|~ Inter-personal Communication
~ Conflict Management
~ Cross Functional Collaboration, Silos
~ Raising EQ Skills (Emotional Intelligence)
~ Time Management
|~ Decision Making
~ Analytical Skills and Problem Solving
~ Individual Goal Setting & Achievement
~ Aligning to Organization's Big Picture
~ Bridging Execution Gap
|● Accountability as a single functioning unit and emerging as a high performance team.
● Achieving common goals more effectively in synergy with self, team and organizational objectives.
● Increased cohesiveness and trust across the team.
● Developing enhanced problem solving skills during complex situations.
● Members collaborating on decision making.
● Formulating innovative team strategies.
● Managing conflict between team members.
● Practicing open and transparent communication between team members.
● Understanding the importance of inter-dependence between team members.
● Leveraging complementary strengths of a team member.
● Combating leadership challenges.
|● Empowering individuals to help them in uncovering both their overt
and latent characteristics so that they can perform to their fullest potential.
● Learning how to stay motivated and manage conflict.
● Importance and methods of positive inter-personal communication.
● Being pro-active.
● Practicing Time management.
● Effective goal setting and achievement.
● Continual learning.
● Qualities required to maintain a fast pace on the path of growth and
● Addressing the three basic aspects of employee engagement:
● Understanding changes occurring outside and their effects within the
|● Learning the importance of open and clear communication and how to
practice the same.
● Understanding the perils of mitigated speech, communication gaps
and no communication.
● Practicing active listening skills and how to give and receive healthy
● Sensitizing the participants to the power of asking, the monk method
and the Socrates method.
● Discussing collaborative communication.
● Uncovering communication filters, external behavior versus internal
response, disclosure, emotional barriers.
● Effect of body language, tone and words.
|● Avoiding the ostrich mentality of hiding from the storm and ignoring
● Mining for and then resolving conflicts breeds trust and then powerful
● Having different points of views and ideas can give rise to conflict but its discussion and acceptance can lead to innovation and growth.
● Understanding that one should not stick to their positions adamantly but instead concentrate on interests.
● Learning tenets of conflict resolution - not getting personal, keeping
focused on the issue under discussion, mutual respect.
● Following what Stephen Covey said, “Seek first to understand,
then to be understood.”
|● Builds trust outside ones location / department.
● Promotes communication.
● Taking up organization brand ownership and aligning to common goals.
● Practicing adequate knowledge and information sharing; to prevent
reinventing the wheel.
● Developing good inter-location / department bonding, empathy,
relationship building and being high on meaningful collaboration.
● Contributing to future process changes and to maximize on gains.
● Seizing new opportunities and fighting threats coming from competitors and customers.
● Ensuring feedback, assessment and recognition are to desired levels.
● Encouraging organic growth and profitability.
|People with high EI have greater mental health, exemplary job performance, and more potent leadership skills. Emotional competencies are not innate talents, but rather learned capabilities that must be worked on and can be developed to achieve outstanding performance.
Goleman’s five domains of emotional intelligence:
● Emotional self-awareness — knowing what one is feeling at any given time and understanding the impact those moods have on others.
● Self-regulation — controlling or redirecting one’s emotions; anticipating
consequences before acting on impulse.
● Motivation — utilizing emotional factors to achieve goals, enjoy
the learning process and persevere in the face of obstacles.
● Empathy — sensing the emotions of others.
● Social skills — managing relationships, inspiring others and
inducing desired responses from them.
|● Prioritizing: Doing first things first.
● Not being overwhelmed by urgent work.
● Differentiating between urgent and important work.
● Identifying the vital few and trivial many.
● Managing big tasks.
● Overcoming procrastination.
● Combating fear of undertaking complex tasks.
|● Sensitizing the participants to various decision making models.
● Understanding Janis and Mann’s rational model.
● Adopting naturalistic decision making (NDM) framework which focuses on how experienced people actually make decisions in dynamic, uncertain
● Introducing Orasanu’s six different types of decision categories which
increase in complexity from go / no-go decisions through to creative
● Learning how The Cynefin framework helps leaders make appropriate
choices by determining the prevailing operative context ranging from
simple, chaotic, complex to complicated.
● Discussing individual decision making versus collaborative decision
making for team settings.
|● Applying cognitive thinking to gathering and analyzing information,
designing and testing solutions to problems.
● Learning a thinking style that enables a person to break up large,
complex issues into smaller, more individually managable ones.
● Knowing what choices are available and how much each option "costs."
Looking at a problem with a cause and effect style.
● Perceiving something through multiple lenses.
● Using problem solving techniques like Fishbone Analysis,
Six Thinking Hats, Root Cause Analysis.
|● Identifying your goal setting / achievement style.
● Reasons for the importance of setting goals.
● Five tips on how to set goals.
● Ten tips on how to achieve goals.
● Aligning goals with mission and vision statements.
● Reviewing goals set, achieved, outcome.
● Moving towards new goals.
|● Understanding the complexity of an organization in its entirety.
● Realising that everyone holds a piece of the puzzle that is important
to the overall picture.
● Becoming aware that when viewed collectively, the pieces provide
a more holistic understanding.
● Accepting that working on the system together will contribute
quickly and effectively to growth.
● Busting silos and moving out of team islands.
● Following company vision and mission.
● Put why before How.
|● Fear fosters knowing-doing gap, so drive out fear.
● Fight the competition, not each other.
● Turn knowledge into action.
● What leaders do, how they spend their time and how they allocate