The Link For Women

PERSONAL SUCCESS PATTERNS Understanding the patterns of thought, feeling anf behavior that are present in every successful moment of your life.
Premise >
The ability to quickly establish rapport and trust within a team is a key characteristic of influential leaders. To do so authentically requires a balance between a confident sense of self and a willingness to be vulnerable.
Concept >
Embracing the value one brings to the table is imperative to fully actualizing potential. Also, establishing trust and rapport between participants is critical to the success of A Seat at the Table. This session is intended to do both. By sharing positive aspects of themselves and their lives through exercises that will surprise and delight the participants. Eeveryone will walk away feeling good about themselves and appreciating everyone in the group.
Learning Objectives/Takeaways >
• Awareness and increased acceptance of your own patterns of success.
• A methodology to facilitate future decision-making and to create even more success.
• A "Pattern Statement" to be utilized throughout the 9 session program.
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GETTING TO NEXT* Creating a Vision for Your Future and a Game Plan to Get There
Premise >
As an acknowledged professional, you have a resume that demonstrates that you have made a difference in your profession. Your days are filled with high energy, the search for right solutions to never-ending challenges, and nonstop meetings with people demanding your attention. It is time to strategize your personal vision for your career and it is imperative that you make the right choices.
Concept >
An interactive seminar to help women get in touch with their natural gifts and skills in order to develop strategies to uncover new career paths and professional possibilities for a more fulfilling life.
Learning Objectives/Takeaways >
• A "Purpose Statement" that articulates a mission of what you want to do and accomplish
• A clear vision for your future
• A game plan that utilizes your relationships to achieve your goals
*Used with permission, Hyatt Leadership Inc.
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MANAGING ADVERSITY Using conflict positively so “they never see you sweat”
Premise >
Most people shy away from addressing conflict in a positive manner. Appearing unflappable, calm and reasonable is tantamount when you are occupying a power position.
Concept >
Learning to address and eventually enjoy the challenge of adversity, and the resulting outcome, is an important life skill. First, we must understand our responses, psychological and behavioral, that have been developed in the face of conflict. This can be accomplished by exploring our history and how it affects us.
Learning Objectives/Takeaways >
• Identify the historical models that have impacted your life.
• Develop techniques for successful resolution of issues.
• Understanding successful behaviors for dealing with adversity.

THE ART OF "BEING" IN YOUR BODY Developing embodied leadership competency
Premise >
Who / how you “are” is the primary source of your power and distinction as a leader. Others may be equally intelligent or have similar experience / expertise in an industry or domain, but it is how you interact with others, the presence you have, the way you coordinate with others, the mood you are, the dignity you embody, etc. that people read and respond to.
Concept >
Who / how we “are” lives in our bodies; our physical, mental and emotional bodies, not just our heads. It's one thing to know you need to be able to stand toe to toe with the senior partner, board or CEO; it's another thing to be able to do it effectively in a way that produces the result you intend.
Learning Objectives/Takeaways >
• Awareness of ones conditioned tendency (mental, physical, emotional) under pressure, challenge and /or transition and the practice of re-centering.
• The distinction of leadership presence and the process for developing it.
• The importance and process of managing mood inside your organization.

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RISK-TAKERS VS. RISK-TALKERS The Art of Negotiating
Premise >
Most companies and individuals are busy and much of it doesn’t create value for the company. How can you pull the company into practices that move it quickly and effectively forward? In other words, how do you know if you are “taking” risks or “talking” risks? How do you know if you are taking the most important risks? If you were not sure, what would you do to find out? There are so many areas of life to negotiate… is there a model that allows you to succeed in those different situations? Do you know when to negotiate? Is everything a negotiation? Is there a benefit to negotiating?
Concept >
First, understand why most companies get sidetracked and become risk-talkers. Then, to explore how to know which risks make a difference. Then, we’ll move into what is required by leadership to promote risk-taking and learning. Lastly, we’ll create a model that can keep this practice alive and moving in a busy environment. Lay the groundwork for why negotiation is a key to setting expectations and managing most things in life. Two, become skilled at negotiating, both in having an effective process and then knowing how to apply that process well. Opportunities are given to practice in the seminar.
Learning Objectives/Takeaways >
• A new filter to review priorities – a key question to ask yourself every day.
• The distinction between taking and talking risks.
• Develop productive attitudes to prevent limiting results.
• A new language and a model to engage the entire company in risk-taking.
• A process to approach every negotiation.

CRITICAL AND STRATEGIC THINKING Moving from tactical processing to strategic and visionary communications
Premise >
If concepts/visions are not the magic, rather it is the execution that matters…how important is strategy to execution? If there are many people that can handle “tell me what to do and I’ll do it”, then who is going to tell them what to do? We need strategic thinkers to help companies move effectively and with velocity.
Concept >
We will explore how to think strategically and how to evaluate strategies to act on. We will first develop a framework to become strategic, then we will begin to analyze the strategy across three simple axis, Does it make sense? Can we implement it? How sustainable is it? Lastly we will talk about how to meld different strategies to give bigger advantage (eg. 1+1 = 3).
Learning Objectives/Takeaways >
• Learn how to open our ability for exploration and curiosity in solving problems.
• A framework to think strategically.
• Key questions to ask team and company to test the soundness of a strategy.
• Develop a practice of behaving strategically.

CREATING WE* Transforming your team from I-Centric to WE-Centric
Premise >
Engaging leadership in shaping the DNA of the organization leads to transformational change.
Concept >
ore than ever before, we need to understand how to Create WE. We can turn away from others and try to handle challenges from our own vantage point, or we can turn to others for help. I-centric leadership suggests that a leader should have the answers and direct and guide the organization to solutions. I-centric leaders expect solutions to come from the top of the organization and be given to the employees for implementation. We-centric leadership says that a leader doesn't have all the answers, and therefore needs to learn how to involve the entire organization in successfully coming up with the strategies for success. Creating We provides a new way of approaching conflict, collaboration and co-creation that has the power to unlock the “genetic code” of positive human dynamics – turning fear into optimism and "power-over" into "power-with
Learning Objectives/Takeaways >
• How to move From “I” to “We”
• Understanding Executive and Organizational Derailers
• Practices that Create WE
*Used with permission, Benchmark Communications, Inc

INFLUENCING FOR CHANGE Managing across boundaries of position, power or influence
Premise >
In today’s fluid and complex business environment, positional power has become a less viable currency for anyone in a leadership role. This requires leaders to become masterful influencers, creating results by leading others to new levels of commitment and performance.
Concept >
Crucial to a leader’s success is the ability to diagnose each situation, quickly understanding other’s motivations and needs; and then creating a strategy that works. Participants will learn how to lead within a wide variety of contexts more effectively, leveraging the right tool for the right situation.
Learning Objectives/Takeaways >
• Identify critical aspects of every influence situation to create a winning strategy.
• Evaluate and understand an audience and how to modulate behavior.
• Leverage your unique strengths and minimize your weakness as an influencer.
• Speak in the “language of influence”.
• Approach different personalities effectively to enhance your effectiveness.
• Understand how gender differences impact influence situations.
• Use methods that create “win-win” outcomes in a wide range of situations.
• Expand your confidence in situations that require you to “step up”.

COMMUNICATING POWER AND PRESENCE Communicating at the highest levels
Premise >
Power and presence in our communication as leaders is an “inside out” job. Connecting with others powerfully requires that we first connect authentically with ourselves. This seminar engages women in accessing their deepest beliefs in order to speak powerfully from a place of authenticity.
Concept >
Traditional communicating coaches often directs leaders to utilize “techniques” to increase their power and presence. Effective leaders learn that though messaging is important, accessing and communicating from your authentic voice is foundational to better project and connect with others.
Learning Objectives/Takeaways >
• Learn interactive communication skills that establish leadership, regardless of audience size and whether in formal or informal settings.
• Identify your deepest beliefs to access your authentic and most powerful voice.
• Identify what you want to create to then communicate with purpose.
• Read the environment and adjust your style to create better results.
• Utilize a wider range of communication tools.
• Maximize your impact with the power of a well designed question.
• Increase your comfort with your voice, your body and your use of space.
• Integrate your “head and your heart” in your communication interactions.