Possibilities World

The program kicks off with an overview of different professional leadership levels from global renowned  leadership expert John Maxwell in which leaders can evaluate how much they much of the daily operations they do themselves and how much they delegate to different members of the team.  Here, we explore: 

​

• the differences between a Level III and Level IV Leader: in our quest to optimize a leader's capacity to create and nurture future leaders and ensuring organizational growth and sustainability, we first assess their ability to move from a 'production' based approach to a 'reproduction' based mindset.  Here, we identify different operational gaps where leaders tend to take on most of the work while their teammates remain ill-equipped to step into more contributing roles with confidence within the workspace.

​​​​​

• ways to clearly identify specific and realistic areas of team-based growth in line with organizational direction or business goals: we next step into a process where each leader reflects and discerns distinct spaces in which he/she feels different members of the team can step into, moving into their "stretch zones" and acquiring specific professional skills, mindsets, and strategies to effectively contribute to common goals and daily operations.  Ideally, this process should map out different ways in which leaders can equip teammates with targeted training in these areas and delegate effectively and efficiently to share the existing workload and drive ongoing growth in others.

​​​​​

Next, we segway into ways to develop individual growth plans for each team member within a given work team or department, taking strengths and current capacity into consideration. With clear and intentional planning , leaders can begin to see action steps emerge.  In this part of the training, we: 

​​

• learn how to construct training plans for each person on the team and divide workload and drive professional motivation:  through a process we call "now-wow-how", leaders can identify strategic growth goals for each person on their respective teams, and list various key activities to drive this learning forward.  Not only does this empower others and allow leaders to delegate with confidence, but this step drives motivation in team members, building ownership in shared goals.

​​​

• develop skills development training plans with specific timelines and systematic "building blocks" over the short-term : leaders learn to break down envisioned professional goals for each of their team members into bite-sized activities and training "blocks" that not only develop capacity and skills acquisition, but see leaders performing less "busy work" and stretching themselves in terms of better planning, more impactful coaching and overall delegation and support.

​

• set realistic skills acquisition metrics: in accordance with these individual growth plans, leaders will identify specific ways they can measure staff growth and on-the-job learning, making necessary adjustments to their plan based on evolving needs and emerging realities.​​​​​​​

We close out the ToT II program on the final morning by examining how influential leaders keep motviation alive in others, even amisdst challenge and change.  In this final piece of the training, we: 

​​

• explore ways in which leaders can cultivate better workplace empathy and proactive influence no matter the situation at hand: workplaces are ever-changing and always evolving.  As such, leaders must integrate tools and consistent practices that ensure they are at the ready to serve their team members, guide and support them effectively through challenges and temporary failure, and keep each person's intrinsic motivation alive and well.  In addition to their daily and weekly practices and check-ins, leaders must sharpen their problem-solving abilities to effectively manage whatever curveballs come their way, and engage their team members in this process for continued exposure  to innovative thinking and ongoing learning no matter the circumstance. 

• celebrate 'weekly wins' and highlight ongoing progress: to close out our advanced ToT Level II program, we look at creative ways in which leaders can cebrate team achievements and highligh individual accomplishments in creative and consistent ways.  Often, leaders will forget the value of highlighting organizational or business "wins" and the motivating effect routine recognition has on team morale.  To grow great teams, a culture of appreciation and recognition must be adopted to keep spirtis high and appetites for learning and growing strong.​

​​

​​​​​​​​

​