CONFIDENCE AND PRESENCE

Due to the corporate culture, managers at Company X were having difficulty having peer-like conversations with their superiors. The managers had all of the knowledge, intelligence and experience that would seem to result in having confidence, but it was difficult getting out of the vicious cycle of lack of confidence. The Learning Practice developed a Presence program for Company X to help the managers get onto the virtuous cycle of confidence.

STRESS MANAGEMENT and RESILIENCE

Demands at Company Y were increasing. Employees were feeling the stress in their ability to perform, and it was even affecting their health. How to reduce that stress when business demands do not diminish? The Learning Practice helped employees at Company Y with self-awareness, mindfulness, and prioritizing, to manage energy, increase resilience and reduce stress.

COACHING OTHERS

Company Z was stuck in an old model “managing others.” In this model the manager’s role is reduced to making sure everyone is doing what they are supposed to be doing. In the competitive market, it is clear that not only do people need to be managed; they also need to be developed as people and as professionals. The Learning Practice helped Company Z turn their managers into coaches by practicing skills of listening, empathy, and bringing out the best performance in others. Not only did Company Z improve their productivity, but also both the managers and their reports felt their jobs were more meaningful, which is important for retention of good people.

INFLUENCING OTHERS

Company A used one approach to influencing their people. Although this approach worked with some people, it did not work for many. We all have ways that we prefer to influence and be influenced. The Learning Practice guided Company A to learn and practice multiple ways to influence others. Managers developed the skills to listen for and use the language of influence that would have the best impact on their counterparts.

CONFLICT MANAGEMENT

The culture at Company B was such that they were told they always had to be nice to each other. Because they could not communicate directly about problems for fear of not being “nice,” a culture of passive aggressive conflict developed. The Learning Practice helped company B identify this pattern, to learn how to bring conflict to the surface and resolve it, without damaging relationships. The new practice increased authenticity, and skills in having difficult conversations while strengthening relationships.