My Method

I work with a company’s people to break through their limiting beliefs and habits—the ones that inhibit productive interactions and relationships. I will introduce new ways of communicating and interacting. These methods permeate restrictive, conditioned ways of relating in business and produce extraordinary advancement of organizational goals. Working together we will foster powerful relationships which are uncharacteristic in a typical corporate environment. As we break through outdated conditioned patterns of relationships, we discover more dynamic, responsive ways of working together in organizations. These relationships develop a high level commitment to: integrity and truthfulness; personal growth; awareness; personal responsibility; the honoring of agreements; and an overall sense of purpose. Relationships freed from limiting beliefs are highly responsive and capable of creating novel solutions as well as a healthier, less stressful work environment. We will create a team of people who communicate about the real issues, honor agreements and take high levels of personal responsibility and accountability.

My approach is to directly explore and experientially discover rather than present theories and concepts. Because the sessions address real issues, the very dynamics and practices that inhibit performance or a company’s success are revealed through participants engaging in the activities of the workshops. My unique training style allows us to work directly “in the moment.” We deal with what is really going on, rather than theorizing or talking about it. As we do this, transformation occurs in real time and is immediately accessible and applicable in the workplace.

I present workshops in a way that guides, supports, encourages and challenges my clients while always treating them with respect and dignity. My intention is to be fully present and sensitive to both group and individual needs while modeling what I teach. The premise is that the most effective learning often comes from the collective and individual experience of the participants, not solely from the leader. My role is facilitative more than instructive. I invite clients to tap their own individual intelligence and creativity, as well as vitalize the collective imagination of the group. Participants develop their own abilities and create their future by engaging in an experience of authentic learning. This approach has been effective in my work with Fortune 100 companies to Silicon Valley start-ups.

The Work >

Relationship Breakdowns

In most cases non-productivity, project failures and lack of results can be traced back to a relationship breakdown or multiple breakdowns. These can be misunderstandings in communication, inaccurate assumptions, withheld communications, broken or unclear agreements, alienation or retaliation. In general, breakdowns can often be attributed to lacks in the following areas: alignment, inclusion, collaboration and communication.

My approach is to directly explore and experientially discover rather than present theories and concepts. Because the sessions address real issues, the very dynamics and practices that inhibit performance or a company’s success are revealed through participants engaging in the activities of the workshops. My unique training style allows us to work directly “in the moment.” We deal with what is really going on, rather than theorizing or talking about it. As we do this, transformation occurs in real time and is immediately accessible and applicable in the workplace.

The expense of poor relationships in companies can be measured by the costs of failures, turnover, errors and slow responsiveness. Loss of contracts, mediocre work, disgruntled employees, late projects and lost opportunities are expensive and can break a company. The jump from ordinary to extraordinary relationships is the jump from good to great results. Extraordinary relationships happen when there are high levels of trust, integrity, real communication and uncharacteristic levels of support within an organization.

In an article published by the Wall Street Journal, the five top reasons why managers fail were all related to poor interpersonal and relational skills, not technical or cognitive abilities.

Read on to... The Five Main Reasons Managers Fail
*Excerpt from the Wall Street Journal
(Download - requires Adobe Reader)

Result

“In my entire business career, I have not had the opportunity to work with anyone as professional and effective as Susan. I have personally observed that issues and relationships that had gone unresolved for months or years have been handled by Susan in 30-45 minutes. Some of these have been extremely sensitive, yet everything has been handled in a positive manner. Several officers have stated that we could do away with all the trainings of the past as this has been most helpful to them in both their professional and personal lives.”

{ Richard A. McNeese, CEO, First National Bancorp, Gainsville, GA. }

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