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Learning Modules

StepUp BC is offering CoachingOurselves modules specific to the non-profit sector for free! The modules are 90 minutes in length and cover a specific topic during each module. The modules are done in groups (max 5-6 people) through group discussion and reflection.  The modules are designed to uncover new perspectives, and challenge the team to explore their own experiences and think differently. The result is a highly effective approach to improving your own capacity, bonding as a team, and changing and revitalizing your organization.

Click on one of the descriptions below for more information and to request a module. The StepUp BC team will respond to your requests and set your team up to begin working on the module you’ve chosen. There is no limit on the number of modules you can request, but you should complete one before beginning another. 

Executive Directors and Managers
Dealing with the Pressures of Managing

Dealing with the Pressures of Managing

The pressures of managing are constant, not temporary: in other words, pressure in this job is business as usual.

This topic looks at the popular myth of the manager as fully in control and replaces it with some of the facts about the characteristics of managing: the hectic pace, the fragmented work, the orientation to action. How is anyone supposed to think, let alone think ahead, amidst all this?

The objectives of this session are to:

Bring managing off its pedestal, into its realities.

Appreciate the inherent characteristics of managerial work.

Consider how best to deal with these challenges.

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Fit to Lead

Fit to Lead

Managing is hard work: it can be wearing physically, as well as emotionally. Long hours often lead to a lack of exercise, missed meals and unhealthy compensatory eating. In this topic we present some simple tools to incorporate into your busy workday to promote a healthy lifestyle. You will be able to increase your energy levels to better meet the demands of your work and also help prevent many diseases of

The objectives for this session are to:

Reflect on your present health situation.

Understand why you may make unhealthy choices and how to make healthier ones.

Decide how you can incorporate the Health Action Plan into your workday.

Executive Directors and Managers
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Managing to Lead

Managing to Lead

Leadership is an important aspect of managing. But what does this mean in your day-to-day work? As you will see, leadership is a complex interplay of factors, which requires balance.

The objectives for this session are to:

Determine which factors contribute to effective leadership.

Understand how to better balance your leadership style.

Clarify what you can do to enhance your contribution to a well-led organization.

Executive Directors and Managers
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Reflection

Reflection

How often do you wonder not just about what happened but why it happened and how it differs from other happenings?

This topic introduces the importance of reflection in managerial work. Reflection is about getting the meaning from everyday experiences. Managers may too easily allow ‘doing’ to drive out ‘thinking’, and ‘thinking’ might miss out on the clues provided by feelings and intuition. By bringing conscious awareness into the moment, the result will be more informed, effective action for the future.

The objectives for this topic are to:

Learn from your own experiences and the experiences of others through reflection.

Appreciate the importance of collective and individual reflection in managerial work.

Find ways to combine managerial reflection and action.

Executive Directors and Managers
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Talent Management

Talent Management

This CoachingOurselves topic challenges you to diagnose and clarify your own talent “mindset”. How can you best maximize the talent around you and build on your employees’ strengths? Discuss and create strategies with your colleagues to bring the talent mindset into action.

The objectives for this session are to:

Understand what talent management is.

Appraise your own talent mindset.

Decide what you can do in your day-to-day work to get the most out of the talent in your unit/ organization.

Executive Directors and Managers
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All Staff
Being a Catalytic Leader

Being a Catalytic Leader

As in chemistry where a catalyst provokes or speeds a reaction, catalytic leadership sparks a critical mass of action for long-term impact.

The idea of catalytic leadership has taken off recently as people begin to think about the difficulty in making change happen in situations where potential leaders might not have executive authority over various groups. There are many situations like this in organizations, especially with their increasing use of outsourcing, contractors, joint ventures, strategic alliances, multi-agency collaboration, and project groups.

The objectives of this session are to:

Understand what a Catalytic Leader is.

Examine the personal characteristics of a Catalytic Leader.

Explore opportunities for becoming a Catalytic Leader.

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Beyond Bullying

Beyond Bullying

Bullying occurs when someone demonstrates a pattern of unpleasant behaviours towards someone else. It can create havoc within people’s lives and affect organizational performance. It is, therefore, worth investing some time in analyzing what it is, how it arises, and what can be done about it.

Whether you are experiencing some bullying problems within your organization or are interested in more fully understanding some of the dynamics around the misuse of power within organizations, understanding bullying will help you build and sustain better outcomes.

The objectives of this session are to:

Help you recognize different types of bullying patterns of behavior and how these might arise.

Encourage you to reflect on how you might constructively tackle situations where bullying is occurring.

All Staff
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Career Anchors

Career Anchors

Honest, transparent discussions about career goals and motives contribute to the ability of organizations to match individual and business aspirations. But this requires that employees have a clear concept of what they are good at, what motivates them, and what they value. This self-image is their “career anchor”.

Working with an awareness of career anchors, you can increase team outputs and facilitate an open dialogue with reports on their different skills and needs. When employees feel valued, engaged, and are aligned with strategic business goals, their organizations will better endure and thrive in today’s complex world.

The objectives for this topic are to:

Understand how the different career anchors relate to job situations.

Determine your personal career anchors and how they match with your current position and tasks.

Appreciate how this concept can inform the way you work with others.

All Staff
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Crafting Strategy

Crafting Strategy

Strategy, defined as plan, pattern, position, and perspective, is used to derive four distinct processes of strategy formation: planning, visioning, venturing, and learning. Each is considered as it applies to your organization and the session concludes with an integrative model that includes all of these.

The objectives for this session are to:

Better understand the concept of strategy.

Develop an appreciation for the various processes of developing strategy.

Consider this in light of the needs of your organization, or department, and what you can do about it.

All Staff
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Decision Making: It’s Not What You Think

Decision Making: It’s Not What You Think

Sometimes we think too much about our decisions. Perhaps we would do better to see them more insightfully. Or just act on them in order to think about them better. This session contrasts “thinking first” with “seeing first” and “doing first” as approaches to decision making, using examples from finding a mate to handling decisions at work.

The objectives of this session are:

Get beyond thinking in decision making to seeing and doing.

Approach some key decisions differently.

Appreciate that we have to act in order to think, as much as think in order to act.

All Staff
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FeedFORWARD Instead of FeedBACK

FeedFORWARD Instead of FeedBACK

Providing feedback has long been considered an essential skill for managers. Traditionally, this information has been communicated in the form of “downward feedback” from managers to their employees.

But, there is a fundamental problem with this type of feedback: it focuses on a past, on what has already occurred—not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

This session invites you to examine the way in which you provide—and accept—feedback by learning a technique called feedFORWARD. By increasing the effectiveness of this important exchange, you can increase productivity and positively impact morale.

The objectives for this session are to:

Define and demonstrate feedFORWARD.

Explain why feedFORWARD is more effective than feedback.

All Staff
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Foresight

Foresight

What prevents organizations from noticing transformations occurring around them? Why do they find themselves easily caught and surprised by a new turn of events? Why must organizations constantly revise their forecasts and change their priorities? Why do they so often lack foresight?

This topic introduces you to the power of foresight and shows you how it can be carefully cultivated by re-educating attention. Foresight is the capacity to be finely tuned in to the undercurrents of events and happenings all around us. It involves developing the ability to see what is unseen or overlooked and seek meaning and coherence beneath the surface of things. The ability to ‘read’ and ‘interpret’ the changing moods of markets, popular opinions, customers, and employees are vital capabilities that no forward-looking individual or business can afford to ignore.

The objectives for this session are to:

Show the consequences of a lack of foresight.

Understand why and how we develop perceptual blindness that restricts our capacity for foresight.

Develop attentional strategies in your daily managing that help cultivate an awareness of the unseen, the obscure, and the overlooked.

All Staff
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Managing Time and Energy

Managing Time and Energy

Work is not just about making brilliant decisions. It is also about how we manage our time and energy, individually and as a team. Almost everyone feels there is not enough time in a day, but there are days when we feel “Wow, we got a lot done”. How do we make that happen more often?

Sometimes the problem isn’t lack of time at all, it’s lack of energy. When we are at our best we can zip through a project, but when we are tired or uninspired the hours go by but not a lot is accomplished.

The objectives for this topic are to:

Identify how we currently manage our time.

Learn how to work with our natural rhythms so we can maximize creative and productive work.

Reflect on ways we can work to make the most of time and energy.

All Staff
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Some Surprising Things about Collaboration

Some Surprising Things about Collaboration

The word “collaboration” has a very positive connotation these days. Collaboration helps us break out of our “hierarchy fix” as well as our “market fix”. It also helps us direct more attention to how people connect with each other as capable adults.

The objectives for this session are to:

Distinguish the various types of collaborative relationships with which you may be involved.

Realize what contributes to effective collaboration.

Apply this to enhancing your collaborative relationships.

All Staff
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The Play of Analysis

The Play of Analysis

Analysis is pervasive. Managers read and write lots of reports and do quite a bit of number-crunching. Yet we all know of situations where decisions were wrong because they just weren’t well thought out (“extinction by instinct”), and we know of others that were analyzed interminably without getting anywhere (“paralysis by analysis”).

Paradoxically, we sometimes seem to over-analyze the little decisions and under-analyze the big ones. How and why does this happen? What can we do about it?

The objectives for this session are to:

Understand how and why analysis is used.

Consider situations where we overdo it or underdo it.

Think about how to get the balance right.

All Staff
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Time to Dialogue

Time to Dialogue

Discussion, debate, negotiation, and information exchange are the most common forms of communication in organizations, but although helpful in many ways, they rarely push us beyond our current paradigms of thought and action. This session is an introduction to dialogue, a more creative and collaborative mode of communication that increases our capacity to address complex organizational issues.

The objectives for this session are to:

Understand what dialogue is and how it differs from other forms of communication.

Practice specific behaviors that can help us move towards a more dialogue-based way of communicating.

Consider ways of cultivating dialogue as a sustained organizational practice.

All Staff
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