Provocative Leadership

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Sign Up Today for Our Provocative Leadership 6-Day Seminar in Costa Rica!

Greetings, I am excited to be discussing with you a new leadership theory transfer modality! I hope you find this process as enhancing to learn about as I did developing it!

In a recent post from Fulcrum Lab, it was stated that the top 3 challenges faced by Chief Learning Officers are:

1. How to train employees as quickly as possible

2. How to increase training effectiveness

3. How to insure competency

When you boil down the essence of most organizational inefficiencies, what it comes down to is a lack of defined leadership!

Most CEO’s as well as CLO’s know this, but the challenge before us is how to minimize the 3 challenges above while experimenting with training modalities and concepts. (Have you ever heard of a corporate culture eroding because of ineffective training?)

Please take a few moments to familiarize yourself with Provocative Leadership. You will find many well tested concepts wrapped into an intensive 6-day training event using a trademarked technology called ERC (Expansion, Resistance, Contraction). If you want to learn more, then read on…

Module 1



Business Change Architecture and the Goal Setting Process as a Contextual Framework for Leadership Excellence

Organizations are constantly changing. That requires its owners and employees to change also. When we talk about change, that means that individuals need to do something different today than what they did yesterday. In other words, change is about modifying behavior. And one of the most proven methods of behavior modification is the goal setting process. This session will unwind goal setting at its most basic psychological levels, and assist the individuals in setting meaningful goals, both business and personal.

Using S.M.A.R.T.(T.) with a bit of a twist, participants will use goals setting as the common language for management development.

Module 2



Developing a Dynamic Frame of Reference for Management and Leadership

Leaders don’t want to be told, they want to be exposed to information, and they be allowed to make a personal choice as to how to use (or not use) that information.

This module examines the differences between leadership, management and supervision and shows the common area between the three domains. After completion, the participant will understanding leadership structure so as to help them make based on their personal preferences. Yourself the you buying that drink yourself did you buying that drink yourself yours is that enough.

Module 3



Evolving and Executing your Strategy Around Leadership

How realistic is the managers personal views of management to the cultural of the organization? This question will be examined along with identifying key areas of potential improvement.

Studies suggest that long-run success is a direct result of constant and consistent decision-making. And that decision-making is formed on the basis of strategy.

By using a traditional SWOT model as a starting point, module two revolves around how our personal principles and values affect our attitude and how our attitude meshes with the corporate culture.

Through a series of short guided exercises participants will begin to understand the, “integration thought process” and how that process leads to a better understanding of our personal dominant leadership strategy.

Module 4



Ideas Involving Execution of YOUR Personal Strategic Leadership Plan

Every department should have a strategic plan that should map to the company’s plan. Even if the participants are not privy to the company’s strategic plan, this lesson will assist them in developing a “micro” plan for their area of responsibility.

Based upon what we have learned using the traditional SWOT model from last module we will now begin to explore organizational impact and how our personal leadership strategy effects it.

Using the concept of “personal responsibility” as a behavioral model to drive down execution within the organization, this module will show how to accomplish that.

Module 5



Energetic Management and Dynamic Leadership Communication

Using the theory of management communications, it needs to inspire as well to inform, this module will examine the psychology buy in to communication and the “non-buy in” that may occur.

A huge difference between a dynamic leader and an also-ran is their ability to communicate effectively. This means communicating in large public forms, small groups, one-on-one, and written forms.

Persuasion along with being receptive to other’s ideas are parts of the communication process that will be explored.

Module 6



Actionable and Accountable Decision Making

While all decision making is active, are the correct variables being examined and are the correct assumptions being made about those variables? This module will unwind the answers to those questions.

Leaders have a bias toward action, but making sure that it is the correct action is essential to effective growth in your position in your career.

The design of this module is to assist leaders in losing a myopic mindset so that they may see the full pallet of facts that can color their decision process.

Module 7



Creating a Culture of Commitment

This module will examine if the vision and mission set by senior management is being functionally decomposed into actionable behaviors.

A culture of commitment means a lot more than simply having confidence that your people will do what you tell them to do. Cultural commitment means flexibility, adaptability, and a motivationally malleable climate that allows individuals to grow and flourish, while a standard of control is maintained.

Module 8



Engaging Developing, and Retaining Top Talent

Is the best possible person doing the correct job for their skill set? This module will assist the participant in developing correct lines of thinking to place the correct person in the correct position.

When a piece of equipment is purchased is booked as an asset on the company’s balance sheet. When a new employee is hired, they become an expense on the company’s income statement, that is a reduction of profit.

Until modern accounting catches up with how to financially reflect top talent as an asset our job as leaders is to do what we can to develop these “assets” to the best of their ability. We will discuss strategies for engaging human capital and developing their potential so that they may maximize their abilities while assisting the organization in maximizing its profits.

Module 9



Tenacious Management and Provocative Leadership

Making correct decisions, even though they may not be the most popular decisions is what is identified in this module.

By examining to common competencies of leadership, they are, effective decision-making, and poignant communication, this module will provide a rock-solid approach to knowing what to do and how to communicate what was done.

Module 10



Constructing and Communicating With Core Coalitions

Most individuals in supervisory positions and above need to develop both internal and external alliances. This module explores the symbiosis necessary for effective alliance building.

By examining areas of alliance development this module will assist leaders in identifying key opportunities that will enhance their career and their company along with building solid policies and procedures for take advantage of those opportunities to their fullest.

Module 11



Developing and Managing a High-Performance Team

In many cases the most productive and creative team member may be the most difficult to work with in a team environment. This module considers how to manage high performers in an environment that may not have traditional roles. The module will also contain information about traditional high-performance team roles.

The challenges of leading a high-performance work team are very different than the traditional roles of an organizational charts hierarchy. In this module, we will explore those differences, and how we can increase our level of effectiveness in managing teams.

Module 12



Effectively Developing and Strategically Deploying Highly Engaged Human Capital

This module revolves around exploration of ways to develop our employees in a highly engaging manner that will allow them to grow within the organization.

Using a model of “attitudinal motivation” we will examine ways of creating a motivational climate that allows individual employees to feel engaged, creative, participative, and most important to feel that they have the ability to motivate themselves!

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