Strategic Workplace Culture – WDP3 (Worldview Leadership)
The Appleton Greene Corporate Training Program (CTP) for Strategic Workplace Culture is provided by Ms. Jourdain & Mr. Nagel Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Ms. Jourdain, MBA and Mr. Nagel, MA, PhD
Ms. Jourdain and Mr. Nagel have extensive international consulting, training, leadership, executive and Board of Directors experience. They are the co-founders of a two-country consulting company, having created a proprietary system for consulting, learning and development, and facilitation, based in understanding how individual, team and organizational worldviews impact communication and business strategy. This innovative, thoughtful approach to understanding the impact of worldviews on how we each see and interact with the world around us has been well received in a variety of business and community environments, as a general practice and to advance specific issues.
Through direct application of worldview concepts in client settings, Mr. Nagel and Ms. Jourdain developed many planning models and frameworks to make it easy to work with the ideas and knowledge and to achieve results. These models and frameworks include the Worldview Intelligence Six Dimensions Framework, the CIDA-W Planning Model (Clarify, Illuminate, Design, Act, Worldview Leadership), the High-Performance Teams Model and the SHEER Conversational Planning Model (Stance, Hoped for Outcome, Empathy, Engage, Results/Reflection). They also draw on Systems Thinking and the knowledge from neuro- and behavioral sciences in supporting the implementation of programs and strategies they develop with and for their clients.
They are co-authors and co-creators of many resources including several books, resource guides, articles, and e-learning programs in addition to the in-person and virtual programs they deliver. They are called upon as keynote, conference and session speakers and thought leaders on their topics of expertise.
Mr. Nagel, MA, PhD
Mr. Nagel received his PhD in Social and Behavioral Science from Tilburg University, in the Netherlands, in 2015. His research and dissertation on worldviews forms a strong foundation for this current body of work, which is rooted in theory but grounded in a decade of practical application. Recognizing the profound impact of worldview explorations on the quality of conversations on issues that matter, he and Ms. Jourdain created specific applications for clients based on the nature of the issues to be solved.
Mr. Nagel has a BA and MA in Economics. He taught economics at the University of North Dakota and the University of Minnesota-Crookston. In addition, while at UMC he led several research initiatives bringing in over $5 million in research funds to the campus. He has several years of Executive experience including leading a Congressionally established Federal Commission, a multi-million dollar international trade research project and a Theory-U based multi-year initiative funded by several national and regional foundations.
Mr. Nagel has attended the Senior Executives in State and Local Government program at Harvard University as a Fannie Mae Foundation Fellow. He is a Donella Meadows Leadership Fellow. He has years of Board Director experience. He has served on the Boards and as the Chair of the Greater Minnesota Housing Corporation with assets now over $1B; Prairie Public Broadcasting, the statewide public television and radio system for North Dakota; the US-Canada Trade Alliance, an international trade promotion and policy organization; the North Dakota Consensus Council; and other Boards.
Ms. Jourdain, BA (Honours), MBA
Ms. Jourdain is an internationally recognized consultant, trainer and speaker with more than two decades of experience. Her practice is steeped in leading change, strategic planning, leadership development and building High-Performance Teams. When companies are looking to develop new strategies, resolve conflict, engage the hearts and minds of stakeholders, or for professional development, they call on her.
She is a mentor for women business owners through The Forum and is currently mentoring one-on-one and a group process for 8 women business owners. She was a driving force behind Envision Halifax (now Engage Nova Scotia): a voluntary organization whose mission was to ignite a culture of civic engagement. She co-designed and co-facilitated the leadership development program, as well as serving an instrumental role on the Steering Committee for 5 years. Her leadership was recognized in 2009 with an Award.
In her prior career as CEO of the Atlantic Division of a major health charity, Ms. Jourdain was the youngest leader across Canada. Working with the Board, she streamlined internal systems for finance, volunteer systems and service and advocacy support. As a recognized leader, she served on a number of local and national boards, in a variety of roles including executive positions. During her not-for-profit career, she was a member of the Canadian Society of Association Executives (C.S.A.E.), and was on both the local and national boards. Ms. Jourdain earned the designation of Certified Association Executive (C.A.E.). Her outstanding leadership and contribution in the not-for-profit sector were recognized with local and national awards. This included a scholarship to the Banff Management Center where she earned a certificate in Leading People and Organizational Change and then certificates in Strategic Planning and Change Management.
Ms. Jourdain and Mr. Nagel
Both Ms. Jourdain and Mr. Nagel are practitioners and global stewards of the Art of Hosting Conversations That Matter, otherwise known as The Art of Participatory Leadership, which is a self-organized international network of practitioners and trainers. They have been collaborating and partnering on consulting, training, learning and development work since 2011. They have worked together in the United States, Canada, Bermuda, France, Germany, Switzerland, Australia and Brazil.
Their work with clients and stakeholders includes community and cross-cultural engagement, strategic direction, innovation, addressing teams in conflict and building team coherence, in traditional organizations in the private, public and not for profit sectors, across systems in rural, urban and suburban settings, with social entrepreneurs, across generations and in culturally specific circumstances.
MOST Analysis
Mission Statement
Worldview Leadership emphasizes the development of positive, productive relationships, built on a foundation of trust, learning and growth, in support of achieving company, department and team goals and outcomes, and building and sustaining a Strategic Workplace Culture. The importance of transparency and communication in building trust and relationship are examined and discussed.
Worldview Leadership takes the knowledge gained in Workshop 2: Know Thyself, which invited personal reflection, growth and development, and externalizes it through patterns, practices, behaviors and actions to demonstrate effective leadership throughout the organization.
Skillful leadership is essential in shaping and sustaining a healthy organizational culture. Common leadership myths are debunked, leadership styles and practices are identified, setting the stage for leading teams and planning for effective engagement.
Leaders are expected to embody the values and principles of their organization, serving as role models for their employees. By doing so, they set the tone for Workplace Culture through their actions, behaviors, and communication. Their commitment to ethical standards, diversity, inclusion, and transparency influences how employees perceive and engage with the organization.
Participants implementing the Strategic Workplace Culture Initiative will use their team experience and leadership as a prototype for what is possible throughout the organization. Before the end of the Workshop, they will identify Project Teams to plan and implement the projects that have been identified that will support and grow a healthy work environment across the organization. This Workshop provides the next steps in implementing the Strategic Workplace Culture Initiative.
Objectives
01. Leadership Impact: A clear connection between the role of leadership, particularly Worldview Leadership, in contributing to and creating a Strategic Workplace Culture is established.
02. Leadership Myths: The Myths of Leadership that might get in the way of establishing a Strategic Workplace Culture are dispensed with and various leadership styles are identified, including how they do or do not contribute to a healthy workplace environment.
03. Leadership Practices: An understanding of the leadership practices needed to sustain a Strategic Workplace Culture, why they are important and how to cultivate them has been gained.
04. Team Leadership: The health, well-being and productivity of teams has been connected to a Strategic Workplace Culture and the alignment between team leadership and overall organizational leadership is established.
05. Trust and Transparency: Why transparency matters and the importance of transparency in authentic leadership is elaborated on; the connection of trust and transparency to desired behavior changes is made; and the nature of trust and relationship is explored.
06. Skillful Communication: The role of communication in building trust and transparency is illuminated, and various vehicles for communication are identified, showing a range from top down to full engagement.
07. Decision-Making: More comprehensive decision-making processes are adopted with greater clarity on when and how decisions are made and by whom.
08. The Change Curve: Reactions to change are well known, acknowledged and understood and strategies and processes are in place to help people move through each stage of the curve.
09. Learning Curve: Additional insights into reactions to change are gained by understanding the stages of learning and the learning process, including the challenges, are normalized.
10. Action Planning: Action Plans that begin with “the end in mind” have been created for each of the projects the team has decided to incorporate into its Strategic Workplace Culture Initiative.
11. Power of Engagement: The power of engagement as part of a healthy workplace culture is understood and articulated and becoming part of how people think about their work.
12. Engaging People: A plan for appropriately engaging people is created with room for emergence, using the Worldview Intelligence CIDA-W Model.
Strategies
01. Leadership Impact: Describe the impact leadership has on Workplace Culture and the need to be intentional in creating a healthy workplace culture.
02. Leadership Myths: Identify Leadership Myths, describing why they are myths, and identify a number of leadership styles that support creating and sustaining a Strategic Workplace Culture.
03. Leadership Practices: Establish what leadership practices are needed to sustain a Strategic Workplace Culture, describe why they are important and how to cultivate them.
04. Team Leadership: Establish the connection between team leadership excellence and organizational excellence.
05. Trust and Transparency: Connect trust and transparency to desired behavior changes; and explore the nature of trust and relationship.
06. Skillful Communication: Identify vehicles of communication, demonstrating which are top down for information sharing or providing direction to full engagement.
07. Decision-Making: Share different decision-making models and processes and demonstrate the need for and impact of using different decision-making models at different times.
08. The Change Curve: Describe the Change Curve in detail, sharing strategies and processes that can be put in place to normalize reactions and help people move through each stage of the curve more quickly and with greater success.
09. Learning Curve: Describe each stage of the Learning Curve related to change initiatives, normalizing the learning process, offering strategies to assist with each phase.
10. Action Planning: Provide Action Planning templates and instructions, beginning with “the end in mind”, to assist in developing each of the projects identified by the team to be incorporated into the Strategic Workplace Culture Initiative.
11. Power of Engagement: Identify the role and power of Worldview Leadership in developing and implementing engagement strategies.
12. Engaging People: Create a plan for appropriately engaging people to support the projects identified and to provide input or feedback into the plan, using the CIDA-W Planning Model.
Tasks
01. Leadership Impact: Review personal reflections from Workshop 2 Project Studies and write a summary story entitled “My Leadership” indicating the ways in which your leadership reflects Worldview Leadership and what your leadership stance is for the people who work with and for you.
02. Leadership Myths: Review the list of leadership myths and leadership styles. Notice if there are any myths that you have been influenced by and what styles of leadership resonate most for you.
03. Leadership Practices: Identify specific practices you have that support your leadership style and any other practices you want to incorporate into your leadership style or improve on.
04. Team Leadership: Reflect on team leadership within your organization and its alignment with overall organizational leadership. Identify gaps or areas for improvement.
05. Trust and Transparency: Explore your worldview with respect to building trust and your willingness to be transparent in your words, actions and behaviors.
06. Skillful Communication: Review communication practices and vehicles that are used within your organization and assess their effectiveness. Identify whether there are communication practices to be incorporated into your communication strategy, including those that promote trust and transparency.
07. Decision-Making: Practice working with the decision-making models by deciding on which of the projects identified in Workshop 2 are to be designed and implemented as part of your Workplace Culture Initiative.
08. The Change Curve: Thoroughly discuss general reactions to change and each stage of the Change Curve, and identify strategies that will be useful and informative to designing and implementing the changes required to support a Strategic Workplace Culture.
09. Learning Curve: Thoroughly discuss each stage of the Learning Curve, and identify strategies that will be support the learning processes associated with a Strategic Workplace Culture.
10. Action Planning: Create comprehensive Action Plans, beginning with “the end in mind”, for each of the projects the team has decided to incorporate into its Strategic Workplace Culture Initiative.
11. Power of Engagement: Review engagement practices and ideas and evaluate your ability to effectively engage people.
12. Engaging People: Develop your plan for appropriately engaging people, leaving room for emergence, using the Worldview Intelligence CIDA-W Model and ensure this engagement occurs between Workshop 3 and 4.