Clarify the participants’ personal values and integrity for a trust-based leadership that strengthens the organization.
Get the knowledge and tools that encourage a cultural movement and which reduce resistance to change.
Increase commitment through a modern management system that is present and builds relationships.
Participate in a culture where the human values are represented, in order to attract the right skills to the workplace.
Purpose of the first three days: To develop basic conditions for succeeding with a change process.
The first 3 days of the program “Sustainable change management” we focus on providing the conditions for a strengthening culture.
If we want a Sustainable change, all work begins with ourselves. During the days we explore our basic values and our integrity, as well as how it interacts with our lives, both professionally and privately.
These days tend to lead to a strong sense of belonging within the group. The ”Professional image” is disabled and we feel more genuine and harmonious compared to before. It gives us a warm feeling that we can bring back to our workplace. Through receiving positive and emotional memories from the program, it becomes easier to handle the dynamics that come up in all human interaction, even at work.
In our “stranger groups”, we can meet as people and be ourselves without experiencing any differences. It facilitates learning and increases the desire to try something new.
The purpose of the following three days: To go from a real culture with low commitment, to the desired culture that strengthens the commitment.
The following three days of step II is all about translating insights and knowledge into a practical action plan for your own workplace.
We practice how to implement a culture change through a clear structure together with experience-based tools to succeed.
We train ourselves to dare to act as a present leader in a modern decentralized management system.
Throughout the whole program, the group’s reflections and experiences become a valuable addition to learning.
A network that the participants can use continuously to share their experiences and lessons with one another is created.
1. Trust (from insecure to confident)
How do I get my colleagues to believe that changes are something positive?
How can I communicate and behave with my colleagues so that trust and commitment increases?
What creates the feeling of threat and what creates the feeling of being rewarded?
In order for me to trust you as a person and to feel safe with the change, I need to know more about you and what you stand for. Will you be a present leader who is there for us when we need you? Be more trustful in the feeling and less about the content.
During this session, you will learn how to convey trust.
2. Self-awareness ( from unaware to aware)
To what extent are you aware of other people’s perceptions of you?
How much aware are you of your own perception of yourself?
How can your experiences help you to better understand yourself and strengthen up your self-esteem? And thereby also have the opportunity to help colleagues to strengthen their self-esteem.
By becoming more aware of how I am perceived by others, I can strive to make my real self become more coherent with my ideal self.
It is our shortcomings in life that make us human to one another because it is human to make mistakes. If I have drawn the right conclusions from what has happened to me, I have something valuable to convey to others. By drawing conclusions about what did not work before, I can avoid repeating similar mistakes and try a new approach.
During this session, you will learn more about yourself and what drives you.
3. Values (from controlled by your own beliefs to value-driven)
Are you aware of what controls your decisions and your way of thinking today?
How do your views of other people affect you when it comes to your leadership?
Do you face the future with thoughtful values or with beliefs?
We all have our own beliefs with which we look upon the world. It could be passive values that have been passed on to us when we were kids. Passive values that have given us our belief about the world.
But today we need to update our values and trust them to bring us into the future and not back to what has already been.
When we have disciplined our values and are able to stand up for them, it creates character. It assumes that my values are up to date.During this session, you will get to learn how to lead through values.4. Integrity (from free to boundary)
How do you set boundaries for the sort of behavior that is not in line with the desired culture?
Where do you own boundaries go to what is acceptable and desirable in behavior and communication?
How is your integrity?
In a strengthening culture, we show in both words and actions that we share the companies values and the group’s standards. We help each other to stay on the right side of the law, rules, and policies. A strengthening culture gives us a balance in a decentralized organization. There have to be clear rules for how we work together.
You could say that it is freedom under responsibility that applies. The task for the leader and colleagues in the team is to pay attention to the fact that we all have behavior and communication that is acceptable in the workplace.
During this session, you will learn how to set boundaries for yourself and others.
5. Inner compass (from unclear to clear leadership)
How can you get more immediate in your leadership?
How do you handle resistance?
What is your personal “valuation platform”?
Through an internal compass, leadership becomes clearer. With a higher degree of freedom at work, everyone needs to be aware of their own inner compass, as it is showed in the behavior and communication at the workplace. Does my inner compass match the values at my workplace?
When we move on the scale of what is acceptable behavior in relation to my colleagues’ perception and the company’s values that we encounter the problems.
During this session, you will get to learn how to define and live according to your own inner compass.
6. Passion (from uncommitted to committed)
How can your leadership contribute to increasing the commitment of your colleagues?
How can you help your colleagues to find the true purpose of their work so that they can find their unique selves?
How do you find your own passion and let your life’s task permeate everything you do?
By giving a better chance for what I see as my life’s task and combining it with the purpose of my work, I probably feel more commitment.
A culture that is organized with a high degree of self-leadership attracts the right competence to the company. There it is allowed to show your own personal talents. Most people have some or some personal characteristics (peculiarities) that make them special and unique. As a leader, it is important to see the positive parts of the personality and refine it. That builds the value for everyone.
During this session, you will learn how to find your own passion.
7. Sustainable change (from influential to strengthening leadership)
How you go from an influential leadership to a strengthening leadership?
How you can learn to face your own fears, but also the fears of others.
By speaking to other people’s feelings and accepting that they exist, we can make the change more sustainable.
With knowledge of how the brain reacts to threats and rewards, we can strengthen individuals and teams and minimize the threat response for people that are in a change.
The human mental well-being for survival goes through the heart. Colleagues who are honest and treat others with respect and humility are the ones people who speak to our hearts. If we choose to develop such a culture, it will have a tremendous impact on work performance, joy and the feeling of well-being. An openness to how we perceive each other in the team releases the power that strengthens the group. We get the basis qualified to handle the changes together.
During this session, you will learn how to develop a strengthening culture.
8. Authentic leadership (from boss to human)
How can you work as a role model for the desired culture?
How can you be more open and authentic without offending others?
How do you get brave enough to be less ”boss” and more human?
In a strengthening culture, there are authentic leaders both outside and inside the teams that are self-aware and determines set up the rules for the company. We need role models that look upon people in a modern way and whom themselves live by the rules. Role models that understand how people react and what motivates us. Now that we have the knowledge of it, there is no longer any reason for us not to use that knowledge.
During this session, you will learn how to trust that your personality is your strength in leadership
9. Present leadership (from strategic leadership to present leadership)
To what extent do you work strategically today regardless of the level of your position? Would you want to change it?
What would happen if you made a move and became more present in the center of where things are happening?
Culture does not evolve in strategic forums, it evolves in a real-life situation with colleagues.
An inspiring leader communicates to us at an emotional level and he is a person whom we want to follow. He or she is able to create security and joy, but also to ensure that the change does not lose its pace.
That is the kind of leader who has left his strategic position and is brave enough to stand close to his colleagues in real-life situations and be both supportive and able to set boundaries.
We do not develop a strengthening culture in strategic forums – we do that as leaders in real-life situations together with our colleagues.
Value-driven leaders with clear integrity are more likely to develop a strengthening culture. They find the opportunity to set a balance between personal freedom and boundaries for their colleagues. Simply because we can trust them.
During this session, you will learn how to become a present leader
The following is included in the education
Four modules for how to run successful change management.
Two books, “The inner compass – how to navigate with people” and “The power of a collective brain”.