Over the past decade a growing body of literature has documented the importance of social and emotional effectiveness as well as effective coaching (how we take good people and make them the best they can be) and feedback skills.  As leaders face times of increasingly rapid changes within their respective organizations, teams, and/or laboratories they must proactively work with others to lead them through these challenging times while continuing to meet the changing needs of stakeholders and clientele.    

“The best leader is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” - Theodore Roosevelt Research indicates that employees leave bosses, not organizations. Here are some statistics about the impact of good and bad bosses from http://govitru.com/workplace-statistics/

"Success in life, in anything, depends upon the number of persons that one can make himself agreeable to.” -Thomas Carlyle Working relationships are improved when you know and understand your personality style. Why? Because it helps you understand your behavior and why you act the way you do. When you can figure out what makes people tick and what ticks them off, you can create strategies for improving your relationships with them.

Have you ever left a meeting where the group’s decision still didn’t feel right or where everyone still wasn’t on the same page? This training will provide you techniques for helping groups work through thinking and decision making of important ideas and difficult conversations. You will learn how to be effective at facilitating people through processes that provide useful information and data in making decisions and developing ownership over those decisions. Participants will: • Understand facilitation and facilitator roles