Week 9 Rapport Breakthrough Teams

business-womanWEEK 9: Breakthrough Culture

Developing a strong and healthy culture is everyone’s responsibility. Review and run the Breakthrough Culture process.


Create a list of the top three things you will do to create a Breakthrough Culture at your organization. Make two copies; one that you will look at everyday while you are at work, and one to share at your next Rapport Breakthrough Team meeting.

Week 8 Rapport Breakthrough Teams

stumbling blocksWEEK 8: Blocks to Leadership

Each class participant identified a block to leadership in your Leadership Breakthrough One class. Have each person in your Rapport Breakthrough Team share and discuss your personal block and how it has influenced your actions and results. Take the time to discuss conscious choices and strategies that each person is taking to ensure this block to leadership is eliminated forever.


The shared values, attitudes, beliefs, behaviors, language and traditions that influence your organization create the culture. Spend five minutes brainstorming a list of your organization’s cultural strengths and bring it to your next Rapport Breakthrough Team meeting.

Week 7 Rapport Breakthrough Teams

OLYMPUS DIGITAL CAMERAWEEK 7: Eliminating the Wedge (Comfort Zone Process)

Eliminate the separation of Rapport graduates from non-Rapport graduates. Leadership Breakthrough One, and all of Rapport Leadership International’s classes, reinforce the skills and behaviors of teamwork. Creating a high performance team requires trust, communication, collaboration, involvement and participation. Make sure you are sharing the benefits you received from the training with everyone you come in contact with.

At this meeting you will be doing a process with your Rapport Breakthrough Team and all of the invited guests called “Expanding the Levels of Your Comfort Zone.” This exercise will allow your Rapport Breakthrough Team to include other members of your organization in a process.

Rapport Leadership International’s Comfort Zone Process

In this process, individuals begin to understand their comfort zones, and develop strategies for moving into their discomfort and adventure/panic zones to increase learning, enhance creativity, and unleash their potential.

Most people live in their comfort zones, doing what feels familiar. While this is comfortable, no real learning or creativity takes place. When people move into their discomfort zones, they use their courage and begin to act on new possibilities. It is here that exploration and learning begins to take place.

When people push into the adventure/panic zone they take risks, they form new relationships with more trust and more teamwork. This is where new business ideas are born. People who actually get into the adventure/panic zone have great teams with them, and get the support and trust that allows them to venture into new territory. Moving outside our comfort zone creates a sense of being fully alive, of having unlimited options, and of being capable of great creativity.


For one week do something to get outside your comfort zone everyday. Record your thoughts and feelings about the activity and be prepared to share your insights at your next Rapport Breakthrough Team meeting.

Week 6 Rapport Breakthrough Teams

test-slide-2WEEK 6: Mission Statement

Have each member of your Rapport Breakthrough Team bring their mission statement that was created in Leadership Breakthrough One. Take turns sharing your mission statement with your top five action steps for pursuing it.

Get feedback from your Rapport Breakthrough Team members on your mission and action steps. Apply the feedback and discuss specific actions that will be taken over the next four weeks.

*Note: If you cannot find your mission statement or if your previously created statement no longer applies, create a new mission statement.


Have each person develop and/or clarify their personal mission statement by answering the following questions:

• Who do I want to be?

• What do I want to do?

• What do I want to achieve?

• How will I give back?

Share your personal mission statement at your next Rapport Breakthrough Team meeting.


Each Rapport Breakthrough Team member must bring 2-3 non Rapport Leadership graduates to the next meeting.They will only be joining you for the week seven meeting.

Week 5 Rapport Breakthrough Teams

Group of happy business people laughingWEEK 5: Values Development

Brainstorm a long list of values on a flip chart. On a separate sheet of paper, individually identify your top 8-10 values. Write out a definition for each of your top 8-10 values and share your definitions with your Rapport Breakthrough Team.

Discuss the similarities and differences of each value. Individually create two columns on a sheet of paper listing your 8-10 values down the left column. In the right column, list all the ways you demonstrate each value as well as why this value is important to you. After completing, take turns sharing your insights with your Rapport Breakthrough Team.


Narrow your list of 8-10 values down to your top four. Take time to reflect on why you chose these values and identify opportunities to improve on living your values everyday. Share your insights at your next Rapport Breakthrough Team meeting.

Week 4 Rapport Breakthrough Teams

WEEK 4: Recognizing and Celebrating Small Wins

Happy business people with hands upHave each member of your Rapport Breakthrough Team share the most important task, project or goal that was achieved over the past couple weeks (everyone has some important task or action, either personal or business that has been accomplished). Discuss how this small win reinforced your personal values. Discuss ways to demonstrate your enthusiasm for each Rapport Breakthrough Team member and opportunities to bring this enthusiasm back to your departments. Create and/or build on your company’s recognition program by brainstorming ways to celebrate the small everyday wins.


Everyone commit to recognizing and celebrating small wins throughout the next week. Share your thoughts, feelings and ideas at your next Rapport Breakthrough Team meeting.

Week 3 Rapport Breakthrough Teams

Portrait of a female executiveWEEK 3: Leadership Breakthrough One Competencies

List the following Leadership Breakthrough One competencies on six different flip chart pages.

  1. Teamwork and Support
  2. Passion and Enthusiasm
  3. Focus and Taking Action
  4. Feedback and Accountability
  5. Self Awareness and Values/Mission
  6. Self Confidence and Unleashing Potential

Create two columns on each page. In the left column, brainstorm a list of opportunities to put the leadership skills and competencies into action. In the right hand column, identify the business need and/or personal goal that will be improved and enhanced as a result of the practiced leadership skill.

Below are some examples …


• Improve interdepartmental collaboration

• Enthusiastically introduce new team members

• Celebrate our successes

• Understand other job responsibilities

• Take time to listen to others’ ideas

• Improve trust by keeping commitments and openly communicating


• Improve productivity on projects

• Enhance new employee learning curve and improve retention

• Improve team morale and strengthen the business culture

• Increase efficiency and eliminate repeated mistakes and task redundancies

• Capture innovative solutions and process improvement opportunities

• Improve team alignment for the execution of ongoing business strategies


Week 2 Rapport Breakthrough Teams

Multi-ethnic group portraitWEEK 2: Rapport Report Review (Modules 4-6)

Repeat the process completed in week one for your remaining three reports. Spend additional time on report number five, as this was your first half of your final exam. This report anchored in your powerful commitments, thoughts, and feelings for moving forward in your life.

Discuss your team cheer ideas and decide on your powerful  Rapport Breakthrough Team cheer anchor. Be sure to start and end each of your sessions with your team cheer!


Rapport Breakthrough Teams

rowers_350pxTypically, when people graduate from a Rapport Leadership course they are pumped up and enthusiastic about their future – both inside the workplace and outside it.

Rapport Leadership encourages graduates who have many people in their company who have attended a Rapport Leadership course to form a Rapport Breakthrough Team.

Why is this important? Forming a Rapport Leadership Team helps to  deepen learning and continue developing leadership skills gained. It also increases team synergy and accountability.

If you do not have enough people in your organization to form a Rapport Breakthrough Team – contact Rapport Leadership and discuss having a Leadership Coach.


Over the next few days, I will share with you some exercises, homework for your Rapport Breakthrough Team to do each week to help keep the amazing feelings you experienced when you graduated from Rapport Leadership International!


Training and development is not an event; it’s a process. Upon graduating from Leadership Breakthrough One (or any Rapport Leadership International class), it is essential to surround yourself with other Rapport graduates. Team learning increases the application and integration of Rapport training competencies through collective thinking, power of support, open dialogue, celebration of success, connecting to values, brainstorming ideas and the sharing of goals.

Set Up
Identify teams of three to five Rapport Leadership graduates to establish your Rapport Breakthrough Team. Less than three individuals will not create the necessary team synergy, and more than five will begin to minimize individual participation and may be challenging to coordinate time schedules. Teams may be formed from the same department or members of a cross-functional team; they may also be created within your family or community.

Step One
Establish weekly meeting times with your team of three to five members. Create agreements similar to your Leadership Breakthrough One class (i.e. punctuality, full participation, accountability, honest feedback and trust to ensure personal information will remain confidential). Openly discuss everyone’s commitment to the 12 week process.

When possible, establish a common meeting time and location to ensure the Rapport Breakthrough Team is scheduled and prioritized on everyone’s calendar.

Step Two
Begin by reviewing the 12 week schedule and preparing for week one. Continue to look ahead at upcoming weeks to ensure all Rapport Breakthrough Team members are prepared for the upcoming meeting.

WEEK 1: Rapport Report Review (Modules 1-3)
At the end of every Leadership Breakthrough One module, you completed a process called report writing. This was your opportunity to recap and anchor in the exercises and processes that you participated in. With every report, you had the opportunity to capture your thoughts and feelings as well as write out how you planned on applying the benefits from the
training to your personal and business life.

Have each member of your Rapport Breakthrough Team take turns sharing their thoughts, feelings, and actions from the reports. Start with module one and discuss the processes, your thoughts on the purpose of the process, your actions and commitments under the thoughts and feelings section and the variety of ways that the leadership behaviors learned can be applied in your business and personal life. Continue to work through module 2 and 3 reports in the same way.

* Note: You may need to get a copy of your reports from your nominator. If you are unable to locate a copy of your reports, ensure that one member of your RBT has a copy of their reports. Use their reports and your memories
of the experience to complete the exercise.

Brainstorm a list of team cheers for your Rapport Breakthrough Team. Just like your Leadership Breakthrough One class, a team cheer becomes a memorable anchor for recalling your experience. Come prepared to discuss your team cheer ideas in week two.


Organizational Check-up

BU001978The following Rapport Leadership training process helps meeting facilitators use a SWOT analysis at a strategic planning meeting or retreat. A SWOT analysis of your organization is an important part of knowing and understanding your company’s strengths, weaknesses, opportunities and threats!


Capitalize on your organization’s greatest attributes and potential opportunities while minimizing or eliminating any weaknesses, challenges and threats. Perform a SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis to identify your organization’s strengths, weaknesses, opportunities, and threats.


A SWOT Analysis is an element of organizational strategic planning essential in defining strategy, making decisions, and allocating resources. This powerful tool and process will allow your business to take advantage of internal strengths and external opportunities.  It ensures that you minimize, mitigate or eliminate internal weaknesses and external threats.  This collaborative process allows an executive team, department or cross-functional group, to identify and clarify key objectives, goals, and strategies. The SWOT Analysis creates team clarity and focus through a facilitated brainstorming session, and increases commitment, execution and alignment around key business initiatives.

Set up:

Prepare four flip charts labeled with Strengths, Weaknesses, Opportunities, and Threats.  Share the SWOT purpose, background and link to your organization’s strategic planning objectives.


Step 1:

Explain to participants that strengths and weaknesses are typically internal to the organization, while opportunities and threats are external to the organization.  Review the following attributes which may be addressed in a SWOT Analysis:

Strengths and Weaknesses

Leadership and Management

Employees and Staff

Products and Services










Price / Costs


Flexibility / Adaptability




Processes and Procedures

Opportunities and Threats

Market changes and trends



Customers / Clients


Political and Government Forces


Speed of Change

Industry forces

Legal issues


Global factors

Tax changes

Law changes

Labor changes



Strategic alliances


Natural resources

Step 2:

Have participants break into four groups.  Have each group focus on identifying one of the following areas: Strengths, Weaknesses, Opportunities, and Threats.  Use the chart of questions below to help with the group brainstorming process.



What is our organization best at?

What makes our business unique?

What advantages do we have?


Internal elements to an organization

What resources make our company strong?What do our customers perceive as a strength?

How is our expertise and quality a strength?

What are the strengths of our brand and history?




What are our internal weaknesses and challenges?

What are our greatest opportunities for growth and improvement?

What keeps us from optimal performance?

What resources are missing?

What do our customers perceive as a weakness?

What is lacking within our leadership, employees, or business strategy?



What are our greatest opportunities?


External elements to an organization

What does the market need more of?What are our clients asking for/need?

How can we expand our core products/service offerings?

How will we use technology as an accelerator?

What economic and global trends can we capitalize on?




What are our biggest threats?

Who is our competition?  What makes them a strong competitor?

What changes in technology could threaten our business?

What changes in the market or globally could impact our business adversely?

What trends are changing the industry?

How is our customer changing?

What could negatively impact our cash flow?

Step 3:

Have each group present their part of the SWOT and then open the discussion to additions and clarifications from the group.  After all flip charts have been shared, have the entire group work to identify the top five items from each of the SWOT areas.  This creates tremendous dialogue and potential differences of opinion.  As a facilitator, allow the group to openly communicate and even disagree; through this process of productive conflict that true clarity eventually evolves.  High-trust teams openly communicate, think abundantly, listen to each others ideas, respectfully disagree and continue to work towards clarity and synergistic solutions.

Step 4:

With the condensed and prioritized SWOT list, take the time to develop key strategies and action steps.  Build and align your goals around Strengths and Opportunities, while considering how your strategies will simultaneously minimize Weaknesses and Threats. Review your current strategic plan to ensure movement in the right direction at the right time.  Make adjustments as necessary, communicate your plans to the organization, open up the process to feedback, listen to ideas, clarify roles and responsibilities and involve all team members.  As with the success of any process, the results from the SWOT Analysis come from taking action and executing . . . in other words JFDI!


The SWOT Analysis, a powerful team process, helps achieve department and organizational goals.  The speed of change requires that strategy discussions and organizational development become a regular part of ongoing operations.  Just like regular doctor check-ups, the only way to keep your organization healthy is to make strategy exercises, goal discussions and vision communication top of mind.