Value Orientation is both a mindset and a skill set. It’s all about framing every interaction with your key stakeholders (internal as well as external) around their desired business and operational outcomes. It’s about understanding that you are the HOW, not the WHAT. Their goals are the center of attention, you are simply their best means of achieving them.
Using this highly counter-intuitive approach actually increases the chances of influencing your key stakeholders and thus achieving your business and operational goals.
Becoming value-oriented boils down to four behaviors:
(1) Listen for value: discover what your key stakeholders desire through “Consultative Dialog”.
(2) Think Value: consider what you have to offer, filtered through your key stakeholders’ desired value.
(3) Communicate Value: present your ideas as a means (HOW) to achieving their desired value (What).
(4) Act Value: prioritize your daily tasks in a way that maximizes value to your key stakeholders.
In this talk (which can also be a workshop), we will learn:
Building Resilience through Cognitive Discipline
The rate of change around us is out-running our pace of adaptation. We now carry a severely outdated “Operating System” that is designed to help us survive and thrive in an environment that no longer exists.
- The Availability Heuristic (don’t watch the news!).
- Pain of loss is greater than the joy of gain.
- From top-down to bottom up (how our behavior can shape our mindset).
- From theory to practice: turning the tables on the mindset à behavior dynamic.
- “Unpacking our bags when we arrive”: creating permanence within transience.
- Positive framing (extra focus on that which is present, less focus on that which is absent).
- Curating our knowledge sources (less news, more books).
- Escaping the “Echo chamber” (taking control of FB’s algorithm, engaging with the “opposition”).
- Mirroring before responding.
- Embrace authenticity and vulnerability.
Recreating our “Virtual Corridor”
while working from home
As the world continues to adapt to the upheaval caused by the outbreak of the Corona virus, we must embrace the new operational circumstances that are part of our global efforts to balance personal and collective safety with continued productivity, and overall business process continuity (BPC).
At Vayomar, we believe wholeheartedly in the power of proximity between people who work with one another – there’s just no substitute for in-person interpersonal interactions to boost alignment, collaboration and mutual accountability! Nevertheless, we equally acknowledge the practical demands of the day and the need to work from home.
We’ve designed this 90-minute, interactive online workshop, which focuses on:
- Tips and habits that make for better online and conference call interactions.
- Methods for creating a “virtual hallway” that provides some of the interpersonal dynamics that take place in the hall ways of our physical offices. This session will combine a “frontal” introduction of some ideas to this effect, while mainly relying on interactive brainstorming to take place in a breakout format. That’s right – a format in which smaller work groups come up with ideas that are specifically tailored to your company culture and DNA.
Management Meetings - From Status Updates to Strategic Discussions
There are many types of meetings that eat up your schedule, but perhaps the most important ones for executives are management meetings. No other type of meeting offers so few individuals so much potential to influence the direction of an entire organization.
However, many organizations don’t handle them correctly, and when this happens, management meetings have little positive impact. In the worst cases, they can even become counterproductive, leading to important missed opportunities for management teams.
During this talk, we will review four criteria for gauging the value of management meetings. We’ll learn how to evaluate and strengthen each of them within a given organization:
How to Present to Senior Decision Makers?
Presenting to senior executives is unlike any other type of presentation. Simply put, the measurement of success, or the ROI on these presentations, comes down to a simple question: Did they see you as an ASSET or as a BURDEN at the end of your presentation? This will predominately be determined by a single factor: the degree of uncertainty that you removed from their “shoulders.”
To this end, we must learn how to think and present like executives who wish to improve strategic decision making, rather than like someone who has come to further drain the organization’s already limited resources.
In this talk, we will present a recommended five-part structure for any presentation intended for a senior executive – within your own organization or that of a customer or partner.
You’re Not Moving Slow Enough—The Unexpected Formula for Lasting Impact
Today’s world can be ultra high-paced, but what if moving slower actually increased your chances of getting what you want? The delaying of gratification is perhaps the most important variable in your ability to successfully influence people. It engenders trust and openness to collaboration, creating more opportunities for you to make a lasting impact on others and enhance your persuasion skills.
This interpersonal communication model is based on principles that can vastly improve your ability to influence people’s behavior with little to no dependency on formal authority.
The key is knowing how to identify and avoid the “Gratification Traps” that are frequently present in multi-participant discussions, and in dealing with volatile topics or high-intensity environments.
The Persuasion Table – Core Variables That Shape Interpersonal Dynamics
When people interact with each other, there are countless intervening variables impacting the stimuli-response dynamic between them. Nearly all of these variables are circumstantial and only a few of them can be anticipated and prepared for.
However, there are 10 core variables that are always present in any human interaction and which outweigh the cumulative impact of the circumstantial variables.
By learning about each of of these variables, we can identify and manage them in a wide range of scenarios and improve our ability to shape their outcomes.
Out of Sight – Out of Sync – Understanding “The Greater Context”
Empathy is perhaps one of the most important emotional building blocks for meaningful and productive interpersonal interactions. Having spent nearly two decades working with small and large, local and international corporations, we have learned that “Operational Empathy” can be just as important for silo-busting and cultivating a culture of collaboration and coordinated execution between the various departments within organizations.
We define “Operational Empathy” as the ability to understand and relate to the challenges and frustrations of our key stakeholders and critical interfaces. Sadly, there are strong forces that actively and persistently undermine the development of Operational Empathy.
In this talk, these “forces”, or meta-historical trends, will be presented as well as several practical methods for countering them in ways that foster “Operational Empathy” in service of a thriving and happy organization.
Small Talk? How about BIG Talk!
Many people don’t enjoy “small talk” and feel that it’s a waste of time—just a meaningless stage on the path to a “real” conversation. They couldn’t be more wrong! Small talk is vital in building trust, and it can have a significant impact on the outcome of a meeting, as well as become an important foundation for longer-term relationships.
“BIG Talk” is the phase in which people, unknowingly, evaluate the level of chemistry they have with one another, and it’s a critical foundation for their future interactions.
BIG Talk is an example of “Social Evolution”: the phenomenon of humanity moving from living in communities of individuals to being part of a global community of billions. In today’s world, knowing how to prepare for and manage a BIG Talk “session” is a powerful skill.
Minute to Pitch It
From 0 to Value in 60 seconds
One of the big challenges facing every manager is how to explain an innovative and complex idea when he/she has only few minutes at his disposal. The good news is that there is no correlation between the complexity of the idea and the amount of time needed to present it. If we haven’t succeeded in presenting the project/product clearly and simply in 4 minutes, we can assume that even eight minutes won’t be enough.
Innovation and Breaking Free from Thought Fixations
“Innovation” is a huge buzzword and, as such, we need to deconstruct it and bring clarity to the term, and then learn its practical use.
Naturally, we all have different perceptual and cognitive fixations that force us to think and see reality in a certain way. If we learn the three main kinds of thought fixation (symmetry fixation, constraints fixation, and complexity fixation), we can consider our challenges from a wider perspective and formulate more creative solutions, different from those we’ve come up with until now.
We can also analyze existing solutions in today’s ecosystem according to methodical tools and points of view. We will also acquire a tool to analyze and promote solutions for various challenges.
The Future is already here – Innovation in the face of rapid change
About 50% of Fortune 500 companies will lose their place in this prestigious list in the coming decade (Innosight Corporate Longevity 2016), and the current rate of change in the world guarantees that many more organizations will likely lose their positions in the market as well. What can we as an organization do to preserve our relevance in a world in which the average life-span of companies is getting shorter and shorter? Innovate! But how can we make sure this type of innovation is right for us, and that we have the capacity for it?
In this workshop, we’ll discuss: