Rapport Leadership is excited to announce the arrival of our Master Grad plaques.
Click below for your order form.
Rapport Leadership is excited to announce the arrival of our Master Grad plaques.
Click below for your order form.
Rapport Leadership graduates will tell you that attending a Rapport Leadership course is unlike any other they have attended. The reason for this is Rapport Leadership does not drum leadership theory into the heads of its students. Rather it draws it out through a series of exercises or processes.
Below is a process called Vision Wheel which you may want to use at your next team meeting or strategy planning session.
Develop a compelling and powerful Breakthrough Vision that leads, motivates and inspires your organization. Assess and enhance your organization’s current vision by aligning daily actions with your ongoing strategic plan using the Vision Wheel model.
Two of the most essential elements to the success of any business today reside in the power and effectiveness of leadership and vision. Leaders drive vision and vision drives the leader. Most vision statements do not align with all aspects of the business; they do not guide daily strategy, and they do not inspire action. A Breakthrough Vision brings all aspects of the business together to exist in the present as well as the future. It operates as the cultural glue that connects and guides all communication in a common thread of execution and sustainable growth.
Review and display the Vision Wheel discussing the inner and outer layers that must align in a Breakthrough Vision.
Inner layer includes:
Core purpose and mission, Values and philosophy,Passion, motivation, and commitment, Business priorities (12-18 months)
Outer layer includes:
Long-term strategic goals, Vivid picture and dream of the future (BHAG= Big Hairy Audacious Goal*), Customer and Stakeholder Needs,Market demands and global changes
Prepare four flip charts and label each with the four inner layers of the Vision Wheel. Break participants into four groups and have each group identify, discuss and capture their thoughts on their assigned element of the Vision Wheel. Have each group share their insights listed on the flip charts to the entire group.
Repeat the Phase 1 process for the four outer layers of the Vision Wheel.
Discuss your organization’s current vision and opportunities for enhancing it using the following elements of a Breakthrough Vision.
• An expected and desired future state
• A vivid picture and dream
• Moves people to action
• Focuses attention on current priorities
• Inspires action inside and outside the organization
• Bridges the present and the future (internal and external performance)
• Creates commitment, meaning and purpose
• Empowers excellence
• Unleashes individual and organizational potential
• Unifying power and energy that guides passion
• The “communication compass” for directing strategy
Overlay each external layer of The Vision Wheel with each internal layer discussing the current alignments and possible misalignments. There are 16 possible combinations. (i.e. Core Purpose and Mission overlaid with the four outer layers of the Vision Wheel.) Create an action plan for improving each Vision Wheel combination.
A Breakthrough Vision is essential for moving any organization in the right direction and must be the cultural cement for bonding the thousands of daily actions together. Every communication, system, process, action and strategy must link to the organization’s Breakthrough Vision. Change is fast, relentless and inevitable. Change demands aligning the layers of the Vision Wheel for short and long-term success.
Sources: Visionary Leadership by Burt Nanus
The Fifth Discipline Field Book by Senge, Ross, Smith, Roberts, and Kleiner
*Built to Last by Collins and Porras
If you are a team leader, below is a process you can use to uncover the layers of emotional intelligence with your team.
Understand how Emotional Intelligence influences all levels of your life effectiveness. Clarify and develop your Emotional Intelligence (EI) skills at four levels: Self Awareness, Self Management, Social Awareness and Relationship Management.
Leadership growth begins with personal growth. Effective leaders are extremely aware and attuned to themselves. They are conscious of their own thoughts, feelings and actions and how these immediately impact those around them. Great leaders also consider the longer term ripple effect of every thing they do; i.e. an organization’s culture, the community and society. This deep awareness and presence of being allows leaders to self manage, make better choices, motivate others and inspire growth. This leads to greater social awareness and relationship management. A leader’s success is rooted in personal mastery and evolves into relationship mastery.
Explain the four levels of Emotional Intelligence (EI) to the group. Provide two copies of the “Layers of Emotional Intelligence” to each member of the group (model below).
Prepare four flip charts and label each with the four EI domains. Break participants into four groups and have each group discuss their assigned EI domain and associated competencies. List all actions and applications of the EI domain in relation to an individual’s business and personal life and why they are important to the success of any endeavor.
1. Self Awareness
Self confidence, strengths, growth opportunities, intuition, emotional awareness
2. Self Management
Adaptability, achievement, initiative, optimism, trustworthiness, self control
3. Social Awareness
Empathy, compassion, service orientation, organizational awareness, community awareness
4. Relationship Management
Listening, inspirational leadership, influence, developing others, conflict management, teamwork, collaboration, connecting with others, change catalyst
Have each group share their insights listed on the flip chart to the entire group. Add any additional thoughts and insights from the group dialogue. Show everyone the Layers of EI model. Using ropes or tape, draw this model the floor of the room. Begin with the inner circle of Self Awareness and discuss the influence this core level has on the outer three levels. Have the participants physically stand in the inner circle and move into the outer levels as they share their insights. (Depending on the size of the room this may be done individually or as a group.) Move to Self Management and discuss its impact on the outer two layers. Repeat with Social Awareness while continuing to physically move through the Layers of EI.
Ask each participant to complete an individual assessment of their EI competencies. On one copy of the Layers of EI model, identify your strengths at each level and how they assist you in your effectiveness as a leader. On the second copy of the model, identify your opportunities for growth and the action steps you will take to improve all four EI domains. Once everyone has completed, open the discussion for individuals to share both strengths and growth opportunities.
We all have the ability to become more effective leaders – it is a choice. We must be willing to assess ourselves and be open to feedback to create ongoing growth and development. Change is constant and inevitable – create intentional transformation by taking the action to unleash your leadership potential. Our philosophy at Rapport Leadership International is simple: When you improve the person, you improve the performance. When you improve the performance, you improve the business, the family, and the community. Enjoy the journey.
Sources: Primal Leadership by Daniel Goleman, Richard Boyatzis, Annie McKee. Resonant Leadership by Richard Boyatzis and Annie McKee
WEEK 4: Recognizing and Celebrating Small Wins
Have 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.
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.
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.
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.
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.
The 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.
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.
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
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?
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?
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?
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.
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.
In the book “Five Dysfunctions of a Team” by Patrick Lencioni – trust is paramount to successful teams. Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors.
The following Rapport Leadership process is something you can use to help garner more trust called “Circle of Trust”.
Understand how your actions and behaviors influence the strength of your relationships. Become aware of what you can specifically do to build trust with each member of your team.
Each action, or lack there of, will have a trust-building or a trust-diminishing impact on the strength of any relationship. Every relationship is ‘individual and unique’ and can only be developed with a personal understanding of the needs and wants of each person. Taking the time to give and receive feedback as it relates to building trust will create an environment for improving team communication and collaboration. The Circle of Trust exercise provides a safe, open environment that helps to facilitate the development of high-trust relationships.
Prepare a PowerPoint slide or flip chart that lists Trust Influencing Behaviors (see below). Produce multiple copies of the “Trust-Feedback Template” so each person has a copy for every team member participating in the Circle of Trust exercise (20 participants will require 400 copies – template provided below). Prepare a page that lists participant names and provide a copy of the Trust Influencing Behaviors.
Start by asking the participants about their definition of trust. After several responses, ask the participants how they build trust with their teammates. Allow approximately 10 minutes for discussion.
Explain to the participants that trust is often referred to as an intangible thing that exists or does not exist in a relationship. We hear statements like, “I trust you” or “I don’t trust you” or “We have trust” or “We don’t have trust.” This Circle of Trust exercise will allow each participant to share specific, tangible feedback with a team member about the one most important action they can take to build trust with them. For example, John may tell Mary that the most important action that she can take to build trust with him is to listen more. Then Mary may tell John that the most important action that he can take to build trust with her is to follow-through on his commitments.
Hand out the list of Trust Influencing Behaviors as well as your prepared list of participant names. There are 80 behavior categories listed and each participant will have an opportunity to choose the most important behavior (or one of their own) that each of their team members can demonstrate in order to improve the level of trust in their relationship.
Hand out the “Trust-Feedback Templates” to the participants. Each participant will need a page for every participant in the room (i.e., if there are 20 participants, each person will need 19 templates). Give the participants approximately 15 minutes to fill out the top half of the “Trust-Feedback Templates.” Ensure that they select only one Trust Influencing Behavior for each of their teammates.
Have the participants move their chairs into two concentric circles with pairs of chairs facing each other. If there are an odd number of participants, place one chair on the outside of the circle. Have all participants take a seat facing their partner with their completed “Trust-Feedback Templates.” Explain to the participants that the outer circle of participants will be rotating clockwise during the exercise and the inner circle of participants will remain stationary in their chairs throughout the exercise.
Before beginning the Circle of Trust, explain that each of the partners will have two minutes together before the facilitator tells the outer circle to rotate. Each person will use the following feedback approach:
“The most important thing you can do to build trust with me is ____________.” A very short explanation is allowed.
The receiver will summarize the feedback and ask any clarifying questions. The feedback must be specific as each person will have only one minute to share their most important Trust Influencing Behavior. The purpose is not to dialogue at this time, it is simply to create an immediate awareness of the most important action each participant can take to build trust with their teammate. Encourage the participants to build on these initial conversations, at a later time, to continue the building of high-trust relationships.
Every two minutes the facilitator will ask the participants to stop, exchange “Trust-Feedback Templates” with their partner, and then rotate clockwise. This will continue until all members have had an opportunity to share feedback with every other team member. (If there are an odd number of participants, have the person in the chair outside of the concentric circle rotate in and one person rotate out when the facilitator calls time.)
Use the following questions to debrief the exercise:
Trust is built through the behaviors, actions and interactions we have with others. All of our actions and behaviors have a short and a long-term effect on the people with whom we surround ourselves. As we get conscious of our own actions, we can take the necessary steps to improve our interpersonal and interdependent relationships. Make a commitment to enhance and deepen the trust in every relationship in your life!
Trust Influencing Behaviors
From ___________________ To ____________________
The most important thing you can do to build trust with me is:
Additional information (optional):
(To be completed by the receiver of feedback at a later time)
Below you will find links to Rapport’s Circle of Trust process …
If I expect great things from my people, they’ll go to great lengths to keep from disappointing me. – John Maxwell
Treat a man as he appears to be and you make him worse. But treat a man as if he already were what he potentially could be, and you make him what he should be. Goethe
Something will master and something will serve. Either you run the day or the day runs you; either you run the business or the business runs you. – Jim Rohn
I care not what others think of what I do, but I care very much about what I think of what I do! That is character! Theodore Roosevelt
The reason leaders must mediate values is that corporations have reached such levels of complexity that ‘giving orders’ rarely works anymore. What increasingly happens is that leaders ‘manage culture’ by fine-tuning values and dilemmas, and then that culture runs the organization. The leader defines excellence and develops an appropriate culture, and then the culture does the excelling. Fons Trompenaars and Charles Hampden-Turner, 21 Leaders for the 21st Century
Leaders who fail to lift others in the long run, fail to lift themselves.- John Maxwell
To attract attractive people, you must be attractive. To attract powerful people, you must be powerful. To attract committed people, you must be committed. Instead of going to work on them, you go to work on yourself. If you become, you can attract. Jim Rohn
We need leaders who empower people and create other leaders. It is no longer good enough for a leader to make sure that everybody has something to do and is producing. Farzin Madjidi
You can’t take people where you haven’t been. Larry Huch
Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand. General Colin Powell
If you don’t think you can do it, who will? You control the most important tool in success, your mind. Jeffrey Gitomer
Live your beliefs and you can turn the world around. Henry David Thoreau
The leader is one who mobilizes others toward a goal shared by leaders and followers…Leaders, followers and goals make up the three equally necessary supports for leadership.- Gary Wills
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. — General George S. Patton, Jr.
No matter what size the bottle, the cream always came to the top. – Charles Wilson
Leaders and followers are both following the invisible leader – the common purpose. While leadership depends on depth of conviction and the power coming there from, there must also be the ability to share that conviction with others, the ability to make purpose articulate. And then that common purpose becomes the leader. And I believe that we are coming more and more to act, whatever our theories, on our faith in the power of this invisible leader. Loyalty to the invisible leader gives us the strongest possible bond of union. -Mary Parker Follett, 1941
Learn to help people with more than just their jobs; help them with their lives. – Jim Rohn
Always do more than is required of you. – George S. Patton
The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. – Jim Rohn
You can have brilliant ideas, but if you can’t get them across, your ideas won’t get anywhere. Lee Iacocca
Asking ‘Who ought to be the boss?’ is like asking ‘Who ought to be the tenor in the quartet?’ Obviously, the man who can sing tenor.”— Henry Ford