Training, Workshops & Seminars

• Team Development - Full day using live actors. Presented to five different groups at ad agency to help client-centered teams of account, creative and production people work together better.


• Systems Thinking - Two-day training built around client-specific case study to help senior management team think more systemically. Goal was to retain clients through higher quality.


• Strategic Planning - Two-day offsite for top two levels of management (60 people). Five facilitators worked with the group in combination of full-room and break-out sessions to work on specific issues interdepartmentally - which had never been done before.


• Change Management Workshop - Designed to be part of a large change management process, this workshop familiarizes change leaders and change agents with their role, and with the dynamics of how people react to change. (See "Creating Successful Organizational Change.")


• Leadership & Communication in an Empowered Environment - Bank division needed managers to learn to behavior in a more empowering manner towards their staff. Training encompassed seven 2-hour modules, covering empowerment, leadership style and communication skills.


• Interpersonal Team Dynamics - Facilitated better group process using Myers-Briggs and other behavioral style instruments. Several sessions were held as "group coaching" over two months.


• Leading Effective Meetings - Two-hour course for managers and project leaders who need to ensure that every meeting has a purpose and forwards the action.


• Communication Skills for New Supervisors - Operations division needed different style of leadership following a redesign. Supervisors had to learn to lead in a different way as well as learning managerial basics.


• Cross-Department Understanding - Two-day offsite was held for global airline's Payroll and Human Resources departments to understand each other's work processes and how they affected each other.


• Managing the Transition - Created and delivered training on process for managers on how to work with employees leaving, and those remaining bidding on jobs all over the company, when 10% of the workforce accepted a voluntary severance.