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Copyright 2009 Professional Performance Group. |
Our Approach We provide real solutions to real problems, so the first thing we do is to gain a real understanding of where you are now, where you want to be and why you want to be there. Only then will we propose a solution. We're not talking about lengthy, time consuming scoping exercises, but simply asking a few key questions of the major stakeholders to identify what conversations need to be had, by whom, for what purpose (e.g. to create a performance culture, to communicate a major change, to turnaround team/project performance) and how results will be measured. The vast majority of our work is implemented through workshops, as this is the only real way people can gain the confidence and skills to hold critical conversations effectively. Our workshops are designed to promote lasting and effective behavioural change. Although we use behavioural models to generate undertanding and greater awareness, our focus is always on the practical application to solve the real problems people face. The tools we use are just tools to get better results. For this reason, we do not recommend anyone attends the workshop unless they have a real life issue they want to resolve, that they are willing to discuss and work on within the group. Finally, we do not dazzle (confuse!) with psycho babble, but use the language of business In the workshop, we look to raise awareness in the attendees about how they approach critical conversations and why they go wrong and then investigate alternative strategies to address these. We work on several layers: |
At the heart of all organisational issues is a conversation that isn't happening or is happening badly |
The Trigger The Thoughts The Emotions The Actions The Results |
What sparks the need for a critical conversation? Who do we need to have the conversation with? How do we decide whether or not to act? What are the upsides and downsides of acting and how do they affect our motivation? Are the 'stories' we tell ourselves about the person or trigger true? Could there be another story? How do we feel about the person? Do we see them as a person or simply an obstacle? How do our the stories affect the way we feel about the trigger/person? How does our personality type affect the way we feel about having the conversation? What are our real goals for the conversation? What do our actions say about what we really feel? Are we really getting the results we want? If not, what could we do differently? |
Tel: 01844 342239 |