"HR Needs to Be More Strategic"

The most common feedback given to HR Professionals by their peers and bosses is also the most common aspiration I hear People Leaders say they want for themselves: "Be more strategic".

But what does that mean, really?

You might think it just means "think about the long term..." 

or, if we're really honest, "forget about your agenda of creating a healthy culture and figure out how to squeeze more productivity out of our employees!"

 But actually, strategic thinking is about choosing the path of least resistance to capitalize on unexpected trends. If everyone expects a trend, then acting on that just means you are following the crowd. When most people expect one thing and you alone can see that the future holds something else, your actions in that direction are what your boss and peers will celebrate as "strategic".

But that means "Be more strategic" is risky. Guess wrong and you could be out in the cold.

No one celebrates you for "being strategic" when your strategy doesn't work out because your predictions weren't on point. So how do some people (labeled "Strategic thinkers") predict the future so much more accurately than others? Are they just gifted? Smarter? Lucky?

Some are, yes!

But it turns out that there are five aspects of a strategic genius that anyone can learn!

 If you follow these five guidelines and apply them to your forward-looking plans, you'll be getting feedback about your "strategic thinking" in no time while minimizing the risk of guessing wrong. 

These guidelines have been reverse engineered from the most strategic thinkers in the history of business, and they reliably create the most impact with the least effort. After all, for something to be strategic it has to utilize fewer resources and get better results than the alternative.

After this workshop, you'll emerge with heightened confidence and enhanced skills, empowering you to confidently participate in any strategic discussion and step into your role as a pivotal strategic thinker and trusted advisor within your organization.

In many organizations, leaders often hear about the need to be more "interpersonally effective"

and to have a stronger influence on leadership, culture, and relational dynamics. But how can one achieve these lofty goals? The Polarity Model for Change Workshop offers a transformative approach to understanding human interactions and the natural laws that govern them. 

Have you ever noticed how some interactions seem to spiral into cycles of conflict, while others foster collaboration and understanding?

The Polarity Model provides a framework to comprehend and navigate these cycles effectively. By recognizing the predictable patterns of human behavior—patterns that act like magnets with opposing charges—you can start to see why your actions sometimes result in unintended consequences.

Consider this: The more one complains, the more others are compelled to defend themselves.

Conversely, the more one defends, the more others feel the need to complain. This cycle of polarity can feel inescapable, like a ball trapped in a game of forces with no clear direction.

However, this workshop will guide you through understanding these paradoxical interactions as symbiotic polarities

Two sides of the same coin that are not only interdependent but also essential for progress.By learning to identify these polarities in everyday interactions, you will develop the ability to influence outcomes positively and strategically.

By the end of this workshop, you will not only understand the Polarity Model but also be equipped to apply it in various leadership scenarios.

This will position you as a key strategic thinker in your organization, capable of transforming interpersonal effectiveness into a strategic asset. Are you ready to break the cycle of conflict and become a leader in fostering a collaborative and productive organizational culture?

When we are engaged in a polarized debate, we think that we need to strengthen our position and convince the other side that we're right. But really there is a balancing force that strengthens our opposition each time we do that.

 The polarity itself is balanced by each person's refusal to see the shadow of their own argument and the light side of their opposite's argument. So if you just start to lend more credibility and weight to the other person's point of view, through compassionately considering the positive side of their argument and the negative side of your own, you can 'depolarize' the conversation and gain an ally in solving a complex problem, taking advantage of diverse thinking in service to synergy rather than spending (wasting) all your energy defeating yourself by trying to defeat an opponent you don't actually understand....