangle
  • Your personal power to choose

Lincoln on Leadership

Abraham Lincoln was known as “Father Abraham” as he led during our country’s darkest hours.  He has grown to be respected as a truly Authentic Leader.  He is unique among leaders in that his “star” has risen with time; not fallen as have so many historic figures.  We will listen carefully to his advice and follow his example to uncover fundamental principles that will enhance our business acumen and improve our ability to work effectively with people whether they are employees, peers, seniors, customers, stakeholders, and, importantly, your loved ones as you balance your career and life’s work.

Listening – the Key to Superior Leadership

Most leaders think they are good listeners. But when it comes right down to it, what do their employees and peers really think?  Are you able to silence your own mental chatter long enough to focus on what others are saying? Do you easily read body language and pick up what is being said “between the lines”?   Do you know how to make people feel at ease and understood when they talk to you, even if you do not agree with them?  Over 70% of people report that they do not feel like their boss really listens to them – these same 70% say it would make a difference in their performance if they felt listened to, valued and understood.  Listening is a key skill to successful leadership.

Living and Leading in a World of VUCA

Speed, fitness, flexibility, agility are words that are often used to describe a great athlete but in today’s business environment that is what organizations must be to survive. Leadership agility is more important than ever in this world of flux.  The term VUCA, created by the US Army War College, serves as an appropriate description of current organizational environments: 

  • Volatility – The nature, speed, volume, magnitude and dynamics of change
  • Uncertainty – The lack of predictability of issues and events;
  • Complexity – The confounding of issues and the chaos that surround any organization; and
  • Ambiguity – The haziness of reality and the mixed meanings of conditions.

 In this workshop we will explore this world of VUCA and identify the leadership competencies that are required of the 21st century leader.

Managing Difficult Conversations

Conflict is a normal and necessary part of healthy relationships.  As leaders we must learn to be confident in leading ourselves and others through proper conflict resolution.  When a leader mismanages conflict it can harm relationships, break down trust and have long term results on projects… ultimately hitting the bottom line and affecting the entire organization. On the contrary when conflict is handled in a respectful and positive way, it creates the opportunity for growth, ultimately strengthening the bond between team members. By learning the skills you need for successful conflict resolution (which includes managing conflicts between your team members as a mediator), you can face disagreements with confidence and keep your personal and professional relationships strong and growing. 

Conflict Competency ModelConflict Competency Model

Meeting of the Minds

The Meeting of the Minds Workshop is a full-day program developed to reveal your thinking and behavioral preferences through experiential learning in order to increase self-awareness, self-management, social –awareness, and relationship management.  You will learn greater individual and team potential.

In this workshop we use the Emergenetics Assessment ( which is simple to understand, easy to use, fully engaging, and fun.

The Meeting of the Minds workshop is used as a talent development platform in a corporate or organizational environment by empowering individuals and setting the tone for a positive culture. We customize the workshop to meet organizational development needs including leadership, personal development, team building and communication.

Through the Meeting of the Minds Workshop, you will:

  • Understand self and others
  • Communicate more effectively
  • Understand others' perception of you
  • Make better decisions
  • Value your gifts
  • And more...

The Meeting of the Minds Workshop can be customized to emphasize specific themes relevant to your needs, such as communication, personal effectiveness, and team effectiveness.

PERFORMANCE101: Creating a Performance Plan

A high performing organization depends on continually identifying, developing and improving skills, knowledge and behaviors that are necessary for the individual and organization’s growth. An ideal performance plan or a review should establish and maintain a joint planning and communication process between the leader and the employee that focuses on what the employee is expected to accomplish during the performance period. The leader needs to ensure that the employee’s performance is evaluated in terms of measurable results and to describe how these results are achieved through consensus building and level-setting leaders will identify all the necessary components of a strong performance plan. Then leaders will be provided with tools and resources to create a plan 

PERFORMANCE201: Leadership and Personal Development Plans

A Personal Development Plan allows the individual employee to take ownership and create a sense of responsibility for their own development in addition to the opportunity to give feedback on the methodology utilized by the organization to train and “grow” them. Because individual learning styles, goals and, skill development can vary considerably among employees; a PDP will foster a constructive and proactive dialogue between the performance appraiser and the individual. In this workshop, you will be given tools and resources to create your own Personal Development Plan and a process that be shared with others.

PERFORMANCE301: Clarity of Vision

Leaders cite performance appraisals as one of their most disliked tasks. Most leaders are ill-equipped and employees are usually left frustrated. Thus the case for the Performance Management approach: Adopting Performance Management eliminates the performance appraisal or annual review and evaluation as the focus and concentrates instead on the entire spectrum of performance management and improvement strategies. These include employee performance improvement, performance development, training, cross-training, challenging assignments, 360 degree feedback and regular performance feedback. Leaders will learn the art of feedback, receive tools and resources that will help create a new culture of giving and receiving feedback.

Power Thinking

Power Thinking is a crucial skill for leaders to possess if they are to be successful.  This session empowers leaders with the information they need to evaluate their current thinking proficiencies, determine areas for improvement, and enhance their thinking skills. By exploring areas of reasoning, self-knowledge and insight and examining thinking strategies of leaders, participants will boost their abilities in the cognitive domains found to be crucial to being an outstanding leader.

  • Identify current proficiency in the three dimensions of thinking
  • Identify and practice strategies that are most conducive to problem solving, decision making, and creative thinking
  • Recognize the Drama Triangle and learn to use the Empowerment Triangle to enhance team resilience

Prioritizing Work in a World of “Everything is a Priority”!

We live in a world of Priorities. Just the task of trying to determine what should be a priority becomes frustrating. In this workshop we will identify what drives priorities, the challenges of keeping priorities the focus and time stealers. Participants will leave the workshop with strategies that will reduce distractions, create structure and leverage your time.

The Seven Habits of Highly Effective People

Our character is a collection of all our habits. And habits have a powerful role in our life. Habits consist of knowledge, skill and desire. Knowledge helps us know what to do, skill gives us the ability to do it, and desire is the motivation to do it. Principles are guidelines for human conduct which have impact upon our habits. In this Stephen Covey 7 Habit workshop, we explore the 7 habits and the principles that apply to those habits. Participants will learn how to: take initiative, balance key priorities, improve interpersonal communication, leverage creative collaboration, and apply principles for achieving a balanced life.

Social Awareness and Relationship Management

There is a direct correlation between a leader’s success and their ability to “read” people and manage healthy professional relationships.  In this session we will identify social awareness and tools to increase your social awareness as well as steps and boundaries necessary to build and grow strong relationships.

Strength Based Leadership and/or Teams

Over 10 years ago, Gallup ignited a global conversation on the topic of strengths when it revealed the results of a 30-year research project. The research concluded that spending time building strengths was far more productive than logging countless hours shoring up weaknesses, and it created a virtual revolution in the way people think about their natural talents. Gallup has published two bestselling books on the subject (Now, Discover Your Strengths and StrengthsFinder 2.0), and to date, more than 3 million people have taken the company’s StrengthsFinder assessment.

“Chances are,” write Rath and Conchie, “you will have many opportunities to lead during your own lifetime. As you will learn, the path to great leadership starts with a deep understanding of the strengths you bring to the table.” One of the most startling conclusions of Gallup’s research is that there is no one strength that all good leaders possess. What’s more, the most effective leaders are not well-rounded at all, but instead are acutely aware of their talents and use them to their best advantage. It this session we will use Now Discover Your Strengths and/or Strengths Based Leadership to uncover your top five strengths and learn why is it important for you and your team members to work from a strengths standpoint.

Trust-Based Leadership

Would it surprise you to learn that recent studies suggest that employees trust in senior management, direct supervisors and co-workers is dwindling across all industries?  According to a new Maritz® Poll conducted by Maritz Research, only 11 percent of employees strongly agree their managers show consistency between their words and actions. In addition, only seven percent of employees strongly agree they trust senior leaders to look out for their best interest, and only seven percent strongly agree they trust their co-workers to do so. Approximately one-fifth of respondents disagree that their company’s leader is completely honest and ethical, and one-quarter of respondents disagree that they trust management to make the right decisions in times of uncertainty. While workplace trust has been dwindling since the Enron, WorldCom, and Tyco scandals of the earlier part of the decade, threats of layoffs and downsizing have only exacerbated the problem.

The Vineyard Leadership Experience

Bring the entire team together for a unique Leadership Experience with POWERFUL results.   Recent research suggests that employee engagement is on the decline. The results? Less effectiveness, lowered productivity, and poor performance. The same research also shows that engaged employees are exponentially more effective, work together as a team, and produce powerful outcomes!  A unique leadership experience where teams work together in real-world situations. You will see immediate changes in the way your teams communicate and problem solve as well as important hands-on learning that follows them back to the office.

This program is perfect for organizations, impact teams, or group of professionals who want to see leadership in a whole new light.

Wellness in the Workplace & the Bottom Line

Research clearly shows a direct correlation between performance and wellness.  There is also a direct correlation between bottom line dollars we all pay for health care and wellness.  In this session we will: 

  1. Explore the Research
  2. Practice exercises to keep the brain active and engaged
  3. Identify wellness
  4. Identify the dimensions of a person’s life
  5. Look at personal choices
  6. Ask, what is the responsibility of the employer?
  7. Expose the cost of not living a life of wellbeing personally, professionally and to the employer
  8. Take first steps to create a healthy organization

What Separates a Good Leader From a Great Leader?

For senior level leaders, striving to be excellent should be innate.  It is a natural drive that wakes you up at 4:30 AM to get the day rolling.  But what does it really take to make a leader great?  What sets “good” leaders apart from “great” leaders?  Many get close, but few achieve true greatness.  The degree of separation is small, just as water boils at 212° not 211°.

In this session we will discuss the characteristics and competencies that make a leader great.  The list for good leadership is lengthy; however, the list that separates the two is much narrower. 

You will also take a deep look inward to ask yourself tough questions about your own leadership:

  • How do others view you as a leader?
  • Where do you shine?
  • What are you blind spots or areas of denial?
  • What does your family say about you?
  • Will you commit to identify one step to move you to even greater effectiveness in you leadership