Sample Speaking Titles
Coaching Skills for Everyone Who Leads: Anyone, Anytime, Anywhere
Why Hear This?
Do you want those around you to become more accountable, responsible and to take more initiative? Do you want others to come to you with possible solutions instead expecting you to answer all their problems? Do you want people to think more clearly about everything they do and say?
Most managers still use telling, showing, and advising as their main skill for developing people. 84% of managers know they are expected to coach to develop people, 34% of managers say they don't have enough time to coach, and not surprising 81% of managers say they actually don't know how to coach. Managers are left having to know all the answers and pushing for results. Today's work force says they want coaching. Yet only 1 in 2 employees say they've ever received anything like real coaching.
Make it easier on yourself and better for those you lead. It's your time to learn how to really coach. It's a simple approach, yet not so common. In essence, the art of coaching is facilitating others to think more clearly. When managers use the art of coaching, nearly two-thirds of employees agree that it improves their satisfaction, performance and relationship to their goals.
What Do We Get?
Learn how you can best empower others to be even more conscientious, reliable, and self-motivated. You'll learn a conversational coaching approach to helping those up, down and around you, to learn and develop in-the-moment.
- Apply a solid four point framework for all coaching conversations.
- Develop a coaching mindset.
- Use the four key foundational coaching skills
- Gain more commitment and accountability from others.
- Use simple language that engages and includes.
- Take the fear out of giving and receiving feedback.
- Identify what a person really needs from you specific to each unique situation.
- How to balance instructive and facilitative styles of guidance.
Leave knowing how to use coaching as a foundation for helping others develop their thinking and increase their initiative. Do it now. Your employees are waiting!
What Google Managers Know and Do and You Can Too (without becoming a search engine)
Why Hear This?
What can any manager, in any organization do to implement atypical approaches that make Google managers individually so successful? Today's staff expect something different. They want it now and they want it from you. You're up against the wall with less time and limited resources. How you think, what you share, and how you help others share their thinking will change everything.
What Do We Get?
This seminar is not about Google. It's about What You Can Do To Change It Up Today.
Learn how to:
- Make meetings marvelous. Sort status from strategy.
- Live with the facts. Let data trump opinion.
- Have everyone talking to everyone. Anyone, anytime, anywhere.
- Make feedback your friend.
- Reward unequally.
- Fail out loud.
- Reveal more.
In her shrewd, honest, resourceful seminar, Judith Wilson sheds counterintuitive light on research, insight and general logic about how any manager can do what Google managers do to increase and sustain success without changing the organization's culture. Judith Wilson provides you with an interactive seminar or keynote, through intelligent conversation with the audience, real examples, humor, and skill development. You don't have to be a search engine to be world-class. Individual managers are applying these simple truths with individuals and teams
Leave knowing what highly successful managers are doing differently and how to implement these approaches back on the job. You see how to start with what you have and make it much, much better. Have more fun. Adopt uncommon practices. Triple your impact. Have a blast! Learn a lot.
Executive Effectiveness: What To Do When It Doesn't Measure Up
Why Hear This?
According to a Gallup study $300 billion in lost revenue is caused by the fact that 55% of the US workforce are not engaged and 19% are disengaged. Leadership ineffectiveness is the leading indicator of employee resignation. Many executives evade the hard facts about the “soft skills” of leadership which has the greatest impact on these numbers. How can we help our executives get their own equation right and what can we do when they aren't adding up?
For over fifteen years Judith Wilson has coached executives, worldwide. She knows their downfalls. She understands their issues. She helped hundreds of executives turn themselves around.
What Do We Get?
Join Judith Wilson as she shares the turnaround factors of challenging executives. Learn how you too can help executives match their impact with their intent. Hear about the most effective way to really read, genuinely know and sincerely help executives move their behavior and shift their character before hiring, during the first months, and when it seems too late for change.
- Use the 20 executive drill-down questions that bring about awareness early on and without regret.
- Map leadership impact to hard core bottom line numbers to gain the trust of the exec.
- Learn about real-time effectiveness coaching: What is it and how you can do it.
- Diagnose the coachability factor of your leaders.
Simplify your leadership development process with your best bosses and your beastly bosses. Move leader behavior and character from intangible to tangible output and results. Help all your leaders get better outcomes today.
Defeat the Dread and Fine-Tune Your Feedback
Why Hear This?
What holds so many people back from giving useful feedback? Some say, “It's not my business,“ or “I don't want to hurt that person,” or “I just don't know how.” Most managers are making it much harder than it needs to be. Yet feedback is a given. If you manage people, you must give them information about their past performance, right now in the present, so you can help them achieve in the future.
What Do We Get?
Judith shares a simple template for making feedback accessible for both the giver and the receiver of feedback.
Understand and incorporate the four key check-points to fine-tune giving feedback:
- The Intent : Check your beliefs and perspective about feedback — align your intent with your impact.
- The Type : Understand the impact of appreciative and developmental feedback.
- The Content : Manage the mix of objective and subjective feedback so that data compliments opinion.
- The Delivery : Set up and know how to convey the feedback so the feedback is willingly received and acted upon.
Raise the bar by giving user-friendly, accessible feedback to anyone. You'll leave this session more capable, being sure your feedback will have impact and make a difference. Recognize the impact that your feedback can have. And get going now. Don't wait until ... when? Just use these check-points and give that feedback now. That person deserves to receive it!