Results found: 7
. Step 1: Define a change management strategy: A4107.ChangeManagementStrategy.
. Step 2: Enhance your persuasive abilities: A4040.PersuasionStrategy.
. Step 3: Celebrate achievements and motivate employees: A4122.ResultsAppreciation.
. Step 4: Respond to recurring and challenging questions: A4123.AnswerInconvenientQuestions.
. Step 5: Visually represent the action plan: A4075.VisualActionPlan.
. Step 6: Moderate difficult conversations and resolve conflicts: A4053.ConflictSolver.
. Step 7: Prevent issues and reduce pressure within the team and externally: A4114.TeamStressReducer.
This tool helps to define a strategy to capitalize on evolutionary changes, minimize resistance, and simplify the process. changes, minimize resistance, and simplify the process.
| Key Results | Solved Problems |
|---|---|
| Establishing a change strategy | Opposition to change |
| Highlighting the benefits of change | Reluctance to personal growth |
| Involving everyone inclusively and naturally | Perceiving change as an obstacle rather than an opportunity |
| Understanding collaborators’ needs | Unclear roles and responsibilities in managing change |
| Establishing an action plan, assigning roles and responsibilities | Neglect of the phases of change |
| Identifying the first concrete steps to take |
This tool helps refine one's persuasion strategy for customers, colleagues, and stakeholders, and to achieve what is desired with greater ease and elegance.
| Key Results | Solved Problems |
|---|---|
| Perfecting the persuasive strategy | Predominant empirical approach |
| Using both rationality and the emotional sphere to persuade | Failure to prepare a strategy |
| Seeing opportunities beyond appearances | Neglecting the principles of persuasion |
| Identify the objectives that favor the recipient’s desired results | Undervaluing the role of emotions and language in decision-making |
| Distinguishing what really matters | Erosion of credibility over time |
| Taking the first steps and mitigating apprehension | Viewing persuasion as an innate gift rather than a developable skill |
This tool is designed to recognize and celebrate achievements, both individually and as a team, to increase confidence and lead to even better performance.
| Key Results | Solved Problems |
|---|---|
| Valuing results and stimulating motivation | Tendency to downplay achieved successes |
| Acknowledging the efforts of collaborators and stakeholders | Failure to contextualize results |
| Strengthening confidence in one’s own abilities (with very little time commitment) | Poor celebration of one’s achievements |
| Revitalizing activities | Tendency not to quantify successes in measurable terms |
| Reorienting goals and challenges | Delay in addressing performances needing improvement |
| Making collaborators aware of successes and incentivizing maximum commitment | Lack of recognition for collaborators |
| Facilitating quick decisions |
This tool is designed to effectively address both Frequently Asked Questions (FAQs) and Inconvenient Question (FIQs), making decisions more solid, reliable, and persuasive.
| Key Results | Solved Problems |
|---|---|
| Addressing frequent and uncomfortable questions | Lack of clarity in communications |
| Eliminating rumors | Lack of concrete answers |
| Answering delicate questions with courage | Dissemination of unofficial and uncertain information |
| Stress-testing decisions to strengthen them | Dissatisfaction and demotivation |
| Expressing one’s expertise | Need for repeated clarifications |
| Generating value in minutes | |
| Formulating incisive questions and stimulating productive responses |
This tool allows the graphical visualization of one's action plan and to communicate it clearly.
| Key Results | Solved Problems |
|---|---|
| Visualizing your action plan graphically | Difficulty in establishing the time needed to complete activities |
| Establishing a visual sequence of execution | Challenges in managing work peaks |
| Balancing resource utilization | Failure to identify critical paths and workload peaks |
| Incorporating Work Breakdown Structure (WBS) into an overall vision | Late planning |
| Coordinating activities and defining interdependencies | Absence of an overall vision |
| Calculating the resources required at each stage | Difficulty in monitoring work progress at a glance |
| Detecting inconsistencies early on |
This tool provides an opportunity to turn disagreements into opportunities for growth. A clear sign of responsible and solid leadership.
| Key Results | Solved Problems |
|---|---|
| Moderating challenging conversations and resolving disputes | Tendency to ignore the onset of conflicts |
| Anticipating potentially problematic situations | Passive acceptance of unpleasant situations |
| Facilitating mediation meetings | Compromise of logic due to personal identity and pride |
| Encouraging constructive dialogue between parties | Overly emotional responses |
| Promoting an inclusive climate (also to parties not directly involved) | Conflict resolution attempts that do not restore relationships |
| Establishing an environment of trust and openness | Predominance of the subjective over the objective plane |
| Having a reference for established agreements |
This tool promotes the adoption of practices aimed at reducing pressure and preventing the rise of interpersonal tensions.
| Key Results | Solved Problems |
|---|---|
| Anticipating problems and minimizing stress in the team | Neglect of relational dynamics |
| Implementing preventive measures | Unresolved conflicts |
| Avoiding conflicting dynamics | Escalation of tensions rather than early resolution |
| Defining an action plan to strengthen relationships | Conflicts escalating from technical to personal levels |
| Poor understanding towards colleagues | |
| Accumulation of stress |
| Key Results | Solved Problems |
|---|---|
| Establishing a change strategy | Opposition to change |
| Highlighting the benefits of change | Reluctance to personal growth |
| Involving everyone inclusively and naturally | Perceiving change as an obstacle rather than an opportunity |
| Understanding collaborators’ needs | Unclear roles and responsibilities in managing change |
| Establishing an action plan, assigning roles and responsibilities | Neglect of the phases of change |
| Identifying the first concrete steps to take |