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Accountability breeds response-ability.
Stephen Covey
Available versions:
for Managers
Available formats:
2-hour, 3-hour (half-day), 1 day sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Accountability has been defined in a multitude of ways. Nevertheless, framing it as a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results feels the most conducive.
Excellence is built on a foundation of accountability. When accountability is the norm within teams, team members (1) feel safe to take ownership of problems, (2) cooperate instead of pointing fingers, and (3) find sustainable solutions that make the whole organisation more effective. Team accountability begins, however, with changing managers’ mindsets and behaviours.
A Manager’s Guide to Accountability & Care session is a practical workshop to equip participants with impactful tools to demonstrate accountability and care towards their company and each member of their team.
Defining what accountability is and what it is not
Main areas of accountability for managers
Understanding the big picture: accountability’s impact
Beware: six common ways of deflecting accountability
Main accountability practices: aligning on results, asking for accountability feedback, building the wisdom to solve issues, acting on issues
Further accountability practices: shifting to an ownership mindset, making effective decisions
Defining what caring is and what it is not
Understanding the big picture: the impact of caring leadership
Caring leadership practices: authentic presence, empathy and empowerment
Main accountability practices: training accountability, coaching accountability, holding people accountable, rewarding accountability
Role-modelling accountability
Recognise their accountabilities related to driving business performance, company resources, company culture and the workforce
Stop their victim cycle (e.g. ducking responsibility not to have to deal with the hassle of extra work, avoiding blaming, practising the “wait and see approach” and withholding action, etc. )
Invite candid feedback about their performance
Practice accountability through taking the initiative, staying engaged and persisting, thinking differently, creating new linkages, etc.
Demonstrate caring leadership by showing up more authentically, making themselves more accessible, adapting to team members’ needs, acknowledging and validating people’s experiences, etc.
Ask a number of impactful questions to correct poor accountability behaviours within their teams
Recognise and reward people who step up and take accountability
Hold people accountable through a three-step model
It turns out that trust is, in fact, earned in the smallest of moments. It is earned not through heroic deeds, or even highly visible actions, but through paying attention, listening, and gestures of genuine care and connection.
Brené Brown
Available versions:
for Managers
Available formats:
2 x 1,5-hour, 1-day sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Optional add-ons:
Stress & Wellbeing Assessment
During COVID-19, employees saw unprecedented kindness and care from their leaders. Managers proactively reached out more frequently to check in, counsel, empathise and provide practical assistance. They learned more about and became more sensitive to their employees’ wellbeing needs.
To some extent, the pandemic has also shed light on what matters the most in leadership: the unique connection forged between a leader and every individual team member. It is the strength of this one-on-one relationship that creates mutual trust, increases the leader’s ability to influence employees and elicits high levels of engagement, even in the face of the most difficult challenges.
After experiencing a more humane leadership style, employees are unlikely to welcome a revision to a command-and-control and all-business relationship with their managers.
Will leaders backslide to old, habitual ways of interaction? Or will they build on the fundamental shifts in focus and style to which they so adeptly pivoted at the onset of the pandemic?
This two-part Caring Leadership series will aid managers in becoming stewards of their most precious assets: the individuals they have been entrusted to lead. During the two workshops, participants will learn a toolbox of concrete, easy-to-apply practices to demonstrate Caring Leadership.
When people cared about each other, they always found a way to make it work.
Nicholas Sparks
What is caring leadership, why it matters, and the ROI of caring leadership
The Leading yourself first practice: answering the why, embracing intentionality, allowing support
The You are important practice: giving recognition, increasing connection, providing accessibility
The I see your growth potential, and I will support you practice: allowing people to shine, giving tools
The I would appreciate your help and involvement practice: sharing the burden, releasing control, creating involvement
Understand their “why” for being leaders
Be more intentional in how they speak and behave with their team members
Recognise team members in more tailored ways
Become accessible to employees in meaningful ways
Help others to find their voice
Better grow the gifts and talents of others
Release control and use their teams as sounding boards for their own thinking
Help team members to make contributions
Leaders who do not listen, will eventually be surrounded by people who have nothing to say.
Andy Stanley
Creating a culture of listening: seeking, reflecting, affirming, connecting
Creating psychological safety: earning trust, showing openness, extending invitations
Empowering employees to make decisions: loosening up, clarifying expectations, inviting risk-taking
Building team resilience: modelling resilience, being a guide
Practising holistic leadership: seeing the whole person, paying attention to details
Use the three levels of listening within the organisation
Establish a culture where others can speak up, pose questions or present countering views
Practice psychologically safe interactions
Release their need to micromanage team members and allow more freedom instead
Represent a different way of thinking about employees’ current circumstances
Reframe change and business challenges
Show more empathy and compassion
Relate deeper to the people they lead on an individual level
Flexibility is the new workplace currency.
Dr. Naira Velumyan
Available versions:
for Managers, HR Specialist, Wellbeing Champions, Employees
Available formats:
2 x 1,5-hour, 1-day sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Emotional flexibility is employees’ capacity to manage and adapt their emotions across various situations. It involves being open to different emotional experiences (pleasant and not-so-pleasant), controlling emotions effectively, and adjusting emotional responses to situational demands. Emotional flexibility is associated with resilience, improved relationships, and better mental wellbeing.
When employees are emotionally flexible, they significantly increase their tolerance for internal and external stressors. Emotional flexibility also allows them to shift their perception and actions when confronted with change and novelty.
In this two-part webinar series on Developing Emotional Flexibility, managers, HR specialists, and wellbeing champions are trained on six interactive elements: first, to establish their own emotional flexibility and wellbeing, and then to support employees in becoming more emotionally flexible.
Life is never made unbearable by circumstances, but only by lack of meaning and purpose.
Viktor Frankl
1. Values and Purpose: Your North Star
The foundation of emotional wellbeing lies in understanding our purpose and why we show up to what we do in everyday life. Consciously reflecting on purpose and values is essential since it forms our inner compass, especially when we feel the most challenged.
Becoming self-authoring
Outlining an inner compass
Defining your strengths: what gives you energy?
Best-self aspiration: the pull of your future self
2. Mindfulness: The Power of Your Focus
The next element is mindfulness. This element is about building a mental muscle and creating a single-minded focus in your key daily activities. This element is at the core of all other elements of the framework.
Noticing and using the pause button at work
Oxygenising and nourishing your cells
Mindfulness throughout your workday: when & how
3. Acceptance: Looking Fear in the Eye
When we are scared, we try to avoid complex challenges at work, we are afraid to fail or make mistakes. While this is entirely understandable, becoming flexible includes consciously going out of our comfort zones and learning from the experience. We must look our deeply held fears in the eye, with presence and without judgement. Doing so will reduce their negative impact by half.
Growth versus fixed mindsets
The “Saying yes to challenges” challenge
The practice of self-compassion
Reframing anxiety
Action is a great restorer and builder of confidence. Inaction is not only the result, but the cause, of fear.
Norman Vincent Peale
4. Defusion: Keeping Worries in a Healthy Distance
At the beginning of the second webinar, we continue with the fourth element – defusion – and look for triggers for worries, anxiety, and ‘what ifs’ in our minds. With defusion, we distance ourselves from our real or imagined fears. We do not ignore their presence but change our relationship to them. We leave them outside our nervous system so that we can focus on our task at hand and stay calm.
Naming your inner critic
Creating space and staying focused: the bubble technique
Practising psychological halloweenism
5. Self-in-Context: Taking the Helicopter View
The fifth element – self-in-context – is about building the ability to look at challenges from a distance. Often, we are so caught up in our busyness that we do not have an overview of everything that is happening. Here, we focus on taking the helicopter view and putting things in perspective.
Learning to zoom-in and zoom-out
The art of taking a flexible perspective
6. Committed Action: 5-4-3-2-1 Go!
The last element – committed action – is about creating a clear plan, supported by micro-level actions and a support network that we integrate into our lives to achieve our goals.
Why are you not taking action?
Overcoming self-sabotage and quitting your brain tricks
Mitigating excuses for success
Setting up your personal board of advisors
Life doesn’t make any sense without interdependence. We need each other, and the sooner we learn that, the better for us all.
Erik Erikson
Available versions:
for Managers, HR Specialist, Wellbeing Champions, Employees
Available formats:
1-hour, 1,5-hour sessions
Place of delivery:
online, on-site
Interaction level:
medium-low
Optional add-ons:
Stress & Wellbeing Assessment
Accountability has been defined in a multitude of ways. Nevertheless, framing it as a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results feels the most conducive.
Excellence is built on a foundation of accountability. When accountability is the norm within teams, team members (1) feel safe to take ownership of problems, (2) cooperate instead of pointing fingers, and (3) find sustainable solutions that make the whole organisation more effective. Team accountability begins, however, with changing managers’ mindsets and behaviours.
A Manager’s Guide to Accountability & Care session is a practical workshop to equip participants with impactful tools to demonstrate accountability and care towards their company and each member of their team.
The five components of optimal mental health
Current wellbeing themes and statistics
Wellbeing modelling and psychological safety
The vigilance framework: monitoring for signs of decreased mental health
Assessing individual and team wellbeing
Failure to intervene: common blocks
A step-by-step guide to raising mental health concerns
Clearly understand and communicate their roles in their teams’ wellbeing
Introduce vital elements of psychological safety into team dynamics
Recognise the emotional, mental and physical signs of mental health decline
Monitor individual and team wellbeing in a concrete way
Initiate empathetic mental health conversations
Guide team members to available mental health support
Managing multigenerational workforces is an art in itself. Young workers want to make quick impact, the middle generation needs to believe in the mission, and older employees do not like ambivalence.
Harvard Business School
Available versions:
for Managers
Available formats:
1,5-hour, 2-hour, 3-hour (half-day) sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Today’s workforce is a kaleidoscope of five generations, where each generation brings its values, communication styles, work habits, and wellbeing needs to the (often virtual) table.
When multigenerational differences are not understood, managed and positively integrated, manager-employee communication, team cohesion, and productivity suffer. At the same time, employee mental health can take a deep dive.
The focus of the Multigenerational Teams session is to help managers develop an awareness and understanding of inter-generational differences and the five fundamental roles they need to fulfil to keep team members motivated and engaged.
Understand the attributes of a genuinely well-functioning employee
Spot physical, mental and emotional signs of declining mental health, especially among team members who belong to the “vulnerable population”
Signpost employees to company-wide wellbeing resources
Model positive wellbeing behaviours (personal and corporate) to team members
Understand the strengths, difficulties and training needs of the five different generations
Better manage and motivate individual employees based on generational preferences
Manage their assumptions about generational differences
Establish and encourage generational diversity within their teams in practical ways
A team is not a group of people who work together. A team is a group of people that trust each other.
Simon Sinek
Available versions:
for Managers
Available formats:
1-hour, 1,5-hour, 1-day, 2-day sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Optional add-ons:
Stress & Wellbeing Assessment
Organisations can expect tremendous change and unpredictability in the next decades. To adapt while staying creative, innovative, and resilient in our volatile, uncertain, complex, and ambiguous (VUCA) world, team members will need more interdependence than ever. At the same time, team leaders must ensure they have everybody’s brains and voices in the game, which is only feasible when workers enjoy psychological safety.
Psychological safety is a lived experience in which employees feel actively included and appreciated within their teams. It allows them to express their ideas, voice their concerns, ask questions, admit mistakes, learn, and challenge the status quo without negative consequences.
Managers’ knowledge, leadership style, and daily leadership behaviours are significant in creating and maintaining psychological safety. However, a discrepancy may exist between managers’ perceptions of their team’s culture and team members’ actual experiences. While people leaders believe they have created a psychologically safe environment, the team’s daily interactions and behaviours may tell a different story.
Psychological safety is not just another fashionable leadership concept but a necessity. Its absence can stifle potential, neutralise performance, and erode an individual’s sense of self-worth. Managers who fail to establish psychological safety may witness their team members withdrawing, self-censoring, and redirecting their energy towards risk avoidance. Conversely, in psychologically safe environments, employees are more likely to take ownership and initiative, show discretionary effort, and actively seek and value input from colleagues with diverse backgrounds and experiences.
This highly interactive Psychological Safety session will equip managers with a practical toolkit to build, maintain, and model psychological safety so their team members can bring their whole selves and best ideas to the table.
The content of the extended sessions (1-day and 2-day sessions) is available upon request.
Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.
John C. Maxwell
Available versions:
for Managers
Available formats:
5 x 1-hour, 5 x 1,5-hour, 1-day, 2-day sessions
Place of delivery:
online, on-site
Interaction level:
medium-high
Optional add-ons:
Stress & Wellbeing Assessment for people managers
It has become standard form to speak about the early 21st century as the era of ‘VUCA’: volatility, uncertainty, complexity and ambiguity. On top of the economic, social, geopolitical and health struggles we face collectively, we are called to address the widening gap between how we imagined our professional lives and the present, ever-emerging, hybrid work reality. We are facing countless adaptive challenges.
Many employees still face the pandemic’s productivity, motivation, and mental health consequences. At the same time, managers continue performing a dual role: delivering team results and driving change while actively supporting their team members’ wellbeing – which became a strategic initiative.
In these trying times, mindfulness is an indispensable instrument in the managerial toolkit. Contrary to popular belief, mindfulness is not a relaxation tool but a series of practices that lead to a clear state of mind that helps to focus on what matters the most: keeping calm under pressure, developing leadership presence, fostering connection, enhancing motivation, driving effectiveness and increasing engagement and enjoyment.
The Mindful Leader Sessions will help managers look after their own mental, emotional, and physical wellbeing and facilitate improvement in performance, job satisfaction, psychological safety and organisational citizenship among their staff by using powerful mindfulness tools.
A boss has the title, a leader has the people.
Simon Sinek
Great leaders have three things: inner light, inner vision, and inner strength.
Sri Amit Ray
Posture is the architecture of our being. It represents and shapes our inner stance.
Marcel Boymans
Peace of mind comes when your life is in harmony with true principles and values and in no other way.
Stephen Covey
Communication works for those who work at it.
John Powell
I will get back to you as soon as possible
Wellbeing news, insights, tips, recommendations, cutting-edge research, new webinar and workshop offerings and strategy talk. Valuable information in bullet points and digestible chunks. It is all about wellbeing and performance. My blog post updates are included too.
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