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Retaining and Developing Top Talent

Learn what other companies have done to attract, retain, and promote top talent. Hear the success stories and mistakes of successful CEOs of companies such as Intel, Schwab, and Texas Instruments. Understand what skills and behaviors are necessary for an executive to succeed in today’s business environment, as well as the 12 Executive Virtues imperative to an executive’s ability to lead large groups of people.

Going to the Top©™ (Learn more )

Going to the TopGoing to the Top (Japanese)

Understand what skills and behaviors are necessary to succeed in today’s global business environment. Dispel misconceptions of what it takes for women to make it to the top of corporations. Learn about the Four Critical Success Factors (C.O.R.E.) and the subtle “tips from the top” that propelled the most senior executive women into the corporate apex.



Building Trust & Transcending Organizational Boundaries

Although change and transition are commonplace in all organizations and trust is a universal element, the need for trust never changes. However, trust is easy to lose and tough to regain. Participants in this workshop discover how trust is built, broken and re-built. By increasing awareness of trust dynamics, individuals develop a common language and shared understanding of how to cultivate trusting relationships in the workplace. Mastering how trust can serve as the foundation for successful relationships, organizational members learn how to build and strengthen trust with colleagues. This facilitates the ability of workforce members to collaborate more freely, maintain open communication channels and commit to those with whom they work. Enhancing greater trust in the workplace not only fosters greater pride in the organization but also increases teamwork.

Action Learning: Developing Internal Talent

Action Learning (AL) is a cutting-edge approach to developing organizational talent. The process involves small groups of individuals in solving real, work-related issues that are of significant importance to the organization. An alternative to traditional training and development programs, this approach enables people to experiment with new ideas, behaviors and beliefs while developing viable recommendations for dealing with organization-wide concerns. A benefit to both the organization and the individual, this real-time, hands-on learning experience promotes teamwork, breaks down organizational silos, develops individuals' skills and competencies and enhances organization effectiveness. Program participants utilize best practice examples that enable them to capitalize on this experiential approach for developing leaders, high potentials and teams.

Team Building: Leveraging Cognitive Styles

Each individual has a preferred cognitive (thinking) style and an alternate way of making meaning and decisions. By increasing individuals' understanding of their own cognitive style, learning and performance can be accelerated as individuals become more efficient and effective at leveraging their unique abilities. Individuals in this workshop complete a cognitive style inventory, learn about their profile, and apply their insights to enhance productivity and creativity in their work environment. In turn, gaining greater understanding of differences and similarities among co-workers fosters increased effectiveness of teams, work groups and individuals. Learning how to capitalize on others' strengths enables managers and employees to build strong, diverse teams -- an invaluable advantage in today's workplace.

Team Building: Capitalizing on Strengths, Understanding Needs

Individuals have their own unique personalities, needs, strengths and potential blind spots. When employees are doing what they love to do and getting their needs met, there is higher productivity, morale and retention. This program starts off with an individual assessment of each participant’s personality style, needs and the contribution he or she brings to the organization. Individual, team and organizational strengths and blind spots are discussed and leveraged to create maximum effectiveness in the workplace. Participants gain a better understanding of themselves and each other, begin to appreciate others’ needs and styles that are different from their own, and build deeper relationships with their colleagues.

Enhancing the Effectiveness of a Multi-Generational Workforce

As part of a company’s need to recruit, develop and retain talent, this program focuses on unique needs and differences that exist in today's multi-generational workforce. Workshop participants discover the characteristics, attitudes and values of different generational members based on the time in history people were born. Throughout the program, individuals participate in a multi-media generational walk, gaining insights into themselves and their colleagues. Given differing attitudes and expectations among generational cohorts, attendees develop strategies and experiment with positive approaches for leveraging the strengths and capabilities of Gen X, Gen Y, Gen Z and Baby Boomers. Learning how to recognize and accommodate generational differences facilitates teamwork and enables organizational members to remain relevant in their careers. Managers and leaders learn how to recognize and develop underutilized talent and discover how capitalizing generational diversity can be a tremendous organizational strength.

Ensuring Others' Success

This program is designed for managers—specifically those who manage other people and who need to polish their skills coaching, supporting, and developing their reports. The first day of the program is for managers only. The session focuses on development—everything from giving feedback to creating development plans. On the second day, a manager's direct report participates and joins his/her manager. This is not only an opportunity for the manager to practice what she/he learned, but also a basis for building rapport between manager and subordinate. Variations of this theme can be developed depending on the performance management system currently in place. For example, this program can also be a way to focus on high potentials. The person selected to join the second day would not only receive feedback about his/her value to the organization but also collaborate with the manager to craft a personalized development plan. The facilitators would monitor the process and give feedback to the manager in a debriefing session. Alternatively, this program can be designed as exclusive training for managers—an applied session that includes role-playing and video-taping.

Critical Success Factors for Managers & Leaders

The organization’s core values and key competencies are central to the discussions in this course. Participants also become keenly aware of some of their own beliefs, stereotypes, and possible misperceptions of what it takes to be successful in a large organization. They benefit from extensive research conducted with Fortune 500 CEOs and senior executives. They understand what skills and behaviors are necessary for an executive to succeed in today’s complex environment, as well as the executive virtues imperative to an executive’s ability to lead large groups of people. They gain skills in leadership, communication, strategic thinking and interpersonal dynamics. This session could also include a panel of senior executives to discuss their own personal experiences and expectations.

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