Alex Dorr

In this session, participants are introduced to the ground-breaking research that the average person is spending nearly 2.5 hours per day in drama at work. Much of this is attributed to ego-based thinking – gossiping, tattling, venting, scorekeeping, comparison and judgment. After learning about the connection to ego and feelings such as stress or behavior such as venting, participants will leave with practical ways to redirect conversations trudging into drama and refocus them back on results and problem-solving – while doing so empathetically. Lastly, participants will become clear on how to truly be empathetic leaders to skillfully call people up to greatness without sympathy and collusion.

Participants will learn:

• The cost of drama and how it leads to stress and lack of results
• What ego is and techniques to move from ‘low-self’ to ‘high-self’ decisionmaking in the moment
• Coaching tools such as the SBAR and the Edit Your Story to support those that are frustrated to reduce stress and shift into problem-solving
• The difference between sharing feelings and venting and how to coach people into the space they can have impact

This thought-provoking session focuses on how drama interferes with the cohesiveness and efficiency of teams, organizations and systems. Participants will learn a powerful New Value Equation model that modernizes the view of what adds value in an organization. No longer is performance the only metric, one must consider an employee’s future potential as well as their emotional expensiveness to the team. With this self-assessment the session finishes with clear steps as to how to build organizational alignment in a team and how to ensure that alignment remains through new goals, strategies or changes. Managing energy in this area ensures people in high-self and beyond ego are able to perform in an efficient, supportive and innovative work environment.

Participants will learn:

• The New Employee Value Equation model and how to calculate the true value their work adds to an organization after considering emotional expensiveness
• The Organizational Alignment and Buy-In model to channel energy in the correct areas during company decisions and changes
• The root cause of conflict on teams and how clarifying goals, roles and procedures drive efficiency, clarity and alignment
• The three types of mindsets during change and how to overcome fears, concerns or resistance to change with the Negative Brainstorming tool

Accountability is the most talked about, yet least understood concept in leadership today. Many leaders experience glimpses of it in their teams, but struggle to sustain it. This session begins by pointing to the critical areas that leaders can focus on to ensure accountability in their culture and systems. A critical finding in human behavior is that the same workplace cannot please a high-accountable and low-accountable employees at the same time. You’ll always be making one of these mindsets uncomfortable, it is crucial to ensure you are making the right group uncomfortable. High-accountables are attracted to highly-accountable systems and work-environments. They wanted to gather and do incredible work in these spaces and find it nearly intolerable to collaborate long-term with those caught in a victim-mindset or learned helplessness. This session shows you how to create this great work environment. With clarity on places where leaders can hardwire accountability in their systems and culture, this paves the path for the next session and where leaders can coach for mindsets of accountability in their people.

Participants will learn:

• The research and data behind personal accountability and how it is the biggest predictor of happiness, employee engagement and long-term results on teams
• The four factors of a mindset of accountability and how to begin coaching with those factors
• The difference between managing (working on the business) and leading (inspiring the hearts and minds) your people
• Tools and techniques such as the Engaged Action Planning tool to cultivate accountability and setting non-negotiables as a leader

Building on the momentum and foundation of the last session, participants will learn practical tools to coach people, in-the-moment, beyond excuses and victim-mindsets into a high-state of accountability and impact. Self-reflection is the core driver of accountability and this session is packed with the tools to make the process easy for leaders to facilitate. Attendees will learn the step-by-step process to develop accountability in those they lead and advanced techniques for giving and receiving feedback that doesn’t ignite the ego or fuel drama. Lastly, attendees will learn the behavior change sequence model and a placemat tool to clarify desired outcomes for those they lead in a visual way to support their coaching efforts.

Participants will learn:

• The concept of learned helplessness and how it is the opposite of accountability
• How to apply the Developing Accountability model to their coaching and use assignments for self-reflection to increase accountability long-term
• Ways to apply the Accounting For tool in their debriefs, huddles and meetings to reduce blame and finger-pointing
• Techniques to use the Placemat Tool to enhance accountability, streamline behavior change and encourage continuous learning

Managing change and pursuing innovation is not a new topic. Years of programming have been targeted at this topic, yet many leaders express that calls for transformation and change leave teams frozen in fear, annoyed by the disruption and resistant to what’s next. Leaders tend to make the mistake of focusing on how to ensure the change is least disruptive to their people, but the real consideration should be – how can we ensure this change is least disruptive to the business, or organization and our customers we serve. This subtle shift is the spark of Business Readiness and why it is time to modernize traditional approaches to change leadership. This session reveals a new breakthrough model that builds shared accountability between both employees and leaders for the success of change.

Traditionally, change is often top-down with leaders trying to use brunt force to move decisions or updates forward. With Business Readiness, participants will learn a simple model to move people quickly from Awareness (of the decisions made by the organization or needs for change), to Willingness and buy-in, to Advocacy, Active Participation and eventually Drivers of change. So many people want to drive change in their organizations and make a difference – this session teaches participants how to ensure their teams are drivers that actually have a license. In the end, those that complete this session will know how to deliver up ready, willing and able teams to deliver on whatever the business needs next, regardless of circumstances or disruption.

Participants will learn:

• The difference between traditional change approaches such as change management and Business Readiness
• Simple techniques for coaching teams through their individual responses to change and group tendencies during change
• How to use the Negative Brainstorming Tool and Thinking Inside-the-Box to manage energy away from ‘why we can’t’ to ‘how we could’
• The Pyramid of Readiness framework to coach teams into a consistent mindset of readiness for what’s next during disruption and transformation

Leaders no longer manage people, they manage the energy of people. All day, every day – they manage energy away from ‘why we can’t’ and ‘why we shouldn’t have to’ into, ‘What would great look like? And how can we get there?” In this leadership development journey, participants have learned countless tools to coach people beyond drama and create highly engaged and productive teams. This session brings that all together and leaves people with the Call to Greatness Framework, featured in Alex’s upcoming book. Modern leaders must love people up and call people up to greatness, otherwise it is sympathy and collusion. This framework featured in this session puts a final structure to how to concisely coach and lead with all that the group has learned while also integrating the tools that have been practiced in each session. The group will practice some live workplace challenge examples within the model and see ways that the content moves people to How We Could.

Participants will:

• Learn the Call to Greatness Framework and how the tools they’ve learned move people to ‘How We Could’
• Apply the core tools of Reality-Based Leadership to live case scenarios in their day-to-day
• Gain fluency in practical ways to clean up poor thinking, find places to have impact and inspire next right action