Leadership Development Workshops

LEADERSHIP

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ORANGE COUNTY

Below is a partial list
of companies that have used Relationship Awareness tools.

Air Traffic Control Training Ctr
Alaska Pacific University
Alcatel USA
American Diabetes Association
American General Life
American Management
Association
Andersen Consulting
AT&T
Australian Stock Exchange
Barnes & Noble
Beloit Juvenile Correction Facility
Biola University
Board of Governors of the
Federal Reserve System
Boeing
Career Transition Center
CDR Associates
City of Arlington
City of San Diego
College d 'Extension Cartier
Command and General Staff College, Ft. Leavenworth
Compaq
Continental Airlines
Cook Inlet Tribal Council
Cracker Barrell
Cumberland Group
Delta Graphics
E.M. Sciences
Educational Services Institute
Equipro International
Exxon
FBI Academy
Federal Aviation Administration
Federal Express
First Union National Bank
GE Capital
Glaxo Welcome
Groupe Progima
Hartford
Harvard University
Hong Kong University of
Science and Technology
IBM
Ikon Office Solutions
Ingalls Shipbuilding
International Paint
Jaguar Cars
Johns Hopkins University
Johnson & Johnson
Justice Center of Atlanta
Kimberly Clark
Le Groupe CFC
Litton Avondale
Los Angeles County Department of Public Works
Louisiana State Police
Maverick Transportation
Maytag Appliances
Menninger Care Systems
Miller Brewing Company
Mississippi State Personnel Board
National Australia Bank
National Institute for the
Service of the Handicapped
New Zealand Employers & Manufacturers Association
Niagara Training & Employment
Nielsen Media Research
Novartis Crop Protection
Ontario Hospital Association
Oracle
Paxen Group
PE Biosystems
Pepperdine University
Peter B. Stark & Associates
PricewaterhouseCoopers
Procter & Gamble
Puget Sound Naval Shipyard
Roberts Wesleyan College
Sage Consulting
State of Kansas Department of Administration
State of Maine Human Resources
State of Minnesota
State of Oregon
Tamayo Consulting
Titus Task Force
Tomkinson & Associates
Toronto Hydro
Transport Canada Sys. Safety
UCLA
United Airlines
University of Alaska
University of Colorado
University of Maryland
University of Michigan
University of Nebraska
University of Texas
University of Washington
UPS
US Army Intelligence & Security Command
US Bureau of the Census
US Coast Guard
US Emergency Management Institute
US National Guard Bureau
US Office of Personnel Management
USAA
Veterans Administration Medical Centers
Women & Infants Hospital
Women's Council of Realtors
Xavier University

LEADERSHIP DEVELOPMENT

How will my organization benefit from Leadership Development?

Leadership training with the SDI typically centers around two main topics

leadership styles and conflict management.

All of our training is based on the principals of Relational Awareness. The Author & Developer of Relationship Awareness, Elias H. Porter received his Ph.D. degree in Psychology from the Ohio State University in 1941

Click on the links below to view a video clip.

Meet Elias H Porter

Elias H Porter On Conflict

Leadership Styles:
Facilitators like to start by using the SDI to help leaders understand their own style and preferences - then to recognize situations where borrowing another style would generate a better outcome. Training that provides opportunities for participants to practice borrowing other behaviors tends to be more memorable and have a more lasting impact. The seven Motivational Value Systems (from the SDI) can be presented as follows to illustrate leadership styles:

Blue (Altruistic-Nurturing) is a supportive style of leadership. Leaders who score high in the Blue part of the triangle tend to have a great concern for the people they lead. They may be more willing to bend a rule or let go of a desired outcome in exchange for better morale or the benefit of an individual employee - trusting that creating a better working environment will ultimately lead to better results.
Red (Assertive-Directing) is a directive style of leadership. Leaders who score high in the Red part of the triangle tend to be outcome oriented. They may try to find the quickest route to a desirable result and want to be the first to market with new products or ideas. They tend to be persuasive and to organize people and resources to get things accomplished. They may be willing to reduce research time or over-burden individuals in pursuit of results.	"I am yet to find a client who is not captivated by the multi-colored Dynamic Triangle that proudly goes up on the department wall, making the team aware of the variety of strengths they bring with them."
Green (Analytic-Autonomising) is a Procedural style of leadership. Leaders who score high in the Green part of the triangle tend to be concerned about processes, fairness, and order. They may prioritize standards, accuracy, and thoroughness in their decision-making. They may be willing to defer an opportunity or restrict access to needed resources until certain of the appropriate action.
Hub (Flexible-Cohering) is a consensus-based style of leadership. Leaders who score centrally in the triangle tend to be concerned about incorporating input from multiple sources to produce a result acceptable to all parties. They tend to select strategies that allow future flexibility and preserve or generate future options. In an effort to balance their decision-making, they may make decisions that look inconsistent to observers.
Red-Blue (Assertive-Nurturing) is a coaching or mentoring leadership style. Leaders who score high in the Red-Blue part of the triangle tend to focus their energy on developing others and ensuring that they succeed. They tend to be enthusiastic and like to build support for key ideas or initiatives. They may be willing to discount facts that do not support their objectives or overlook details that appear insignificant at the time.
Red-Green (Judicious-Competing) is a strategic style of leadership. Leaders who score high in the Red-Green part of the triangle tend to rely on logical plans and principles as the quickest means to a desirable end. They may be intently focused during key times and prefer to remain behind the scenes otherwise. They may be willing to accept reduced morale or people problems as a matter of course if the objectives are valuable enough.
Blue-Green (Captious-Supporting) is an empowering leadership style. Leaders who score high in the Blue-Green part of the triangle tend to focus on building the capacity and capability of their staff. They want people to be able to do things on their own without too much reliance on the leader. They may be willing to suffer initial setbacks or forgo desirable results during times of transition in order to achieve a self-sufficient workforce who can learn from their own mistakes.
Conflict Management for Leaders Several recent studies have found that the number one reason people leave their employer is their relationship with their immediate supervisor. Conflict management training for leaders gives them the tools they need to recognize and resolve conflict. When leaders understand that people's ability to focus diminishes in each progressive stage of conflict, they are more likely to attempt to resolve conflict at Stage One - where the parties involved are still concerned about each other. They see more clearly the costs of allowing conflict in the organization to get stuck at Stage Two - where a lack of concern for the other parties generates turf battles and stifles communication.
Leaders who have used Relationship Awareness tools understand their own changing motives during conflict situations and learn to recognize what's important to other people - and what to do to resolve conflict effectively.
Other Leadership Training Many leadership programs integrate our feedback tools to help leaders see how they are perceived by others, or understand what others expect from them. The SDI also fits nicely with other leadership concepts and models such as Situational Leadership� (Situational Leadership is a trademark of Center for Leadership Studies.)

LEADERSHIP

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