Participants learn--and practice--eight precepts:

1. The fundamental concepts of Victim Mentality and its opposite, the Totally Responsible Leader. People can become exemplary leaders as they learn to release any victim mentality and transform it into productive behavior. Jack Welch at GE had as his first rule of management: "Don't allow your people to be victims. If they feel that way, they should go somewhere else and work." He recognized the cardinal "emotional intelligence" trait that research shows is 90 percent of being a great leader.
   
   
2. Refocusing one's energies to serve those around them: family, coworkers, customers. Reversing the Flow is the recommended method: reversing one's usual flow of attention and energy, from inward-flowing to outward-focused, on others and the service of others. It is the moving from "me" to "we," from being focused on "my" agenda/ambition to being focused on the greater good--of the organization and its members. It contains the essence of Servant Leadership.
   
   
3. Holding others accountable by not Rescuing and Enabling them. Workshop stories illustrate how rescuing and enabling others actually disables them. Participants learn and practice confronting poor performance, thus empowering those around them. (Listen to a former HR Director describe how TRP training empowered her managers at a Fortune 500 company.)
   
   
4. Giving--and Receiving--Feedback. Leaders fail primarily because of their inabilities to accept and implement the feedback they receive, and their failure to confront poor performance in their subordinates. This training module deals with these two problems at their roots: participants learn to become the kind of people who want to receive feedback, and who are willing and able to give honest feedback to others. The module does not teach "techniques" but rather the traits of mature character and emotional control that underlie all technique. It has been called the Ph.D. of feedback training.
   
   
5. The fallacies of Limiting Beliefs such as "I'm just human," or "I don't have enough time," or "You should have asked me a week ago rather than 24 hours before the report is needed," are exposed. Participants identify--and dispel--their own such beliefs that hinder productivity, problem-solving, and enthusiasm.
   
   
6. An approach to Teamwork based on "respect," which is a fundamental character trait or virtue. "Leaders of character" are more likely to succeed and inspire those who work for them. This section uses the Ten Commitments of Effective Group Work as its foundation.
   
   
7. Identifying and releasing one's " Personal Agendas" facilitates teamwork and enhances trust and respect. By learning to "leave the little ego at the door," leaders learn that infusing their ego with a sense of inclusiveness and respect for those around them serves them much better than pursuing self-centered interests.
   
   
8. The Importance of Having a Clear Purpose. By "keeping an eye on the prize," much is accomplished and barriers are surmounted. This inspiring module leaves participants with a sense that they can accomplish perhaps more than they ever thought.

Specific follow-up activities reinforce the training once it is completed. There is no additional charge for these.

Workshop length: Approximately four hours.

Suggested follow-up workshops:
A. The "Advanced" Workshop--four hours.
B. Giving and Receiving Feedback--four to six hours.