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Tools

Credible — The Six Leadership Conversations

CredibleThe Six Leadership Conversations is a resource, guide and toolkit featuring seven essential conversations to help you build your influence and make a difference when you communicate. The book is built upon a foundation of skills and human interactions that have been tested and proven in a variety of environments with our clients over the years.

The way you communicate and the results you get — your conversational competence — are indicators of your skills and capabilities and have a massive impact on your career and the workplace. Your approach will set the tone that will either build or diminish your credibility.

 The Six Leadership Conversations are:
1. The Listening Conversation — listening to understand and empathise
2. The Learning Conversation — facilitating learning conversations
3. The Feedback Conversation — giving and invite feedback
4. The Performance Conversation — coaching for results and performance
5. The Necessary Conversation — having proactive, necessary conversations
7. The Tough Conversation — leading tough, persuasive and sometimes disciplinary conversations

After reading Credible, you will know how to integrate the seven leadership conversations into your style and use them effectively.

Coming out in June 2018
Available on Amazon Kindle 


The Lens Strength Finder

The LENS Strengths Finder™ will help you:
1. Identify your strengths more clearly
2. Decide on how to develop and leverage your strengths
3. Decide on a course of action

It can be pretty lonely being a leader. And the more profile you enjoy, the less likely it is that an employee or colleague will spontaneously provide feedback on how you are doing as a leader.

Amongst others, Peter Drucker advocated that we all should focus on developing our strengths rather than spending time working on areas that we do not show much competency for. If you know what your top 3 or 4 strengths are, you can cross-train and develop a core of complementary competencies that enhance your strengths and add tremendous value to your clients and to the organization.

Rather than wait for the annual 360 survey, a quick and effective practice is to develop an appetite for asking for feedback from peers and employees and then matching the feedback you received with the results from the LENS Strengths Finder™.

Building on your key strengths helps you to find more meaning and passion in your work – and that has market value.

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From Growth to Great – How to Ask for Feedback

From Growth to Great™ — How to ask for feedback 
The From Growth to Great™ feedback model is based on the work of Carol Dweck, Professor of Psychology at Stanford University. It is constructed around adopting a growth mindset and aims at getting to specifics using two main questions on each feedback topic.

Invite feedback on your: Leadership style, Communication style, Ability to manage conflict, Way of mentoring others, Problem solving, Success at providing feedback, Style of managing change, Ability to implement strategy, Success at setting measurable goals, Way of delegating responsibilities, Approach to innovation, Personal organization and Customer service or on any topic you choose.

The From Growth to Great tool includes specialized feedback templates designed to systematically keep track of actions you want to initiate as a result of feedback you have received.

The Big Picture Feedback Map 
One of the most useful ways to nurture personal growth and to reduce your blind spots is to help close the gap between how you see yourself and how your colleagues perceive you — your personality, your performance and your influence at work.

The From Growth to Great tool will show you how to wrap-up the feedback you have received by summarizing the feedback into themes, impacts and strategies.

The feedback you receive will help prepare you to make adjustments and career corrections based on feedback. It will also provide you with valuable information that will expand the perspective of your manager when your performance review comes around.

The From Growth to Great feedback process works best when all employees use part one – From Growth to Great™ — How to ask for feedback and managers and others who do performance reviews use part two – From Growth to Great™ — How to provide feedback. 

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From Growth to Great – How to Provide Feedback

From Growth to Great™ — How to provide feedback 
The From Growth to Great™ feedback model is based on the work of Carol Dweck, Professor of Psychology at Stanford University. It is constructed around adopting a growth mindset and aims at getting to specifics using two main questions on each feedback topic.

Performance reviews can be one-sided — you as the manager might have a narrow and limited lens on what your employees or direct reports have accomplished throughout the year. The From Growth to Great feedback process is about growth and provides a structured and professional approach to providing feedback that is meaningful and action-oriented.

Provide feedback to your employees or direct reports on their: Leadership style, Communication style, Ability to manage conflict, Way of mentoring others, Problem solving, Success at providing feedback, Style of managing change, Ability to implement strategy, Success at setting measurable goals, Way of delegating responsibilities, Approach to innovation, Personal organization and Customer service or on any topic you choose.

The From Growth to Great tool includes specialized feedback templates designed to systematically keep track of actions and performance reviews.

The Big Picture Performance Theme Map
One of the most useful ways to nurture personal growth and to reduce blind spots is to help close the gap between how employees see themselves and how their colleagues perceive them — their personality, their performance and their influence at work.

The From Growth to Great tool will show you how to wrap-up the feedback process by summarizing the feedback into themes, impacts and strategies. The From Growth to Great process is designed so all feedback always end on a specific, positive and appreciative note.

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REMAP Your Motivation

REMAP Your Motivation is based on the work of Daniel Pink and others and takes you through five elements necessary for you to be fully engaged and motivated in your current job, position or career.
REMAP your Motivationcan also help you make an informed decision about a new idea, job, position or career within your current organization or with another organization or starting your own business.

The five REMAP elements are:
1- Reward
2- Engagement
3- Mastery
4- Autonomy
5- Purpose

It is a self-scoring exercise and should take 30m mins or less.

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Emotional Intelligence Assessment

The BarOn EQ-I is intended to help you better understand your emotional and social functioning. After completing an assessment, it opens up a conversation to explore your skills and initiate change. The BarOn EQ-i consists of 133 items and takes approximately 30 minutes to complete. Total EQ describes the broadest area of skills looking at overall emotional and social functioning. It is based on the most comprehensive theory of emotional intelligence to date and renders an overall EQ score as well as scores for 5 composite scales and 15 subscales:

  • Intrapersonal competence – self-awareness and self-expression
  • Interpersonal competence – social awareness and interpersonal relationships
  • Competence in adaptability – change management
  • Competence in stress management – emotional management and regulation
  • General mood competence – self-motivation

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The Pulse

Education events and interviews The Pulse

The Art of Mentoring

Exploring possibility in relationship
INTERESTED?

Mentoring is a commitment to bring out the best in the other person. It calls forth new possibilities through the flow of meaning in relationship based on mutual respect and trust.

Program details

Address

483-1641 Lonsdale Avenue,
North Vancouver,
Canada V7M 2J5
Phone: +1 (778) 386.5167
Website: www.possibil.com
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