FROM THE INSIDE OUT
Becoming engaged in an interactive, guided process of looking inside oneself
Exploring the prime motivators of human behavior and identifying how they impact one's perceptions, expectations, and behavior
Uncovering personal root causes for any barriers one has to interaction, engagement, and performance excellence
Engaging in an interactive process of discovering one's life's work and purpose
Examining and assessing the root cause of any barriers one has to developing the characteristics of an introspective, responsive leader
Identifying and applying intellectual, emotional, and intuitive perceptions to
analyze and overcome one's barriers to change, growth, and fulfillment
Creative Action Planning to remove barriers, fulfill one's purpose, and become
an introspective, responsive leader
THE NEED TO KNOW, GROW, AND CHANGE
“If we could change ourselves, the tendencies in the world would
also change....a wonderful thing it is and the source of our happiness.
We need not wait to see what others do." - Mahatma Gandhi
Like most systems, we have many internal mechanisms that make it possible
for us to function. When we look only at the outside reflection of these mechanisms, we can fix only the reflection of any problems we see.
Many organizational training and development initiatives fail to produce lasting results because they address only the reflections they can see, rather than addressing and removing the root cause of these problems.
Our inner workings, shaping our motivations, perceptions, and behavior, affect our external performance, and they are inevitably reflected on our "screen,"
just as a computer screen reflects the inner workings of the computer.
As the inner workings of a computer are the source of unlimited computing
potential, so our inner workings are also the source of unlimited potential for energy, ingenuity, courage, and passion.
To access our unlimited potential, we need to get to know and understand our inner workings, to look inside ourselves for the root cause of any roadblocks to change and growth, so we can identify and remove them.
THE RESPONSIVE ORGANIZATION
Recognizes the difference between management and leadership
Supports a mission statement that includes an employee wellness program,
and employees are perceived and acknowledged as the "internal" customers
Is committed to employee development, with online, on the job, offsite,
mandatory, and voluntary programs currently in place
Recognizes that the “tipping point” to the flawless execution of an initiative is
in the mindset and hands of its employees
Perceives employee development as the pathway to business development
Recognizes the integral role of its contributors when process improvement initiatives are implemented
Values Employee Engagement Scores, assesses them annually, leading to
annual incremental improvements
Assigns personnel responsible for employee engagement, development, and career advancement
Supports an existing or developing mentoring program
Goals, vision, and mission of the organization align with the objectives of these Workshops, or there is a strong desire to realign with them.