Thank you for being here. It’s a pleasure to be with you. I’m going to start sharing my screen so that you could look at the slides that I prepared for the session.

And it’s such a wonderful opportunity to be able to share the experience that we’ve had, in working with corporations and helping them, for making changes that they need to in their leadership and in the culture.

So the the approach that we’re gonna look at today is integrated in that it involves everything from coaching, training, use of tools, and consulting So, as we’re waiting some of the people are coming in, if you wanna pop into the chat, whether you’re a consultant, a trainer, a coach, all of the above, just pop it in there at the beginning. It’s nice to know who’s, what your backgrounds are. So I can also try to, paper what I what I say to to your needs. So just a bit about me very quickly.

I am an organizational psychologist, and I have a specialization in an area called instructional systems design, which isn’t known by many people. Just like performance technology is also known performance technology will be talking about more about today, but, so I’ll only define instructional design is a systematic approach to designing training programs to be able to guarantee results.

So I am I’m American. You probably picked that up for my accent. Although I live and work in Italy, and this has been now for over thirty years. I have also lived and worked in besides the US where I began my career and did all my studies and I grew up. I also worked in Australia and, in Singapore. And now, as I said, I’m I’m living in Italy, in particular in Milan, Italy, and but we work all over, EMEA.

So I’m also, an entrepreneur. I started a performance technology solutions in two thousand and two. And we have a an important client portfolio of multinational companies, and we’ll be sharing with you two of many client cases that we have. And I’ll be giving you, a link at the end of the session so that you can see more cases if that’s the thing that interests you, because we it’s a very pragmatic approach that I’ll be using, with discussing with you today. And we are, partners of FastFIVE, in Italy, and I’m a master certifier of, FastFIVE since two thousand and eight. So there’s a lot of experience there that I’m hoping to share with you. Also done some work as a an adjunct professor for a number of, international institutions.

So you might want to take a picture of this QR code or from the chat, you’ll find, in the chat, there’s the link that you see here on the slide. So take a picture of that because we’re going to start we’re gonna do a very brief polling because today, as you know, we’ll be talking about change. And change is one of those things that impacts all of us. So we’re going to begin, today by asking you some questions about change and how you react change because it helps us to understand how to manage it from a psychological and organizational point of view.

So the first question So hopefully you’ve been able to get that QR code, and I’m watching as you respond, and you can answer as many of the following that you agree with for yourself.

Think about when someone told you that you had to change. You had to make a change.

How did it make you feel? You might have had a number of feelings, but we wanna see broadly for most of you, how you generally, react when you get, asked to change something.

And so this will help us all to understand and get, get in the mood and ready for the discussion about transformational change in organizations.

So I see thirteen, responses so far and we have twenty three people online. So I’ll leave that open just a bit so you can continue to respond. We’re all answering the question about how we react to change.

And what is the emotion that comes up for us when we have to change something? We’re not talking about when we choose to change, we’re talking about when the external forces require that we make a change.

Everybody reacts differently, and it’s interesting to note and to discuss about it, which is why I’m asking you the question. So I’m seeing about twenty two responses. I know it’s not everybody, but at least it’s the number of people we have together with us today. So we’re gonna look at the way that you’ve reacted. So many of you are growth mindsets. You could get excited. You’re open to the possibilities.

The majority who are online today at least in the session.

Many people as we do see also from the reaction of this group feel fear fearful, that perhaps they won’t be able to change or they don’t like the change.

And they might become resistant because of the fear. And this is an important emotion that we need to understand when we’re working with organizations and with individuals about this need to change and how we can assist them in overcoming and breaking through this limiting a emotion that they have because it is it is a real emotion. We have to recognize it and we have to support people so that they can work through and transform the change.

Many people lose energy on it. They lack emotion as, we see also in this group So I’m thank you for being candid. And all of the questions, by the way, are anonymous. And if that’s the reason I’ve used the tools so that you could be honest, in your answers.

And so I appreciate you doing so. So as a result of those feelings, were you able to make the change? This is the question at hand. So we please feel free to answer that.

I see people are starting to answer so far I’ve seen a couple of responses.

We’re a bit far from the number of people in the room. So I’m curious to see the outcome And I love using polling. It’s so it’s a great way to engage people, especially online.

And, we get people to reflect. So it’s such an important aspect of our, the way that we design the interventions that we do So I will I will actually share even though not everybody has finished. So we might see it move a little bit. But I wanted to share the responses with you.

So as a result of those feelings and the majority of people said they were excited. So look at is not interesting. The people who are open to change and get excited about it are also able to make the change. And those who perhaps are fearful or have a low energy, the resistant.

They might find they’re not able to make the change. At least not so easily. Perhaps as those who are open with. So I think we have an unusual group here today, but I’m not surprised because we are the fastest five live and that means that a lot of you are practitioners So your coaches, your consultants, you might have that approach to change. As I do, I’m excited about the opportunities for change. I’m one of those. I was chatting with Sonia at the beginning before we started.

One of those early adopters of technology because I love it. I believe that we can use it for for good. So today’s agenda, we’re going to be looking at organizational dynamics So I’ll give you a grounding in that very quickly just from a a novel point of view because probably many of you are are also working as I do in consulting to organizations, coaching, and training.

And, we’ll give you some two real client cases that we’re going to discuss and exchange with you. And also the lessons that we learned from these particular cases, but also in general.

I’ll try to leave some time for a q and a at the end.

So let’s get started. Just for those of you, especially, that may not have a background in working with organizations, maybe you work with individuals.

I wanna to get a brief, foot in the door, when it comes to organizational dynamics and why, I believe that we need a systemic or systematic approach to work with the chaos that we often see in the organization.

Some of you, you might be familiar with this very famous parable.

The parable about the six blind people who are going to and we see them with the actually blindfolds on here, but let’s say that they’re blind and they’re being asked, what is it that we are encountering?

So just like in an organization, each one of these people, they’re touching the elephant from a different point of view. They’re looking or touching trying to get to know. So think of it as our filter in the organization. Our filter could be the way that we show up. Our role where we are in our function in the organization.

So that’s the analogy that we’re thinking about. And what happens?

Well, one of the blind people touches the task and says, oh, beer.

Suspear that we’re coming in contact with. And of course, then we’ve got the person who’s touching the tail.

And he says, No. It’s not a to us. It’s a rope that we’re in touch with. And so the the the things that they both see are different aspects.

The person then on the other hand who is touching the trunk says, no. You’ve got it wrong. Absolutely.

It’s a snake. Oh my goodness. And he’s afraid of the snake. So, you know, we can I could explain more about it, but you’re getting the idea, right, that We all see the organization from a different point of view?

Few in the organization, only those perhaps, and we hope at the very top have a vision of the entire organization and what happens. So this dilemma actually brings us to create and need an approach which is systematic and systemic so that we can get an idea of the big picture And this is an important grounding to what I’m going to share with you about the cases today. So I told you that I am a performance technologist. I’m certified in that.

And, what exactly is performance technology? It’s not something that I made up. It is a real discipline And it’s kind of like saying, you’re an engineer, but it’s not an engineer. Maybe it’s engineering of organizational performance, It’s about working with organizations in a very holistic manner, using a methodology and approach which provides us the opportunity to look at how we can make improvements which can help to align the different aspects of the organization and to look for causes when we have difficulties so we do root cause analysis and things like that.

Many of you might be working in the consulting field. You might also do similar things. And we can do all of these things to help to align the organization and the people to achieving the mission and the goals. So how do we go about doing that?

We use this very systematic stymatic and systemic analysis.

So when we go into a client, we generally, do an overall view, of this situation based on the the the briefing that we get from the client, to be able to analyze if there is a performance issue, what could be the causes of that, and then we work in a very systematic way to provide an approach which involves many stakeholders within the organization.

So we don’t generally Although I I must admit often a client will insist please do this training. X. We need this X training and then course, we always work with them to find out, well, what is your expectation? What will change due to this training or to this coaching? And we try to work with the the top stakeholder, the top client about that. And often, we’re able to, get them to shift and to recognize that if they want to get certain result, maybe a solution that they’re proposing to us isn’t going to get them the full result that they want. And therefore, if we can do an analysis with them in a systematic way that we can help them to get a solution which is integrated and that might align more with the real needs of the organization, and therefore we could measure an impact of what we’re doing.

We monitor often, with the in together with the client and measure the results that we are achieving. And and this helps us to be able to get concrete results. And, obviously, this is the sort of thing that as an approach, helps us to, create a stronger partnership with our clients and which is why on the average most of our multinational clients that we have, we deal with them from anywhere from five to ten years, not doing the same project, doing different things, but because we gain their their trust and we come to meet their needs. It’s a we’ve become a trusted partner in the in the their performance. So they ask us to do many things.

So for those of you who aren’t haven’t thought about it before, I just wanted to give you a chance to meditate on the fact that, you know, well leadership culture and performance. How do they fit together?

They’re certainly directly linked.

Leaders and their leadership the way that they show up and the way they propose the culture to be and the way they model it has a huge impact and the way that we communicate about our culture our organizational culture has a huge impact on how the rest of the organization actually follows through.

So that’s an important aspect of it. Both when when we can get a strong leadership, which is in alignment with the the culture that they want promote.

We can actually see that code that companies that have that high level of culture, they move more quickly the the literature tells us that, you know, from good to great, you might have seen this this book or many of the other, Harvard Business Review articles that talk about, you know, culture and a strong organization culture helps us to move much more quickly than when we’re not aligned. So this is an important aspect of what we’ll be looking at today. So now we’re gonna begin with a one of our cases. And what we’re talking about is a global clinical diagnostic machinery company. So we’re talking about a geographical area of EMEA and also India.

Okay. The the organization is wider, than that. But this is the the part of the organization that we were working with. And so I’m gonna share with you everything from a to z on, on that case. So this, at the background, and on this organizational situation, is that, the organization we were briefed, was working in silos, between teams. This is something that you might also see If you could pop into the chat, do you see a lot of silos happening in the companies that you’re going into? Meaning that people are working in their vertical units and no matter what the business unit may be, but they’re not maybe communicating in a across the various units.

And, so within the same marketing and sales department, it was happening at this organization.

There was very little awareness about being part of the same team and being interdependent and interconnected.

So our big challenge and opportunity was to help people to recognize this. So I’m we’re gonna, after we look at the briefing, I’m also gonna with you how do we go about managing this and improving the results they were getting. There was a lack of collaboration across teams then, and also a very competitive sort of behavior amongst them. And that became very unproductive and made it a climate of work, which perhaps wasn’t, not not a good place to work, but but not only that. It it prevented them for from reaching, their common corporate goals.

And, in those that they were able to reach, it was slower in terms of the, the expectations that they had at hand. So, the project objectives in particular were to be able, the importance of raising awareness. We talked about this.

At probably every session in in fast and five live, we’re talking about awareness. We need to raise the group’s awareness about their strengths and their areas for improvement.

With the objective of being more constantly in collaboration and the benefits that they could achieve through the collaboration.

We also looked with them at the, optimizing and integrating the organizational values and in the team and the communication that they had within silos, but also between, the silos. So we looked worked a lot also on their active listening and their understanding and their interdependence and their issues related to trusting.

Because trust often is at the basis of all of these issues.

If we’re not trusting, we don’t delegate. If we don’t trust, we don’t communicate if we don’t trust, we don’t collaborate.

And, all of these, so we we really have to dig dig deeper we can’t work at a superficial level with organizations if we want to get a real transformation.

So they also needed to increase their accountability to be able to achieve higher results and to be more successful as one organization.

So the how did we approach this? So we worked with, the director of the organization, as our main stakeholder together with HR.

And, we’re working on a over a, you know, nine month, twelve month period.

And so we did our original analysis because also here, we were originally asked to do an intervention, which was just about training. So often you get asked a solution rather than, people or clients might not share their problems. So I’m we tend to approach it more in a coaching format, which we ask more about the pains and the symptoms that the organization is feeling at the moment. So that we could or observing. I shouldn’t say feeling. I should say observing.

So that we can work on the symptoms as opposed to just providing a solution, which might not be effective. When you think about it, and this is something that we had to address as an organization early on and even when we started the company in two thousand and two, the importance of taking a request, but then trying to identify what the real needs are. And so, in order to do that, we have to help the stakeholder, the main stakeholder, to be sensitive to. They are having different aims, and those pains can be managed in different ways.

And it’s our ability to be able to convince the stakeholder, that this the commitment that they provide is critical to us being able to do an important sort of an intervention for them. So we we recognize the importance for communication. Communication has to start early. It has to be strong.

It has to be transparent, and it has to be throughout the organization. So from the beginning, as soon as we get a good idea in terms of the analysis of what’s happening, we start preparing our communications out to the the organization about our presence, how we could be working together as a partner, the impact that we’ll have on them in particular because everybody wants to know what’s the impact on me. And so this is so fundamental to be able to to bring to the group.

To the organization.

Also, the, we used Fast Five in this project on a very a wide basis. So, we began with the administration of the, five. So all of the people that were in the core group and we’re talking about thirty five people approximately, from the director down to the the middle manager and some of the direct reports that they had.

Within the organization.

And we used an approach, with the with the directors and with HR, we did an individual debrief However, due to financial budgetary issues, we did group debriefs, with the the rest of the group. Before we begin to work with them as a team. It’s fundamental that people get their debrief and understand their individual and raise their individual a level of self awareness before they begin to, work as a team. Otherwise, they don’t have the level of, of awareness that they need in order to be able to address and to work and to take it full advantage of what we use in our teamscape.

So teamscape is, for those of you who are not perhaps less than five users, is the version of the reporting that helps us to see the dynamics of the team and how they work together.

So We did this, these debriefs.

And, then after doing the debriefs and the people accepted them very well, we had a very high level of recognition, that what they were reading in their, reports reflected who they were. And so that’s the first step. We also invite them all for to, ask for feedback from those who are around them who know them best, especially when they have some kind of a doubt as to whether there was something written in the report. Does this really reflect who I am? And generally speaking, those who use that and if as a feedback, tool that they find that they agree, afterwards that they’ve it’s stronger experience that they have with the use of the tool. So we we had a fantastic opportunity. We’re talking about a a multinational team they wanted to do a team building and they decided to do it in in Lisbon.

And so we all went to Lisbon. And we didn’t know that we were gonna have a, a size of a room for thirty five people, which is maybe I don’t know to give you an idea, I would say, like, seventy square meters, and we were gonna be with them for two, three days to do their overall debriefs.

And, so we started the night before, sharing the the results, and we have them get to know each other. By doing a an exercise that we invented. I believe we invented. So so maybe some of you are doing the same. We call it the art gallery. So, basically, everybody knows what their, their family is already.

But they the others don’t know perhaps after we’ve done a line dance, which many of you have probably conducted, meaning that people get to see how they position in terms of their they’re different factors.

And so they get to know each other a little bit better this way. But then we also have an up to sort of a three sixty degree evaluation on a spot using, very simple, rudimentary methods like, walking around the room and having a sheet of, a paper that comes from the flip chart, and then putting on the the flip chart when they see the name, you know, Diane Fryman.

Diane, I think you’re a, you know, entrepreneur, I think you’re, and then guessing the family name. And so they get some feedback this way. It’s always very interesting. And they move from from one to one to to get to see how the outcomes are. And it’s always a very eye opening experience also getting the feedback this way, and people get to know each other very quickly and they interact.

In a very fun way. And so we found this a very useful way. So that session, we we were able to create simulation we did two simulations with the group the day after they did the getting to know through the use facet.

Where they we created problem solving after we did a a trust building because that shouldn’t because that’s the first thing we always do is we start with a trust building And, we do that in a number of different ways in this closed hotel. The way we decided to do it was, having them partner up. And one person was blindfolded, the other person would have to accompany their colleague and have them go through an experiential situation right there in the room. So we had spices.

We had, foods. We have flowers. We had all kinds of things out on the table. And the, partner was supposed to conduct them through.

So creating trust and and showing them that they could trust them, by guiding them through the session.

And helping them to experience fully what was there on the table. And, the the two problem solvings that we did were the ones that after we created trust.

We’re we’re fundamental for making, having a transformation and a breakthrough. Basically, we created a problem solving, which required that the team collaborate otherwise they couldn’t achieve the the overall result. So what did they notice that by it was kind of funny that what what happened during that as well that the director.

He was given instruction to work with the the HR person in the in the problem solving to be on the other side of the the analogous river, because the four groups had to end up on the other side of the river to join, the sorry. I’m distracted a bit.

To join the the people on the other side. And it’s kind of funny what came up for the director is that he evidently didn’t listen or didn’t want to, collaborate We had to give him feedback as well at the end and in fact, some of the issues related to the working with the director, were a part of why the group was that the way that they were as well. And, so that was all good food for thought and and gave us opportunities to interact with director. So after the the team building, we had two different follow-up sessions.

And, through those sessions, we also monitored the the how they were working together.

They wrote, individual plans also at the end of the team building and the group plans. So we monitored those plans in order to allow for us to be able to see the impact that we had. So you can see this sort of integrated approach training.

We had to do a bit of coaching with the director. Although we didn’t we didn’t do it in a formal way, in this particular project. But we certainly had to give feedback and and work with him through throughout the the project. So this is one example.

The the results that we were able to achieve together, Chris increased collaboration and communication reported by the teams themselves.

They told us also that they were able to, increase engagement. And so the engagement is is very fundamental to getting accountability.

And, they they self reported this is occurring.

They reported fewer conflicts and also the director noticed there were fewer conflicts, because the breakthrough that they made by the we got to the lunchtime and they did that, this very, they failed in the problem solving, but sometimes the failures are the are those, opportunities that helps the team to become stronger because through the debriefing process, we were able to bring them to a better understanding about the that what they were doing in the simulation is what they were the doing on the job. So that that’s our whole. It’s very creative and, challenging approaches that we have to find and set up the problem solving so that we can create create in a sub, how can I say experience which everybody’s observing all the behaviors that they, imitate what actually happens on the job that, therefore, since we’re all observing all at the same time through the debrief, we can actually get them to move from one position of understanding of their behavior to a new understanding so that they can change the behavior?

And this is the fundamental aspect of what, come came out of, this particular project, which was amazing.

Some of the individuals showed sort of a transformation in their mindset, especially those who didn’t realize that their behaviors were competing.

Even though they’re, they might have gotten feedback previously. They perhaps didn’t recognize it, but going through the simulation, help them to to understand that better. So think about the questions that might be coming up in your mind. You might pop them into the chat.

Sony’s gonna help me to to curate that chat and so that we’ll allow for time at the end. So we’re doing well on time. I see. And we have the second case.

It’s a very interesting case.

A client, also that we’ve been working with for at least eight years on different, sorts of interventions, whether they be coaching, training, or consulting, And, it’s a renewable energy company, throughout it’s a global company.

The background on the organizational situation as our briefing originally when we worked with the CEO, who was considered to be a very strong technical, background, but just had a sort of an authoritarian approach and maybe needed, assistance and people management and communication skills. Now this was the briefing that we received through HR because they were the ones who actually brought us into the organization was HR.

So this was this, this is the tricky bit and and something interesting and that to food for thought for those of you who do this sort of work. You’ll see the solution how we worked on it, to get the CEO to come around to understand his his needs so that he would be asking for coaching.

So, it was also a poorly coordinated team that were not meeting deadlines on time. And, also not hitting their objectives.

So the the project objectives themselves, were to improve the leadership motivation and the the team collaboration and to increase individual accountability also in this particular case. So the approach always begins, from our point of view, we need to do a good solid analysis, so that we can understand, the organization where we’re going to the photograph of the situation at the time. We also may be doing a cause analysis to understand if there are any critical issues to understand, the critical issues, can be caused by many different factors.

And, you can’t know that until you do a proper analysis.

So, this helps us to then identify, how we can provide a solution that will bring us to, like, get a measurable result. And so, the communication with stakeholders is fundamental and something that we always insist on doing support very heavily HR and our our main stakeholder in communicating out, the activities that we’re performing. And the reason, the why about why we’re there and so that they can come to understand that it’s a benefit.

As you told me in our polling at the beginning, some people are fearful they may lack energy, the environment be resistant to change. So the only way we can help them to calm their fears is to communicate in a positive and constructive way to help them to understand what’s happening, how they will be affected by it, and what’s expected in terms of their, shift in behavior.

So, also, again, here we use Faxit five. We use the the full profile, and, we also use Teamscape because we had the opportunity to do individual debriefs. The budget allowed for that. So that was great. We always prefer to do individual debriefs where we can because we get a higher level of of acceptance and understanding and level of awareness an individual level when we do those individual debriefs. The team scape came in very handy, to help to understand the dynamics of the group, and, was shared, partially with the group because sometimes our, stakeholder, our main stakeholder or main client doesn’t want to share all the details because of privacy related issues.

We find this a lot in in also in Italy.

That people tend to not want to share too much information. So we always define at the very outset how much information will be shared. But it certainly became very useful to understand the dynamics of the team, especially from the leadership’s point of view And, it came in handy also, to for able people to be able to make comparisons, understand, you know, who who is our our other colleagues?

What point of view are they coming from? What what family?

Do they have? And so we did the same approach, as we did in the other, where we did a, a team, off-site team, building. And, after we did the individual, report debris.

So the team building session, this was also dawn off-site. And we had a beautiful place near Milan. It was, at what we call an agriculture, which means an agricultural like hotel.

So as you can imagine a very beautiful, serene kind of a setting great food. People very relaxed.

Just the kind of place that you need where we can help people to take their their work mask off and to be themselves.

Because a true team building requires that.

We need to get people in a in a situation where they’re gonna be, completely involved and engaged in what we’re doing. And and, so, this this is, the way that we design the intervention, is fundamental to be making that happen.

And so, we did the team building.

We we did problem solving as we did trust exercises, as I explained in the previous, case as well. And then, at the end, we did a group follow-up session.

Now, fundamentals to the briefing that I told you about the CEO didn’t recognize his need, as a professional and as the leader of the organization to improve those skills that he had in terms of managing people, his emotional intelligence, his communication, and so on. So it was through the activity that we did in the debrief. So thanks to the objective use of faucet five during the individual debrief with the main leader.

He came to recognize how he could be viewed by others, things that he didn’t recognize. He was unaware.

And he asked us to do coaching. So that that was the idea that, and the plan. We didn’t want to, and we cannot force people at least if we wanted to be effective. Although some clients will ask us to do coaching.

And if it’s forced upon them, it doesn’t work. It’s just like saying, you need to go to the psychologist, but if you don’t wanna go to collegist, you’re not gonna go to the psychologist, and you’re not gonna benefit from it. But you need to know or ask and be aware and want to have that kind of assistance. So we were able to get the coach at the, sorry, the CEO was asking to do the coaching.

And therefore, he was able to, and we did find out all also through his his faucet five. That he had a very low emotionality, which makes, sometimes underneath minutes below the norm, could make a person less coachable So there were some, you know, challenges in the in the process.

But but it definitely wouldn’t have even happened. And he wouldn’t have made the strides that he would have that he did made.

Had we not had the opportunity of using the subjective tool.

So, thanks to fast at five. Not only did he ask for coaching. He asked for assistance. He asked us to come in and shadow his meetings with the team to see if he was doing them well, and he learned immensely from it, because we were able to give him feedback feedback about how to run the team at the the meetings after we shadowed him on those meetings and how he could work more effectively with the group. So this was this was the a very fundamental project that we did with this group. This group went through, a buyout.

And, a merger, which I’ll explain to you in a minute. But I just wanted to share with you what the results were, that we were able to get from this transformational change Obviously, we increase the self awareness. The trust, immensely increased amongst the people you could see it changed in their behavior.

From the beginning to the end of the project. And also, we even had some fundamental some of the people who are on the, on the project who were admittedly not happy with their roles.

We’re able to speak, their minds and to actually gain opportunities within the organization to develop themselves and to change roles. And so I’m I’m particularly proud of of that.

The assistant to the the executive assistant to the CEO.

Was clearly, a person who was very gifted at working with others and her communication style and so on. And she really had a desire to branch into HR, which she actually did.

This person went through a trans personal transformation herself.

During after we finished our our team building and so on, she and she had her debrief, she had all of these things. She actually, lost a lot of weight. When I saw her two months later, three months, she had lost a bunch of excess weight that she had. She had previously. She didn’t have any more psoriasis, which is just like when you have itchy, she had marks on her fall on her arms because of this, psoriasis due to stress.

So she clearly was thriving because of of what happened. At least she attributed Also, the intervention that we did, was a great opportunity. And, she was fighting a bias that her own boss had in her, about her that because she didn’t have a degree from university, that she could never do more than be her his assistant.

But she she proved through the the team building through her behaviors through taking on responsibilities that she actually do much more. And she became an HR, for, representative within the organization.

She did she became the developer of, people, within the organization. And, she started working also. She had very good language skills, So she was working, at the, the level of the the German headquarters and started facing. So she she bloomed and it was it was a beautiful transformation to see.

Very, one of those things that you you live for, at least I do, to see the impact that we can have the positive impact we can have on individuals and on the work that they do. So developing feedback competencies and culture, this was obviously one of the results that we we brought because we did training on that as well. Very important to a group to be an organization to be continuously improving and to have a feedback culture.

And also, in terms of their communication and their their belonging, feeling of belonging to the organization definitely increased. And that was also self reported by the individuals in the group.

The, we reinforce the leadership and the accountability of all people involved and, increased delegation, by the CEO.

And, and also, by the other supervisors, improved the team meetings, because we that work where we were observing. And so that also increased the productivity of the group. So you can see it’s a disintegrated approach in fundamental to see real change. We can’t just expect to do, you know, it’s not a magic wand. It takes time. It takes support, to help people to make the transformation that they need to. The most recent update and this was last year, they asked us to do an intervention with the group of twenty four participants, what they wanted to maximize, their ability to, collaborate with their colders because as I as I said, the organization went through a a transformation in terms of, integration.

There was a a merger, with another company. And so, here, we got the chance to to work with them on their overall objectives of of working on their communication, their presentations skills because, we were asked to work with the group who does the business development, to prove also their ability to manage difficult conversations.

So their assertiveness, their presentation skills, and so on. Here we decided to apply the use of super skills because it was very communication oriented, and I tell you this because I will share with you soon an outcome, which for those of you who don’t know super skills, I think will be impressed and in very pleased to see. Super Skills is a, for those of you who don’t know it, it’s a, a report that we get from the same input from the questionnaire, fuss at five profile.

But it’s a separate report, it’s separate information that’s provided.

And it’s very, very useful when we have to work with our clients on improving their communication styles.

And in particular, we use the analysis, the information collected, both in general about the organization as they were updated after their merger and also, to design and to deliver an ad hoc kind of a, interaction with them or project with them. And, so we designed, a three full day, course on these presentation skills.

They had also some online follow ups with that we use the super skills at the beginning at the outset, which they could receive then a debrief on at the very beginning of the process and, any of the participants, acknowledge the usefulness of this to raise their awareness about their communication style.

Because the report provides specific, feedback on how they could improve their their specific, abilities in their communication style, how they could improve how they could manage or how they could, maybe they have a strength that they should be leveraging.

And, the end of the also we always use, say, this sort of a approach individual development plans in order to get people engaged and to own their their development.

So, to take action on the things that they learn and to apply them. So we were able to get a very high satisfaction in terms the participation.

The people enjoyed the the training a lot, but they also got a lot out of it by applying what they had dedicated themselves to, through going through the training, as sixty five percent of the participants actually achieved at least one if not two objectives that they had set on their individual plans. And those were concrete steps within their work roles which had an impact on the organization’s work. Now this is the chart that I wanted to share with you. Which was important that came out. This is the overall aggregate data that came out of the analysis for the twenty four participants that we shared with them directly from the very outset of the the intervention that we did with them. And so what comes up as you can see, the super skills provides us, details on how people show up, you know, they’re, how present are they in the conversation, their hyper awareness about the conversation.

Are they able to decipher or decode what they’re understanding?

The the way that they the voice and they monitor, and also the flow that way they monitor the flow of the conversation. So you can see from the data that, fifty two percent set some, larger, than, you know, half, more than half of the group had to develop the skill presence. I bring this up to you because at a certain point after the day one of the training, when we did some follow-up, we actually recognized, not only that while they were in the meeting, or the training itself that perhaps they were weren’t fully present, okay, in what was happening, and we could see through following up with them, with their, objectives and so on that, perhaps what was getting in the way was their their, the the area they needed to improve the most.

So, this often happens, you know, how many of you who may be coaches or trainers somebody comes to you and they have to work on the example of their time management. Aren’t they the ones that always are like their their canceling their meeting with you or their their own problem gets in the way of them getting help. And so I bring this up because I used this data to help the group to raise their level of focus that they weren’t being as present as they be because it was endemic in their way of being. And, this this, helped the conversation and helped them to, be more hyper focused on their presence.

And they got it. And, so that was just a useful thing. So, lessons learned before we go into the q and a session, You might have stuck some, I didn’t see the quest to chat grow yet, but, I haven’t seen it, but perhaps you’ve put some questions in an arrow. Can do so, please.

We learned so many things from these two cases, but all of the the work that we do, we’re always learning and, the first step for transformational leadership and organizational culture is to increase individual and team awareness.

It’s how we go about doing that and the use of tools like FastFine.

And also the way that we set up simulations and, that they observe their behavior that raises their awareness.

And, so having people to move from their level of awareness also to, action planning. This is fundamental to get a shift in information. Otherwise, the new behaviors will not be practiced.

And, so we have to communicate on a a very high level and and being contact with contact with the entire organization in order to make sure that those activities happen.

So those objective tools are fundamental for that awareness and also for identifying the specific changes that they need to make in their behavior. So also, learning to, by example, so the leadership has to walk the talk and we have to help leadership and support them even more. So that they can walk the talk so that people will recognize and follow suit and, where they are unable, helping to find those in the organization who are, become, How can I say points of reference, for the others? So it’s a never ending process. I think that, we all recognize that but to ensure a high performance, to manage organizational comp competitiveness, we have to continuously work on, making these improvements. So these were, the learnings that I and the takeaway is that I wanted to share with you from this, in particular.

I wanted to thank you for your attention. And now it’s time for Q and A. So if you have any particular questions, that you wanted to ask before you run off, perhaps in the chat, Sonya, you can support me in this.

We could even Yes. I’ve sent a message out. If anybody’s got any questions to put them in the chat, but, if they could help me. Yeah. And, have a chat directly.

Absolutely.

Please. Open to questions. I’m happy to share your knowledge.

They’re all shy.

Well, I I was trunking for a long time, and they probably got used to that. It’s it’s definitely We’ve got a we’ve got a message from, Umringa. And she says can super skills be used as an independent resource or is it best used in conjunction with an independent Classic five profile?

Well, it depends on the needs of your client. And that that’s the answer I’m giving you is probably, understandable for those of you who work, in the way that we do, which is, you know, performance driven.

So the answer is not an issue. But first of all, the report can be used just by itself. Yes.

But if your client also needs to raise awareness on aspects of their, other aspects of their, their personality, and then it’s certainly useful to do it together with the full report. So it depends on the objectives you’re trying to achieve on that client. If that would be, the more complex answer. The fast answer is certainly you can use it independently.

Okay. Thank you.

We found it very effective. The clients reacted very well to it. It was quick and easy to do.

It we we referred to it throughout the project. We them look at it often.

The results that they had. We shared with them also their aggregate results, which was interesting.

As I pointed out, the the impact that it had.

Great. I’m showing on the screen, by the way, you’d like this, like, these case studies that you saw and you find them interesting and you’d like to see more, we have a free ebook, and you can get it at this this you can’t get it. I’ll have to copy it and put it into. I think I forgot to do that, but I will now put it into the chat for you.

So if you’d like to, you can download this this ebook that we created.

I think it was during COVID.

We could see my skills in in PowerPoint are excellent.

Sorry. I’m trying to to copy it so that I could there we go.

So that I could pop it into the chat for you. So I’m getting a copy going to the chat. Here we are. Opening the chat, putting it in the message so that you could come, get to the link and just click on it.

And then, you can get your free ebook. So let me know if you have any issues with that. And I’m going to put up my, QR code and my other information here as well. If you wanna stay in touch, I’m happy to do so.

We have a very wide international network. We like to work with other consulting firms, you know, based on the projects that we have, we the the fasted five family is an incredible, family to be a part of, and we have incredible professionals that are part of this. And so, we often partner up with our our colleagues in a five fasted life network, to be able to meet the needs, the growing needs that we have of all of our clients So, please feel free to get in touch. Send me a LinkedIn, invitation, mention that you are here on the on the session, and we can connect I would be happy to do that.