"The significant problems we face cannot be solved at the same level of thinking we were at when we created them". - Dr. Albert Einstein
In the final analysis, we are all paid to make decisions with incomplete information, implement these decisions with scarce resources, take responsibility for outcomes and contribute to organizational learning based on the results. "That's all."
We are assisted by talented people and technologies that deliver and analyze information from a broad range of sources, some of them useful. Over time, our ability to consolidate and process these inputs, then transform it all into a clearly-articulated decision, can lose it's edge, because we are only human. Sometimes we need to "re-sharpen the sword".
This three-day learning opportunity will enhance the quality of your decision-making by exploring six factors that influence decision-making effectiveness:
We will dissect each of these factors from both a conceptual and practical point of view, using a series of case studies, exercises and in-depth discussion comparing the experiences of a diverse group of attendees. You will leave energized and equipped to step up to another level of clarity, proficiency and confidence in influencing the future of those who depend upon you.
Who Should Attend? - Decision-makers who are challenged by change, complacency, conflicting priorities or a diverse workgroup. - Anyone who has ever made a questionable decision - Leaders, executives and managers who plan on being remembered as exemplary leaders.
Why Attend? Because one or more of the following describe you: - Interested in addressing the tough issues regarding leadership - A leader with a commitment to lifelong learning - Faced with a high-potential team that's not quite achieving its potential - Stuck in a productivity (or creativity) rut and needing stimulation - Facing a dilemma and seeking objective, outside feedback - Hungry for effective approaches to performance improvement
Asking Better Questions - Sustainable performance improvement requires more than recycled answers to the same old questions. At some point, we have to provoke innovation by altering our perspective and creating new questions. - The delicate balance between the laws of history, current patterns and future uncertainty. Hidden Assumptions - Every dialogue includes assumptions....many unstated. One way or another these assumptions will directly impact the quality of our decisions. We can either address them beforehand or await their unscheduled, disruptive emergence, but they will eventually emerge. - Just because it's "obvious" doesn't mean we've gotten it right.
But Then What??? - Our collective history is wrought with examples of opportunities missed due to failure to address long term decision factors - How to recover the "what ifs" and address them earlier in the performance cycle. - How to hear the "naysayers" without becoming one Ethics - Great talent. Clear mission. Modern tools. All in place. And yet, lapses in leader behavior can bring it all tumbling down. - Per the old saying, "If we don't stand for something, we'll fall for anything". - Eventually we are all asked to face the test. The only thing that's at risk is our name, our reputation, our credibility. Are principles negotiable? - Where do you stand? Motivation and Self-Motivation - Clarification of two of the most misunderstood and abused concepts in modern organizations. - Is it possible to provide long-term motivation to someone else? - Appropriate use of Intrinsic and Extrinsic motivation - The role of self-motivation
Emotional Intelligence (EI) - The role of EI in your decision-making skills portfolio - The power of EI in conflict resolution, failure analysis, "damage" containment and innovation - Howfocusing on just 2-3 of the (18) EI competencies can improve team cohesiveness, leader performance and business results.
Registration Fee: $ 1,950 per person (Group discounts available)
Organizations attending our seminars in the past have included:
IBM Corporation, ChevronTexaco, NASA Goddard Space Flight Center, Government of Bermuda, Lincoln Financial Group, United Nations, University of Cincinnati Medical Center, Robert Mondavi Winery, Philadelphia Police Department, U.S Dept of Homeland Security, TUSIAD, Berlitz Cross-Cultural, National Education Association, Inter-American Development Bank, Depository Trust Company, BF&M Insurance, De Dietrich Process Systems, American Society of Association Executives, US-Mexico Chamber of Commerce, US Bureau of Prisons
For further information:
Call 202-536-8825 or email jj@jewellconsulting.com
Jewell Consulting Group Washington, DC, USA 202-248-8208