This program equips leaders with tactical management tools that ensure they and their employees continually work with an outward mindset. Participants learn to assess their own effectiveness in growing and developing their teams. They also learn how to manage in a way that promotes an outward mindset throughout the employee life cycle, from selection and hiring to onboarding, orientation, and ongoing performance management. The program includes a performance management process and tools that make it easier for leaders to effectively approach employee correction and even potential termination, enabling leaders to develop employees who hold themselves accountable. This self-accountability is far more effective and motivating than the standard approach in which leaders hold their employees accountable.
The workshop covers the entire life-cycle of an employee. This includes:
Leaders will learn to:
Leaders must have attended the two-day Developing and Implementing an Outward Mindset course.
This course is appropriate for:
This course gives us a way to bring Arbinger alive in our company. It will take us to that next step of development and really allow people to be self-accountable.
Kenny Farnsworth | President | Rhodes Bake-N-Serve
One of my biggest challenges is attracting and keeping good talent. I've found it really helpful to focus on this idea of caring about people, developing people, and helping them get in touch with what their real potential looks like in the context of impacting others. It helps with retention because it’s a way to have those important conversations around what it looks like to get better—to resolve that tension between what currently is, and what’s possible.
Mark Jussaume | CEO | Tro JB
I report to a Board of Directors. Often, I find myself wanting them to tell me what to report on. But they’re a board of volunteers. How can I expect them to know what I need them to know? This course helped me clarify what I should report to them. I can identify the most pivotal roles I play and look at performance standards for those roles, then report to the board on just those elements. That makes their jobs easier and helps them know what to expect from someone in my position.
Sean Wilson | Principal | International High School of New Orleans
This course is helpful in providing a structure around how to have performance conversations: what to look at and what to communicate. The distinctive power of the framework taught in this course is the impact component. It’s what makes this model different, tangible, and successful. In our organizations, we often talk about employees’ attitude. But what is attitude? How do you measure it? How do you talk about it? The conversation is easier when you say, “The impact you have on other people.” It allows broader thinking for the employee and the leader.
Lynette Lopez | Marketing and Recruiting Manager | International High School of New Orleans