TRAINING METHODOLOGY

Using a ‘Whole Person’ Approach, with a Focus on Full Empowerment

Organisational training is implemented to improve business effectiveness; to align strategy, people and business processes, to improve collaboration, communication and productivity.  To work well, it must address both the “hard” issues: strategy, policies, structures and systems; and the “soft” issues, those that develop appropriate skills, behaviours, attitudes and a style of leadership that will enable the organisation to deliver optimum performance.

Making changes to an organisation doesn’t work as well as making change within the people who are that organisation.  Collaboration happens between people who have the capability and courage to step up and engage proactively with others; this happens when you give them the opportunity to grow as individuals; to make personal change toward their own empowerment; this is the key to cultural development.

‘Many cultural change initiatives have failed dismally because leaders tried to ‘implement a new culture’ rather than effectively growing their existing one.’

Neglecting the development of emotional intelligence in your people will prevent the kind of behavioural change necessary for cultural success. So, linking the cultural dialogue with how people in your organisation are behaving is a critical success factor. People development is not about ‘intellectual engagement’; it is a progression through a series of experiences that engage the ‘whole person’ in each participant, and which ‘lifts them’ to better and better versions of themselves. Culture is clearly visible in your business via the internal conversations and behaviours that demonstrate its quality and emotional maturity.

To attempt to implement a cultural process in your business that does not address both the rational and emotional aspects of development, is leaving out half of the information.  For real and lasting change to occur, the process must address and embed information to the intellect as well as the emotional/feeling aspects; it must be meaningful to the experience of a person’s life and make sense to them.

‘Emotional Intelligence is the missing link in corporate workplaces; when an individual is under-developed emotionally, they are a prisoner of their reactive behaviours and often cannot see the impact they have on those around them. This is dangerous in a workplace, but it’s devastating in the home environment.’

Behavioural change happens when people trust new skills and information and they ‘enable’ new ways of behaving, to show up in the presence of others. Many people feel uncomfortable in a change process, but it becomes easy when the information is relevant to them, they feel empowered with it and can use it naturally in their interactions, both at home and at work.

‘When people become more confident emotionally and they feel they can trust themselves to respond resourcefully, even under pressure, a new sense of responsibility and commitment emerges in every part of their lives.’