OFFERINGS . . .
Our priority is to partner with you to design integrated approaches to achieve success.
We work with you in many ways – as program designers and program facilitators; as consultant advisors and critical friends; and as coaches and mentors.
Our styles are complementary and we work individually and collaboratively with shared approaches and practice frameworks.
Self-awareness, design and implementation of sustainable strategies, and reflection on practice are the touchstones of our approach.
We have a keen interest in and focus on…
The art of meetings that work
For businesses, turning meeting time into sustained results is a priority for success. Their people spend so much time in meetings and when they don’t work they can become meeting fatigued and cynical about the value of having them. Real outcomes from meetings can be at risk. All those conducting meeting and forums, small and large, can benefit from this program. It will provide participants with the approach, practical tools and the skills to make meetings really work for both the business and its people.
Core components of the program
• Co-Chairing approach
• Designing the structure of meetings and forums – small and large group processes
• Clarifying outcomes
• Identifying mutual purpose
• Fine tuning agendas
• Making decisions transparent
• Sharing responsibility
• Managing the energy of the group
• Managing emotions
• Managing meeting dynamics
• Hearing from all and engaging them
• Raising and sorting issues
• Reaching agreement
• Developing clear actions and outcomes
1. Enhanced awareness of and confidence and skills in facilitation for chairs and co-chairs
2. Practical set of tools that have been demonstrated and trialled and hence more likely to be applied post program
3. Increased engagement, ownership and shared responsibility by all participants for meeting outcomes and broader commitment for follow up actions
4. Increased issues raised and responded to in effective ways
5. Reduction in cynicism from attending meetings that don’t work
Julia and Karyn can tailor the program content and timing to meet your business needs working with you to develop the design. It can be designed for both chairs of meetings and meeting participants as both share responsibility for making meetings work.
For best outcomes it is recommended that it is delivered over two or more separate sessions of ½ to 1 day for each session with some application of skills and reflection on practice in between.
The art of BEiNG facilitative
Facilitation is increasingly recognised as a key capability for leading, developing and sustaining complex organisations and communities. This is a unique opportunity to attend a program that integrates a personal and professional approach to the art and craft of facilitation.
In this four- day series highly participative and interactive workshops
You will learn about effective facilitation; you will see it modelled by Julia and Karyn; and you will have a chance to apply your new skills in small groups.
• Awareness and understanding of the BEiNG and DOiNG of facilitation
• Contracting with clients and designing outcome focused processes
• Meeting the diverse needs of participants in our designs and processes
• Building the group: including safety, relevance and common language
• Dealing with difficult group dynamics using a suite of effective preventions and interventions
• Designing powerful conversations that engage all participants to achieve outcomes
• Enhancing behavioural flexibility by increasing self-awareness of our habitual patterns of behaviour and how they impact on participants and outcomes
• Building a toolbox of robust models, processes and techniques and trialling a number in the workshops
• Having ongoing conversations that focus on application of the learning from the program into participants’ contexts
• Awareness and understanding of both the “being” and “doing” of facilitative work
• Understanding that facilitation is based on purposeful and effective conversations that make a difference and the knowledge, skills and understanding to apply different conversational techniques
• Capability to design facilitative processes that take into account group dynamics including interventions and preventions
• New facilitative skills, tools and techniques to add to your toolbox and the incorporation of these into your facilitative practice
• Development of your own facilitation framework to support your ongoing facilitative work
Approach and workload
• The program is experiential in approach. At least two thirds of the program time participants are involved in presenting to their peers and co-facilitating sessions.
• Giving and receiving feedback is a feature of the program. Effective and rigorous feedback processes are designed by participants and given by peers and by the facilitators in formal and informal ways throughout the program.
• Work between sessions is designed by each participant to assist them to meet their individual learning goals and also ensure the amount of time spent on these is decided by themselves. Between Days 3 and 4, participants work with a program colleague to design a 30 – 40 minute co-facilitated session in which they try out a new process / tool and practice designing preventions and interventions.
• Attendance at all four days is vital to ensure you get the most from the full experience and so that you fully contribute to the learning environment.
Who will benefit from this workshop series?
• Leaders, Team Leaders, Managers, Project Managers, Change Managers
• Facilitators, Consultants , Coaches, Trainers
• HR and OD specialists and internal consultants
The art of BEiNG a coach/mentor
Coaching and Mentoring have become recognised as one of the most powerful and essential leadership competencies in today’s business environments. Companies like General Electric mandate that 20% of their top executives’ time is to be spent in coaching rising stars, thereby ensuring the sustainability of quality leadership for years to come. Organisations are finding that identifying people in the organisations with the greatest potential and coaching them to their top potential is a strategy for organisational success. This program offers an approach and skills to become an effective coach / mentor in your organisation.
This is a highly experiential and practical program. Participants will:
• Understand the distinction between coaching and mentoring
• Understand and develop their own principles for effective coaching / mentoring and acknowledge and value the skills they bring to the relationship
• Understand and practise coaching conversations using a straightforward coaching/ mentoring framework
• Developed and practise a respectful and robust approach to coaching and a suite of skills for coaching which are relevant for both partners in the relationship and have practical application in the workplace.
• Have enhanced their listening and questioning skills – the primary skills of coaching / mentoring
• Understand and manage themselves and others and able to coach another so they can understand and manage themselves.
• Be able to give honest feedback and observations to raise coachees awareness of patterns of behaviour that may be getting in their way of achieving their desired outcomes
• Develop skills for coaching/mentoring to support people through change and transition and to develop a culture of resilience and optimism
• Have developed a personal action plan to apply the skills and approaches learned and identified their next learning edge.
This workshop is designed for
• Project managers
• Managers, leaders
• Team leaders and teams
• Coaches, mentors
• Trainers, consultants, OD and HR professionals
The program can be delivered over 2 consecutive days – or as separate days a week or two apart, to allow for the application of skills and reflection on practice. The content can be tailored to meet specific workplace needs. If one day or one and a half days are required to meet organisational needs , then the content will be adjusted with the client.
The art of conversations that matter
About the program
“Conversations That Matter” focuses on building relationships through effective conversations and is tailored to meet the needs of each client and client group. It works from the assumption that work is organised, negotiated and coordinated in organisations through conversations. Culture is also developed through conversations. We often avoid having conversations that might be tricky because we are concerned about maintaining the relationship and because we avoid them, we actually damage the relationship!
We are passionate about assisting individuals, leaders and teams to become more skilful in leading and participating in work conversations as a way of improving organisational productivity and learning, the work environment and employee satisfaction.
This program will provide participants with a suite of practical tools and the opportunity to prepare and practice real time conversations that will enable them to have robust and respectful conversations with more confidence and achieve positive outcomes.
Core components of the program
• Good listening and good questioning – the primary conversational skills
• Apply powerful self-awareness insights to managing oneself and others and to modeling openness and accountability to enhance relationships through conversations
• Creating the conditions for open and honest conversations
• Respectful and robust skills and approaches for conversations
• Preparation and practice of these robust skills and tools, using real-time conversations for each individual: checking assumptions and initiating feedback; giving and receiving behavioural feedback using an open and accountable process; setting clear expectations; preparing to initiate difficult conversations with individuals or teams; identifying issues and choosing the most relevant approach to the conversation; facilitating a difficult conversation in a group which leads to agreed outcomes.
Your specific context and organisational needs will determine the design and structure of a program.
Duration of the program will be negotiated to meet your organisational needs.
Examples of applications we have used in the past include:
• Courageous and Difficult Conversations – enhancing leaders and teams skills and confidence to have robust and respectful conversations while still maintaining relationships and achieving outcomes.
• Change conversations – conversations that support staff through change and organisational and cultural transformation. These conversations support the individual and also teams through organisational change and transition and can thus avoid the lowering of productivity and morale in times of change.
• Coaching and mentoring conversations
• Performance Conversations – enhancing confidence and skills to have conversations that set clear expectations and support the development of performance potential as well as supporting improved performance
The art of facilitative leadership
Facilitative leadership is a requirement for organisations to maintain and build success in increasingly complex and uncertain business and economic environments. Young people coming in to organisations today have different expectations of leadership and the social contract into which they are entering. As a result, leaders need a wider array of approaches and skills and greater behavioral flexibility to successfully navigate the environment; create a culture that values contribution and accountability; and guide their people to success.
A facilitative leader . . .
• drives clear vision, direction and expectations and ensures the systems are in place for high levels of autonomy and devolved decision making.
• involves people in co-creating their organisation and the future by providing them with opportunities to challenge themselves, adapt to change and reinvent and sustain themselves, their organisations and their future.
• shapes the culture by focusing on results and accountability and by modeling and valuing caring and supportive behaviour
• develops the skills of individuals and teams to transform the organisation by motivating and equipping them to be more productive and accountable
• fosters the free flow of information and a safe environment to make sure the best possible business decisions are made
• encourages people to work across boundaries and build relationships and partnerships that are robust, respectful and focused on mutual purpose and shared outcomes
Approach and focus
We will design programs with you that will build the capability and confidence of your leaders and aspiring leaders through increased self-awareness; by focusing on real time organisational issues as the way to learn and apply learning; and by continual reflection on practice.
Participants will . . .
• learn the key leadership and team skills of self awareness, self management, self determination and openness
• apply these skills to build and manage effective relationships with staff, including coaching and mentoring
• model and facilitate openness and accountability with co-workers and customers
• give and receive feedback using an open, responsive and accountable process and manage performance feedback and appraisals
• be able to lead and participate in effective teamwork and team development
The art of performance conversations
As managers, team leaders, supervisors and peer colleagues, we know it’s an important part of our role to: build the capability of our people; support the development of potential leaders; give and receive feedback that can make a difference; coach people to grow their skills; and sometimes have tough conversations about performance. But nearly all of us find it difficult to have these conversations and we often avoid doing what we know we should.
Karyn and Julia can provide coaching support to managers to build their capability with regard to these skills and assist them to prepare performance conversations that will fit in with the performance management framework of their organisation.
Alternatively we can offer performance conversations workshops to managers and teams that will increase the organisations commitment to implementing a culture of enhancing performance.
These workshops are not off the shelf and will be designed specifically to meet identified client needs and to fit the context. The following is a guide to possible focus and outcomes.
• Increased understanding of levels of performance
• Practical skills to have performance conversations
• Increased effectiveness and confidence to have performance conversations daily as part of our work practice
• Increased self-awareness of our own strengths and limitations and self-management skills
• Increased awareness of other’s styles and strengths in order to best develop staff
• Benefits of Performance conversations and what stops us from having them
• Defining “performance”, good performance and poor performance and how we might recognise them; linking performance to organisational outcomes and setting clear expectations and measures
• The performance conversation pathway that links individual, team and organisational performance conversations
• Poor performance – the processes that need to be in place before going down the path of formal performance management
• Planning for effective feedback and for performance coaching conversations
• Preparing for your conversations and practising real life conversations using a number of respectful and robust tools
This workshop is designed for anyone in managing or supervising roles and those involved in peer assessment and feedback.
Complex and large group facilitation
Design – Facilitate – Coach – Critical friend
• We have a passion for designing complex and large group processes that bring together large numbers of people in a highly focused way
• These processes engage the participants in jointly designing work that develops successful strategies and sustainable ways forward
• At the same time people are engaged in these forums, the organisational change competencies are being enhanced.
• We professionally facilitate these forums and events, often co-facilitating with internal staff
• We coach others to design and facilitate complex and large group events, and at times, we play the role of critical friends to achieve the best results
High Performance Team Development
In this complex and constrained environment, results are driven by high performing teams: that trust one another on a fundamental and emotional level; that are not afraid to engage in conflict around issues and decisions that are key to the organisation’s success; that are able to achieve genuine buy-in and commitment to the most informed decisions and actions; and most significantly, that hold one another accountable.
Karyn and Julia are well regarded for their high performance team development work and can provide strategic advice, development programs and coaching to build and sustain this team capability in your organisation.
Their high performance development workshops are not off the shelf and will be designed specifically to meet identified client needs and to fit the context. The following is a guide to possible focus and outcomes.
• Purpose, identity and vision
• Strengths, differences, relationships and dynamics
• Interactions, conversations and productive conflict
• Decision making
• Information pathways
• Relationships with stakeholders, business intelligence, influence and politics
• Planning, performance and accountability
• Capability, learning and development
• Change, transition and resilience
1. Shared language for valuing and managing differences, relationships and dynamics in an ongoing and sustainable way
2. Maturing of team conversations and interactions that enables the team to work through conflict to achieve team results
3. Increased transparency of decision making and availability of valid information for the effective decisions
4. Shared responsibility for team performance and team outcomes
5. Enhanced business intelligence, planning and stakeholder relationships
Planning — strategic, business, teamplanning — strategic, business, team
We focus on strategy design and business and team planning
• We partner with you to make sure your strategic objectives are the foundation for the work we do together
• We approach strategy design and planning from a complex adaptive systems thinking framework
• Complexity, uncertainty and sustainability are constant conversations in the strategy design and planning processes
• Our processes are engaging and participants design their ways forward, thus maximising ownership and effective implementation
• We focus on increasing the capacity of individuals and teams to identify underlying issues that may block successful performance and change and to design outcomes focused strategies to plan for success
• By focusing on designing the future together, teams also design the way they will work together to implement strategies, achieve the outcomes and hold each other accountable.
Our Approach to coaching
Coaching has become recognized as one of the most powerful ways to develop leaders. Organisations are finding that identifying people in the organisation with great potential and coaching them to their top potential is a strategy for organisational success.
Our approach to coaching is eclectic and person-centred.
To challenge and build the courage and skills of our coaching clients, first we identify need and negotiate outcomes and then we utilise practice frameworks, processes, skills and understandings from the work of:
• Neuro-Linguistic Programming (NLP), Neuro-Schematics, Voice Dialogue and the discipline of Ontological Coaching as developed by Alan Sieler in his work “Coaching to the Human Soul” - to develop self-awareness and self-mastery
• Bill Moyer, “Man Alive”, Pema Chodron, “The Places that Scare You”, Eckhart Tolle, “A New Earth” and Anthony de Mello, “Awareness: The Path and Opportunities of Reality” - to develop emotional mastery, influence, resilience and the ability to face difficult people and situations with equanimity
• The Harvard Negotiation Project, as outlined in “Difficult Conversations”, Patterson et al and “Crucial Conversations” and “Crucial Confrontations”, Susan Scott in “Fierce Conversations” – to build conversational mastery
• William Bridges and John Kotter - to build understanding and skills to lead organisational and individual change and transition.
• Margaret Wheatley, Richard Knowles and Peter Senge and David Snowden - to build a strategic complex, adaptive systems thinking framework and skills
• The Jungian personality inventories of Singer Loomis ( SLTDI) , Myers Briggs (MBTI) and Colour Spectrums – to provide an understanding of personality, dynamics and relationships
These practice frameworks provide us with a flexible array of skills, approaches and tools to meet the emergent needs of clients and to achieve negotiated, measurable outcomes.
In the coaching process, as we listen and question, we notice patterns of behaviour and thought that we reflect back to the client. Sometimes this process of deepening learning involves speaking the hard truth; sometimes it’s done by surfacing some assumptions the client has developed; or by exploring a belief that no longer is useful or even true. As with the entire coaching process, this sharing is done in service of the client, with the client’s permission and without judgments.
Outcomes of our coaching methodology
As a result of our coaching conversations, clients are able to identify with greater clarity the issues that are of concern to them and find ways to resolve them. We believe that our role is to provide the confidential space for these issues to be raised and to ask questions that challenge their habitual ways of thinking so that new possibilities for action emerge from the coaching conversations.
One outcome of the coaching process is that clients become more confident of their ability to identify more than one right answer to deal with their concerns and routinely question their own thinking about issues. They are able to see how they contribute to issues and how they can get in their own way of achieving the outcomes they set for themselves and others. One of our strengths is to help our clients to identify and think through implementation issues. For us, personal awareness and understanding emerges as a result of focusing on business outcomes.
This methodology has proven to be highly successful in the public, private, education and community sectors as evidenced by the volume and range of organisations utilizing Julia’s and Karyn’s expertise.
A list of these client organisations can be found in their CV’s.