EHP India Pvt. Ltd (Indian Arm of EHP (International) Web.pdf · EHP India Pvt. Ltd (Indian Arm of EHP (International) HONGKONG THAILAND MACAU INDIA Workshop Methodology All our workshops

EHP India Pvt. Ltd (Indian Arm of EHP (International)

H O N G K O N G T H AI L AN D M AC A U I N D I A

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“LEADERSHIP ENHANCEMENT PROCESS”

& CHANGE MANAGEMENT PROGRAMS for

SENIOR Leaders, Middle Management &

Supervisory Levels.

(Workshops, Conferences & Seminars conducted by Global / International Business

Motivators / Trainers at your Corporate / Manufacturing / Service Units for industries

ranging from Manufacturing, Shipping Finance, Banking & Insurance, Garment,

Merchandizing to Logistics in order to enhance the Enterprise Value of your organization



Workshop Methodology

All our workshops will be implemented by a designated senior associate. All training modules have variations of the following:

Ice breakers Input – concise concepts and theory, main focus is on practical demonstration of behaviors Team or individual activity to reinforce input and increase ability to re-model behaviour Feedback on activity from team or individuals’ feedback & the Facilitator Various ―games/activities‖ to enhance the retention of skills The activities will be either case studies leading to discussions and/or role-plays, or practical

games related to the Leadership skills & concepts. During the various Phases – there will be assessments to monitor any change in behavior and

skill levels as well as assignments to ensure there is immediate application of skills in the real world

Training Implementation

The training will include the following components:

Training will be over 2-3 days sessions each time as per the program requirements listed in the content for a maximum of 15-20 participants per group.

Language will be English delivery.

Training materials will be in English.

Training Venue & equipment – To be provided by Client.



Senior Leaders Vision/Mission & Core Values (VMV)

Senior Management get involved in discussions to create a SINGLE, agreed upon roadmap for the organization using SMART goals and other tools. This will ensure all Senior Managers align their needs, goals and action plans toward a single direction for the organization.

Understanding Change and how it affects people What is change

Benefits of change

Challenges of change

Empowering Others

Making employees feel optimistic and positive about their work environment

Being Transparent & Honest

Draw buy-in from other people

Examining strategies to involve and engage people

Coaching- bringing out the best in others

Understand the critical effects of Coaching

Identify specific behaviors that foster a supportive coaching environment

Learn and use the key actions involved in coaching and bringing out the best in others

Motivating & Developing

Open Communication Channels

Exploring Ideas & Discussion Skills

Reasons for being motivated

G – E – C – F / WIIFM

Establishing Trust to gain willing co-operation

Understanding the Feedback Process

Crediting - Recognition

Constructive criticism

Corrective feedback

Motivational feedback



Understanding the As-Is Situation

Looking at the ―Bigger Picture‖

Where is your organization

What do we want the future to look like

Creating a Shared Vision & Mission Statement

Individual Commitment Statements

Team’s Vision

ONE Team Consensus

Full Team Mission Draft

Roles & responsibilities and Reliance

Understanding Roles & Responsibilities

Change/Relationship Activity

Identifying Inter-group commitment

Core Values to achieve the Vision Identifying core values to help achieve the vision

Creating department specific actionable behaviours based on the core values

Commitment & Close of Workshop

Outcomes/Competencies

Develop & Align Core Values

Internalize VMV and identify practical actions

Walk-the-talk (Ensure individual buy-in and commitment)

Finalize Core Values, Vision & Mission Statements

Building individual branding

Enhancing self-worth & credibility



Senior Leaders Re-Building the Organization Culture & Cascading

Identifying & dissecting the Organization Beliefs & Behaviors

Attitudes towards our Internal & External partners

Checklist of behaviors we would like to keep or strengthen

Identifying pitfalls & gaps

Defining a Problem, Symptom, Quick-Fix

3 Responses to Problems

Generating Alternatives

Brainstorming and Involve others

Fishbone Technique to identify root causes

Force Field Analysis to improve & strengthen existing solutions

Being in Character

Recognize your own unique Leadership style

Adapting your Leadership style – Controlling or Empowering

Recognize when to change between characters.

Developing your Emotional Intelligence to manage others

Emotional Awareness of Others

Acquire the skill of reading the verbal and non-verbal emotional cues of other

Develop the alertness and sensitivity

Understanding both the emotional and rational drivers

Focusing objectively on performance

Working Effectively with Others

Identifying the challenges of working together

Managing Differences

― Cushioning " difficult people

Accepting others' viewpoints

Recognizing others' contributions

Building a Positive Culture

Encouraging a positive mindset

Building a fun atmosphere

Building Trust and cascading the attitude

Having a Can Do Attitude

Helping teams develop the right mindset

Can Do vs. Can’t Do



5 Negotiation Tactics Speak with clarity and conciseness

Clarifying, Confirming, Bridging, Building

Understanding the other person’s needs & situation

Understanding & using the 5 tactics

IVT

Understanding the concepts of PPOC People & Problems

Positions & Interests

Options with mutual gains

Criteria – setting with objectivity

Summary, Individual Action Planning and Close of Seminar


Identify & finalize the organization culture

Translating Culture into measurable behaviours

Strengthening communications & avoiding Silos

Understand attributes of core Influencing

Use persuasive techniques/tactics to package your key messages

Gain willing co-operation

Negotiate their way to a win-win situation, both internally & externally

Understand the importance of the Criteria for Negotiating

Understand the importance of preparation and planning for Negotiating

Be able to stand firm when necessary and flexible when necessary.



Senior Leaders Coaching & Communication

Understanding the Essence of Coaching

Understanding Challenges in Coaching Conversations?

Demonstrating Courage

Understanding the power of Behaviour Labeling

Components of a Courageous Conversation

When to Coach? Types of situations that may not be suitable for coaching

Telling or Coaching? – Make a decision before the call

How to Coach? Know what behaviours & signs to look for

The Keys steps of Coaching

Pre-Coaching communication

Personal Observations

Post Coaching monitoring and de-briefing

Coaching Sales Performance for Results

Pre-Coaching

Communicate the rational

Agreeing on objectives & strategies

Put them at ease

During Coaching

Discuss behaviours & viewpoints

Identifying strengths and areas of improvement

Agree on areas to strengthen

Post Coaching

Providing Feedback based on actual observation

Gain agreement on area of concern

Discussing plan for further improvement

How to give feedback

Self-feedback

Motivational feedback

Developmental feedback





Cascade the organization Culture

Enhancing our Presentation ability to create Impactful messages

Coach, Mentor & Develop staff on an ongoing basis

Build a succession pipeline

Give developmental feedback


Building & strengthen empowerment



Senior Leaders Consultative Skills

Understanding the Business Environment How Trends are changing

How do people perceive Value

Enhancing our “Organization” Image

Defining & communicating our Value

Analysis of actual situations & issues

Understanding & Identifying Challenges/Pitfalls

Understanding the project, players and Structure

Positioning & Aligning Expectations with key players

Individual & Company Motivators of key players

Understanding the Business Environment

Factors affecting the business

Demands & Expectations from Stakeholders

Political & Environmental issues

Understanding our Stakeholder Needs, Circumstances & Situation

Questioning to delve into stakeholder issues & challenges

Using ―CASH‖ to uncover pain points

Iceberg Principle

Extending the Problems/Increasing the seriousness

Adapting to the ―DiSC‖ Communication Styles

Creating the urgency to move the sale forward

Summary, Goal Setting and Close of Seminar


Understanding the power structure

Understand the positive & negative factors

Understand market trends and competitive advantages for both parties

Discover effective ―pain-points‖

Enhancing our presentation ability to create Impactful messages

Understand other parties’ expectations and how to match their expectations

Forge and strengthen networks and relationships for longer term business relationships

Formulate a strategic plan of action for the account



Senior Leaders Challenger Approach & Decision Making

Scoping the Business Environment How the market is changing - Trends

Understanding the 4 Key Drivers

Identifying Who’s who in the Zoo?

Gaining confidence in your own approach

The Challenger Approach

The ―5‖ roles

Identifying your style & role

Understanding the benefits of the role

Teaching for Differentiation Adopt Key Principles

Set your offerings apart in the market-place.

Tailor for Resonance & Take control Focusing on Value drivers

Tailor your message to a variety of individual stakeholders

Take Control—Guide conversations to ensure your teaching message sticks

The Engagement Principles Teach where & when Customers Learn

―Un-teach‖ to Teach

Planning Ahead for Success

The Challenger Plan

Strategies & Tactics



Understanding the changing business market

Defining our Challenger role

Understanding the strengths & weaknesses of each role

Challenging the mindset without creating conflicts

Teaching for differentiation

Focusing on Value drivers

Learning and using the PESTEL model

Leveraging creative tension



Senior Leaders Innovation, Value & Conflict Resolution

DAY 1, INNOVATION: Think like a startup with systematic iteration, business analogies, and other

divergent tools. Do you wonder your own ability for creativity and innovation? You’re not alone. Most organizations understand the value of innovation. We demand ―innovative ideas,‖ but without a clear how, organizations end up delivering mediocre solutions. We can do things differently. In this program, we’ll discover new ways to break through mental barriers and roadblocks, and quickly generate and test numerous ideas, learning our way into solutions that are desirable, feasible and financially viable.

Session Goals: • Assess your own individual innovation profile and how to improve the skills you’ll need to

grow to improve your flexibility • Understand the 5 key innovation skills for creativity: associating, questioning, observing, experimenting, and networking • Generate, strengthen and elaborate on ideas and evaluate and prioritize those ideas based on impact • Practice and simulate the process to create new breakthrough business ideas for your organization

Day 1

Benchmark mini-innovation simulation

What is innovation & creativity, and how does it work?

Innovation framework • Mindsets: Left brain-right brain duality

Self-awareness— the 5 key discovery skills • Idea Generation: Analogy & client-based techniques

Concept development & implementation

DAY 2, VALUE & CONFLICT RESOLUTION: Understand each other’s’ strengths and build beyond

conflict to collaboration. Is conflict good or bad? The answer is yes. Conflict is good when the outcome is a win-win resolution. Conflict is good when the relationship between the people in conflict is strengthened as a result of the conflict. But few people are skilled in the interpersonal skills necessary to manage conflict effectively, & when conflict isn't managed it generally goes bad. How we value each other and build towards team strength is key to our success. We’ll explore tools for trust building and win-win solutions.

Session Goals: • Understand our values and how they ―show up‖ at work • Recognize different stages of

conflict escalation: detecting the invisible dynamics of conflict • Feeding the solution not the problem: turning conflicts into discussions • Build common ground to turn conflict into constructive collaboration • Assess your own conflict style & how to leverage it to improve interaction

Day 2

Benchmark group conflict simulation

Articulate and buy into the benefits of collaboration vs. cooperation

Understanding Conflict and Conflict Styles

Overcome barriers and conflicts that typically arise during the collaboration process

Enhance listening to anticipate and avoid misunderstandings

Empathize with team members for engagement and connection



Middle Managers Enhancing Coaching & Communications Skills

Introduction / Opening by Senior Management Paradigm Shift

Career Transition: Manager of Self – Manager of Others

Small group discussion (case: David’s promotion)

Role of a Manager

Personal Management Influence

How are you Perceived

Credibility, Capability, Compatibility

Exercise: How do you display - CCC

Understanding Communication styles

Completing the DISC Questionnaire

Understanding the Characteristics of the Styles

Benefits of the various Styles

Practicing our Communication using the styles

Communicating with Others

Speak with clarity and conciseness


Questioning & Listening Skills

Non - Verbal Communication (Body Language)

Team Motivation

Defining motivation

Herzberg Principle

Exercise: What motivates and de-motivates your team members?

Management Styles

Skills will matrix

Exercise: Map the scenario

What are the signs?

Exercise: Map your team

Communicating your message

Adapting the message

Bringing your messages across effectively to gain buy-in



Understanding the Feedback Process

Crediting & Constructive Criticism


Teaching by Example

Listening Identify listening obstacles

Define the 3 modes of listening

Develop strategies for overcoming listening obstacles

Use of skills of clarifying and confirming to enhance listening ability

Handling Conflicts & Differences



―Cushioning" difficult people


Disagreeing in an Agreeable Manner

Getting Enthusiastic Co-operation



Identify common barriers to effective communication and demonstrate how, to overcome these barriers

Express information and data effectively and with clarity

Listen actively to others and incorporate their views and ideas

Understand the other party and communicate appropriately

Communicate effectively to achieve objectives

Understand what High Performance Teams are

Understand the Skill/Will Matrix and where it can be implemented

Build Trust and bonds that can move the teams forward

Develop motivators that work for team members

Giving & receiving feedback graciously



Middle Managers

Vision/Mission & Core Values (VMV)

This program requires the assistance of Senior Management in delivering the Core Vision/ Values/Mission developed by them which needs to be accepted by the teams, internalized and rolled out as one aligned direction for the organization for the next 2-3 years.

Our Role as Leaders

Positioning the role of Senior management

Communicating the benefits of this session for Middle Managers

Getting alignment of the overall direction

Understanding the As-Is Situation

Looking at the ―Bigger Picture‖

Where is SolCen technologies

What do we want the future to look like

Creating a Shared Vision & Mission Statement

Individual Commitment Statements

Team’s Vision

ONE Team Consensus

Full Team Mission plan

Roles & responsibilities and Reliance

Understanding Roles & Responsibilities

Change/Relationship Activity

Identifying Inter-group commitment

Core Values to achieve the Vision Identifying core values to help achieve the vision

Creating department specific actionable behaviours based on the core values

Roles & Responsibilities

Identifying the key functional roles in relation to the VMV

Aligning the skill sets and competencies required with these new responsibilities



Understanding & Align with existing Core Values

Internalize VMV and identify practical actions

Walk-the-talk (Ensure individual buy-in and commitment)


Building individual branding

Enhancing self-worth & credibility



Middle Managers Internalizing the Organization Culture & Cascading

This session will be delivered together with the support of 2-3 members of the Senior Leadership Team.

Identifying & dissecting the Organization Culture Beliefs & Behaviors

Attitudes towards our Internal & External partners

Checklist of behaviors we would like to keep or strengthen

Identifying pitfalls & gaps

Defining a Problem, Symptom, Quick-Fix

3 Responses to Problems

Generating Alternatives

Brainstorming and Involve others

Fishbone Technique to identify root causes

Force Field Analysis to improve & strengthen existing solutions

Being in Character

Recognize your own unique Leadership style

Adapting your Leadership style – Controlling or Empowering

Recognize when to change between characters.

Developing your Emotional Intelligence to manage others

Emotional Awareness of Others Acquire the skill of reading the verbal and non-verbal emotional cues of other

Develop the alertness and sensitivity

Understanding both the emotional and rational drivers

Focusing objectively on performance

Working Effectively with Others



―Cushioning" difficult people



Building a Positive Culture

Being an example of positive mindset

Encouraging a positive mindset

Building a fun atmosphere

Building Trust and cascading the attitude

Having a Can Do Attitude

Helping teams develop the right mindset

Can Do vs. Can’t Do



5 Negotiation Tactics Speak with clarity and conciseness

Clarifying, Confirming, Bridging, Building


Understanding & using the 5 tactics

IVT

Understanding the concepts of PPOC People & Problems

Positions & Interests

Options with mutual gains

Criteria – setting with objectivity



Align with the Organization Culture now & beyond

Translating Culture into measurable behaviours for your team/function

Strengthening communications & avoiding Silos

Understand attributes of core Influencing

Use persuasive techniques/tactics to package your key messages

Gain willing co-operation

Negotiate their way to a win-win situation, both internally & externally

Understand the importance of the Criteria for Negotiating

Understand the importance of preparation and planning for Negotiating

Be able to stand firm when necessary and flexible when necessary.



Middle Managers Assertiveness & Strategic Thinking

Objectives & Expectations Understanding positions

Enhancing credibility

Messaging Cornerstones

What would you like to communicate?

Being Assertive

How would it impact the other party?

Focus on the Value when presenting a clear and relevant message.

Degrees of Communication

Distinguish between passive, assertive and aggressive communication behaviors.

Differentiate through voice, body language, eye contact

Influencing Tactics

Using the Influencing principles in a structured manner

Understanding the needs of the stakeholder

Adapting your message to match the stakeholder

Understanding the Customer’s Environment

Factors affecting the other party

Exclusive Benefits & relevance of your idea

Political & Environmental issues

Strategic Principles

3 Initiatives

Strategy Pyramid

4 Avenues of Strategy, 6 types of Planning Analysis

Strategic Planning as a Process

Diagnose

Design

Deliver



Understanding your clear purpose

Knowing your audience

Messaging cornerstones

Defining the ―value‖

Using emotional connections

3 Communication styles

Manage differences professionally

Agreeing to disagree



Middle Managers Challenger Approach & Change Management

This session will require Senior Leaders be to be available & present so they can observe the mindset of their people towards this newer, radical approach to dealing with projects & people:

Scoping the Business Environment How the market is changing - Trends

Understanding the 4 Key Drivers

Identifying Who’s who in the Zoo?

Gaining confidence in your own approach

The Challenger Approach

The ―5‖ roles

Identifying your style & role

Understanding the benefits of the role

Teaching for Differentiation Adopt Key Principles

Set your offerings apart in the market-place.

Tailor for Resonance & Take control Focusing on Value drivers

Tailor your message to a variety of individual stakeholders

Take Control—Guide conversations to ensure your teaching message sticks

The Engagement Principles Teach where & when Customers Learn

―Un-teach‖ to Teach

Planning Ahead for Success

The Challenger Plan

Strategies & Tactics



Understanding the changing business market

Defining our Challenger role

Understanding the strengths & weaknesses of each role

Challenging the mindset without creating conflicts

Teaching for differentiation

Focusing on Value drivers

Learning and using the PESTEL model

Leveraging creative tension



Middle Managers Innovation & Creative Thinking

DAY 1, INNOVATION: Think like a startup with systematic iteration, business analogies, and other

divergent tools. Do you wonder your own ability for creativity and innovation? You’re not alone. Most organizations understand the value of innovation. We demand ―innovative ideas,‖ but without a clear how, organizations end up delivering mediocre solutions. We can do things differently. In this program, we’ll discover new ways to break through mental barriers and roadblocks, and quickly generate and test numerous ideas, learning our way into solutions that are desirable, feasible and financially viable.

Session Goals: • Assess your own individual innovation profile and how to improve the skills you’ll need to

grow to improve your flexibility • Understand the 5 key innovation skills for creativity: associating, questioning, observing, experimenting, and networking • Generate, strengthen and elaborate on ideas and evaluate and prioritize those ideas based on impact • Practice and simulate the process to create new breakthrough business ideas for your organization

Day 1 Benchmark mini-innovation simulation

What is innovation & creativity, and how does it work?

Innovation framework • Mindsets: Left brain-right brain duality

Self-awareness— the 5 key discovery skills • Idea Generation: Analogy & client-based techniques

Concept development & implementation

DAY 2-3, VALUE & CONFLICT RESOLUTION: Understand each other’s’ strengths and build beyond

conflict to collaboration. Is conflict good or bad? The answer is yes. Conflict is good when the outcome is a win-win resolution. Conflict is good when the relationship between the people in conflict is strengthened as a result of the conflict. But few people are skilled in the interpersonal skills necessary to manage conflict effectively, & when conflict isn't managed it generally goes bad. How we value each other and build towards team strength is key to our success. We’ll explore tools for trust building and win-win solutions.

Session Goals: • Understand our values and how they ―show up‖ at work • Recognize different stages of

conflict escalation: detecting the invisible dynamics of conflict • Feeding the solution not the problem: turning conflicts into discussions • Build common ground to turn conflict into constructive collaboration • Assess your own conflict style & how to leverage it to improve interaction

Day 2-3 Benchmark group conflict simulation

Articulate and buy into the benefits of collaboration vs. cooperation

Understanding Conflict and Conflict Styles

Overcome barriers and conflicts that typically arise during the collaboration process

Enhance listening to anticipate and avoid misunderstandings

Empathize with team members for engagement and connection

Applications and role-plays



(Customized training solutions, could also be made, to suit clients specific needs)

www.EnhancingHumanPoential.com Mob:- +91 9811115649, 9311115649 Toll Free No.1-800-11-1411

http://www.enhancinghumanpoential.com/



Documents

EHP India Pvt. Ltd (Indian Arm of EHP (International) Web.pdf · EHP India Pvt. Ltd (Indian Arm of EHP (International) HONGKONG THAILAND MACAU INDIA Workshop Methodology All our workshops