Archive for the ‘Leadership Development Training’ Category

Successful Team Communication

Friday, March 14th, 2014

Leadership DevelopmentLearn to Communicate Clearly so You Say the Right Thing at the Right Time Every Time!

Have you ever wished you always knew just what to say?

Ever wished your entire team executed under high trust?

Successful Communication starts with Outcome Thinking® – a brain based communication strategy created by Anne Warfield.

Strategic communication is the key to getting your idea’s heard effectively so that people take action on what you say! Our motto is that action creates results.

The first step in communicating with Outcome Thinking® is to understand your true Brain Style. Knowing your brain style will help you create strategic communication that moves people to action.

We have shared these concepts in live training and private events and with advances in technology now we will share these secrets with you via virtual learning, saving you time, money and resources.

Session Date April 24, 2014

12:00 pm CT (1 pm ET, 11 am MT, 10 am PT)

Live Virtual Training: $199

How To Register:  Click Here

Learn More Here:



Leadership Development : Would you hire yourself tomorrow?

Tuesday, January 14th, 2014

Would you hire yourself today?

Watch Now as Anne shares how, no matter the position, we’re all leaders. She’ll share several key strengths you’ll need to exhibit.

“I want Anne to share with me..” Get a personalized Video Blog that answers YOUR burning questions!
While other companies make generic video blogs, we want to get to the heart of what you, a Valued Outcome Thinking® fan, really wants answered.

So each month you will have a chance to send in to us your question so we can create a video blog that gets directly to what you want to know! Simply WATCH NOW, Leave a Reply with your question and click Submit.

How to make a tough decision more easily

Wednesday, July 31st, 2013

As a leader you are constantly being asked to make tough decisions. The following are typical themes I hear when leaders are having to make a tough decision- “I am not sure how Mary will feel about it,” “Tom might take it the wrong way,” “Jim’s a great guy but I am not sure he can lead this group.”

As you notice, they all follow the emotional side of a decision and the impact the decision will have on the person or team. So how do you separate the two so you don’t make a decision based on just emotion?

1. Assume the opposite point of view on the emotional element. So “If Mary was fine with this what would I do and why?” “If Tom were to embrace this what decision would I make and why?”

This will tell you what your logical decision would be IF you didn’t have the emotional element in it.

2. Then look at the logic you would use to support that decision WITHOUT the emotional element in it.

That is now the reasoning you use to explain your decision.

So let’s say I have to hand a project off and I want to give it to Jane but I think Mary will feel that it should have gone to her. I also know that Mary has been struggling with some other things and I know she will feel she is not pulling her weight on the team. I know both mary and Jane could do the project. Now the emotional element starts to have too big of a weight and may cause me to make a poor decision or poorly talk about what decision I made and why. Mary has become the center, not the project.

If I pull Mary out of the equation by saying “If Mary were fine with this, what would I do and why” and my answer is “I would give the project to Jane because it ties more long term in to what her team is working on and she has the resources ready.”

That now becomes my decision and my reasoning I share with both Mary and Jane. It has no emotional element but does follow a strategic strategy going forward.

How To Overcome Resistance From Team When New Leader

Wednesday, July 24th, 2013

executive presenceWalking in to a new team can be exciting and intimidating. So what is the best way to transition so they embrace your leadership style, remain open to ideas and stop resisting change?

Remember to the team you are a powerful unknown–you are the one who can most influence their paycheck. This leads a team to want to “prove” to you their value.

Unfortunately this leads to people defending what has been done in the past, to watching you skeptically and to people not openly sharing the elephants in the room until they feel they can trust you. This means you end up with limited information that is improperly skewed.

So how do you level set the field and open up the dialogue?

1. Openly share your working style.
Since their brain’s natural tendency is to want to protect themselves, they need to know right up front how you work, what is most important to you, and how they can best interact with you. Don’t make them spend months speculating on what you want or need. Take the guess work out by sharing your values.

2. Share a story that demonstrates your style of thinking and working.
One executive I worked with shared with his new team about managing a cucumber patch and how tenacious he was in working that patch. It became the theme for the group when they knew that Ron wasn’t going to give up on something. Another executive, John, shared how when he was newly appointed as a manager the mistake he made, what it cost and what he learned. He then wove that all in to a presentation on his values and expectations. John said that the level of trust it usually took him 6 months to get to, he got within 2 weeks with his new team. This lead to faster productivity and results.

3. Find out what each of your direct reports needs from you in order to perform better and to challenge you when appropriate.
By you asking these questions, it demonstrates your expectations and let’s them know that you want them to appropriately challenge. You create a street of Trust that is two way.

When you use these three simple steps you can drastically reduce the time to build trust and rapport with any new team.

I would love to hear your success as you apply this as well as your stories of what you did to build trust with a team rapidly.

Impression Management Professionals

When The Right Thing Is Said At The Wrong Time

Friday, July 19th, 2013

presentation skillsI love the saying “the outcome of a rain dance is completely dependent on the timing”. Meaning that you will get rain if you time your rain dance with when it is suppose to rain.

Getting results to a tough message is much like a rain dance–the results are very dependent on the timing. Most people will accept feedback if it is accompanied by the following: 1. Trust in you, 2. Faith that you are giving an unbiased fair version and 3. Believe that you have their best interest at heart.

To get the best results you need to have all three factors so the listener will suspend their doubt an truly take in the message you are saying. If you only have two of the three, the listener will weigh what you are saying but may not take it to heart and make changes.

This is why you could have a best friend and a co-worker you don’t like tell you the same thing about you and one you believe while the other you feel is being spiteful.

As a leader you are constantly being asked to give feedback to those that work under you. Make sure, like the rain dance, that you have good timing so the feedback can be taken in the context it should be.

Need to know what to say? Share a situation in the comments and I will offer some ideas on how to handle it as well as other readers will offer insights.

Impression Management Professionals