TRAINING APPROACH AND MODULES
Value Unlimited provides a highly interactive learning environment characterized by the following:
Value Unlimited has developed modules in the following critically important skill sets and develops additional modules to meet specific client requirements.
Communicatinglistening with empathy to develop understanding; having constructive dialogue so that all relevant information is considered before decisions are made; facilitating meaningful consensus with buy-in from participants; collaborating to achieve synergy, creativity, and solutions to problems.
Leadingunderstanding strengths and opportunities for improvement of one’s approach and style through feedback from 360-degree surveys, the Myers-Briggs Type Indicator (MBTI), and observations from participants and the facilitator; understanding the impact of one’s leadership style on others and the organization; analyzing the impact of temperament and emotional maturity on the team; and making a plan for implementing new leadership skills. (See also all other modules.)
Team buildingcreating common vision, values, goals, and excellence through shared leadership, commitment, respect for diverse skills and temperaments, and synergy; contributing to work products and outcomes in a collaborative manner with team members in order to create the best results; being accountable.
Problem solvingconstructively involving people with differing points of view; asking the right questions; helping participants want to contribute; identifying the facts; looking for intuitive insights, the "big picture"; considering the pros and cons of logical, rational options; determining the impact on people of the potential solutions that are considered. Also see the modules titled "Facilitating Meetings" and "Managing Stress and Conflict."
Coaching and mentoringbuilding relationships, giving and receiving timely feedback, building trust, being a role model for providing value to others, recognizing that the differences between individuals are inevitable and can be constructive, and developing the competence and confidence of others to lead.
Delegatinggetting more work done, developing staff members and the organization; deciding what to delegate, whether someone needs training first, and what to keep for oneself; determining how much supervision and coaching to provide if someone has (a) no experience, (b) some experience, or (c) is already competent and experienced; establishing responsibility, authority, and rewards; and monitoring and giving feedback and coaching.
Making presentationsbuilding trust with the audience and creating common ground for interaction; managing nervousness; using nonverbal and verbal skills; creating audience interest and enthusiasm; increasing confidence; building facilitation skills; managing visuals, logistics, and the environment; making formal and informal presentations, and speaking extemporaneously. Practice presentations are videotaped and participants receive feedback from the instructor and other participants.
Facilitating meetingspreparing participants for the session, establishing ground rules, listening impartially, asking questions, managing dialogue and decision making, promoting productive interaction, managing disruptive behavior, using problem-solving techniques, and establishing follow-up responsibilities.
Managing stress and conflictlearning what causes stress and conflict in people of various temperaments and in oneself; identifying the symptoms and taking corrective action; helping others manage their stress and conflict; returning to equilibrium with associates after episodes of stress and conflict; making decisions in ways that involve others, thereby reducing the potential for stress and conflict while developing commitment and decision-making skills in others; learning one’s preferred conflict modes and making adjustments for varying situations.
Leading and managing changemaintaining the vibrancy of the vision, values, and goals that guide the team; involving all stakeholders in ongoing review of performance and performance standards; maintaining regular dialogue about making improvements and changing to meet new requirements; mentoring leaders and team members on how and why to identify potential change requirements; providing ongoing opportunities to develop new skills and knowledge; and accelerating the pace of change to successfully address unforeseen circumstances.
Negotiatingusing skills learned in other modules to listen, be flexible, have constructive dialogue, manage stress and conflict, solve problems, and facilitate meaningful agreement. Taking four steps (identified by the Harvard Law School Program on Negotiation) to: (1) separate people from the problem, (2) focus on interests, not positions, (3) invent options for mutual gain, and (4) insist on using objective criteria. Establishing one’s best alternative to a negotiated agreement (BATNA) in case negotiation does not work, and learning how not to give in to tricky bargaining tactics.
Identifying and prioritizing core competencies, specific skills, and best practicesclarifying "who should do what and how" in the organization, determining how to provide the best customer service and products, identifying the competencies needed and skills required to improve productivity and quality, and achieving buy-in from the organization for changes in job performance and quality standards.