WINTER/SPRING 2021
LEADERSHIP/PROFESSIONAL FOUNDATIONS
DONE:
- Change to first person (I/me/my)
- Add examples
- Breakout questions to be part of PM (non-fillable)
- Debrief questions more precise
- How to video re Portal (Carrie)
TO DO:
- Differentiate by level
- Differentiate questions for New Grads (reach out)
- Include different modalities like polls & videos
- Review Outgrow questions for Module 4 (Doug)
ISSUES:
- Uncertain if Bell allow AC emails to get through security (Doug/Zoltan)
1

Internal process – AC on hold re emails
2
Email communication
Step What One-off For each Module Who
1 First name, last name, BU and email goes into AC 2 days
before start
Robyn
2 Initial email goes out from AC with (1) PM (2) Portal
instructions & QR/link and (3) link to Welcome video
24 hours prior
to Module
Cara
3 Pairing of Accountability Partners and shared with
facilitator
During
Module 1
Cara
4 Link in chat for attendance and NPS/feedback in
Outgrow
During each
Module
Facilitator
5 Booking first Impact Coaching sessions in outlook During Module 1 Amy
6 Post module email (1) how to prep for IC (2) meet AP
(3) confirm IC meeting, (4) application tracker, etc.
1-3 hours post
Module
Cara
7 Summary and post NPS/feedback
- Bell Channel (Robyn)
- Imported from Outgrow to AC (Cara)
EOD Module Robyn & Cara

Initial email to registered participants FALL 2020
3
Dear Participant,
Please find the details of the CP3 People Leaders virtual training you are
enrolled in.
1. Program Overview :
This program will provide you with the tools and resources to engage your
stakeholders to exceed your desired business results by leading others and
creating an impact.
• Timeline :
Session 1 : 2 hrs: Power of You Zoom video session
Impact Coaching 1: 45 min intake coaching with an accountability partner and
coach
Session 2 : 2 hrs: Power of Connection Zoom video session
Session 3 : 2 hrs: Power of Peers Zoom video session
Impact Coaching 2: 30 min mid-point coaching with an accountability partner
and coach
Session 4 : 2 hrs: Power of Impact Zoom video session
Virtual Session Details :
Ø Virtual via zoom platform. Refer calendar invites for zoom meeting details
Ø 4 X 2 hour mandatory sessions every other week.
Ø All Impact coaching sessions are mandatory
Ø Note: A camera* is needed to participate in this session.
*You can use your phone as a camera as well. Video option needs to be
enabled.
Should you have any questions regarding your participation in this
program, please contact the Leadership Development Team
Pre Program Requirements Checklist
1. Pre-Session :
¨ Run Zoom in browser*
-Do not download/install zoom app on your office computer
¨ Download the participant manual here.
¨ Watch the pre-module video here
¨ Complete 3-min survey on your learning needs
2. During the session :
¨ Join the session on time
¨ Have a comfortable un-disturbed setting
¨ Check internet connection and enable camera
¨ Close all other apps, outlook and BETC
¨ Use headset or earphone for better clarity
¨ Two displays/screens can enhance your experience
3. Completion Credits :
To receive completion credits participant has to :
¨ Attend all the sessions.
¨ Complete assignments
¨ Complete all impact coaching.
*Note: All zoom sessions use enhanced security of meeting id and password,
which is in calendar invites you received from CareerZone. Do not share or
pass on the invites to others

Initial email to registered participants WINTER 2021
4
Dear Participant,
Please find the details of the XXXXX (CP2 Professional) virtual training
you are enrolled in.
1. Program Overview :
This program will provide you with the tools and resources
to engage your stakeholders to exceed your desired business results by
leading others and creating an impact.
• Timeline :
Session 1 : 2 hrs: Power of You Zoom video session
Impact Coaching 1: 45 min intake Impact Coaching with an
Accountability Partner and Impact Coach
Session 2 : 2 hrs: Power of Connection Zoom video session
Session 3 : 2 hrs: Power of Peers Zoom video session
Impact Coaching 2: 45 min mid-point coaching with an Accountability
Partner and Impact Coach
Session 4 : 2 hrs: Power of Impact Zoom video session
Virtual Session Details :
Ø Virtual via zoom platform. Refer calendar invites for zoom meeting
details
Ø 4 X 2 hour mandatory sessions every other week.
Ø All Impact coaching sessions are mandatory
Ø Note: A camera* is needed to participate in this session.
*You can use your phone as a camera as well. Video option needs to be
enabled.
Should you have any questions regarding your participation in this
program, please contact the Leadership Development Team
Pre Program Requirements Checklist
1. Pre-Session :
¨ Run Zoom in browser* here
-Do not download/install zoom app on your office computer
¨ Download the participant manual here.
¨ Watch the pre-module video and download the participant portal ADD PORTAL here
¨ Complete 3-min survey on your learning needs
¨ Think about the following before Module 1:
a. What do I want to impact (business impacts)?
b. What could I share about myself with my team or a member of my team, that could benefit
c. A current situation where giving or receiving feedback would benefit me or others.
d. A person or behaviour where in an ideal world, I could effectively challenge.
2. During the session :
¨ Join the session on time
¨ Have a comfortable un-disturbed setting
¨ Check internet connection and enable camera
¨ Close all other apps, outlook and BETC
¨ Use headset or earphone for better clarity
¨ Two displays/screens can enhance your experience
3. Completion Credits :
To receive completion credits participant has to :
¨ Attend all the sessions.
¨ Complete assignments
¨ Complete all impact coaching.
*Note: All zoom sessions use enhanced security of meeting id and password, which is in calendar invit
you received from CareerZone. Do not share or pass on the invites to others

Initial email to registered participants- TO REVISE
5
Bonjour,
Veuillez trouver les détails de la formation virtuelle sur les Notions de base en
leadership pour laquelle vous vous êtes inscrit.
Aperçu du programme :
Le programme de formation virtuelle Notions de base en leadership
suscite la réflexion et vous inspire à songer à la façon dont vous dirigez les gens à
l’intérieur de Bell. Ce programme met l’accent sur la pratique, en employant des outils
éprouvés pour mobiliser vos intervenants, afin que vous soyez reconnu comme une
personne qui dépasse les résultats commerciaux souhaités en dirigeant les autres et en
créant un impact dans votre unité d’affaires.
Échéancier :
• Module 1 : 2 heures : Le pouvoir en vous Séance vidéo avec Zoom
• Séances de coaching d'impact 1 : Coaching de 45 minutes avec un coach d'impact
et un partenaire d'imputabilité
• Module 2 : 2 heures : Le pouvoir de la connexion Séance vidéo avec zoom
• Module 3 : 2 heures : Le pouvoir des pairs Séance vidéo avec Zoom
• Séances de coaching d'impact 2 : Coaching de 45 minutes avec un coach d'impact
et un partenaire d'imputabilité
• Module 4 : 2 heures : Le pouvoir de l’impact Séance vidéo avec Zoom
Détails de la séance virtuelle :
• Virtuelle par le biais de la plateforme Zoom. Consultez les invitations au calendrier
pour obtenir les détails de la réunion sur Zoom.
• Quatre modules obligatoires de deux heures toutes les deux semaines.
• Toutes les séances de coaching d'impact sont obligatoires.
• Remarque : Une caméra* est nécessaire pour participer à cette séance. Vous pouvez
aussi utiliser votre téléphone comme caméra. L’option vidéo doit être activée.
Si vous avez des questions concernant votre participation à ce programme, veuillez
Liste de contrôle préliminaire des exigences du programme
1. Avant la séance :
• Lancez Zoom dans le navigateur*
• Ne téléchargez pas et n’installez pas l’application Zoom sur l’ordinateur de
votre bureau.
• Téléchargez le cahier du participant ici.
• Visionnez la vidéo qui précède le module et télécharger le portail ici.
¨ Remplissez le sondage de trois minutes sur vos besoins en matière
d’apprentissage.
Nous vous suggérons quelques pistes de réflexion avant de commencer le
module 1 :
a. Sur quoi est-ce que je veux avoir un impact (impacts sur l’entreprise) ?
b. Que puis-je partager sur moi-même avec mon équipe ou un membre de mon
équipe, qui pourrait m’être bénéfique ?
c. Une situation courante dans laquelle donner ou recevoir une rétroaction
serait bénéfique pour moi ou pour d’autres personnes.
d. Une personne ou un comportement que je pourrais, dans un monde idéal,
remettre en question avec efficacité.
2. Durant la séance :
• Joignez-vous à la séance à temps.
• Installez-vous dans un environnement confortable et sans dérangement
• Vérifiez la connexion Internet et activez la caméra.
• Fermez toutes les autres applications, comme Outlook et BCTE.
• Utilisez un casque d’écoute ou un écouteur pour une meilleure clarté.
• Deux écrans peuvent améliorer votre expérience.
3. Crédits :
Pour recevoir des crédits, le participant doit faire ce qui suit :
• Participer à toutes les séances.
• Terminer les tâches affectées.
¨ Participer à toutes les séances de coaching sur les répercussions.
*Remarque : Toutes les séances Zoom utilisent une sécurité accrue de

Pre module 1 data collection from Participant
6
Winter/Spring 2021
Pre-Assessment portal
• Name
• What Business Unit are you from? (drop down/other)
• What Time Zone do you work in? (drop down)
• How committed am I to leading differently from this program? (1-
10)
• I am comfortable with receiving feedback from my leader(s)
and peers? (1-10)
• What are my top 3 development priorities I want to learn from this
program?
• How did you hear about this program? (drop down/other)
• Priorités en matière de développement

Participant Portal Key messages for Video (Carrie)
7
• WELCOME: We look forward to seeing you for Module 1 of your Leadership/Professional Foundations program
• PURPOSE: Foundations program comes with a toolkit called a "Participant Portal"
• BEFORE you attend Module 1, make sure to:
• Click on the link in the email to access the Participant Portal
• Register by creating your own account
• Answer the set of questions
• BEST PRACTICE is to set up the Portal on your desktop or mobile device so it's easily accessible during the
modules and all the times for quick reference
• We will cover more about the Portal in Module 1 and if you want to get familiar with it, the Portal allows you to :
• Take notes and learn how to use each tool/concept
• Tracks the number of times you practice using the tools/concepts of each module
• Don't for to do this BEFORE Module 1 begins.
• Looking forward to seeing you

Fall 2020 OUTGROW
8
• Name
• Email
• Cohort
• Module
• What is your Business Unit (BU)?
• How likely are you to recommend this
module to a colleague or friend?
• What is the primary reason for your score?
• What is the one thing we could do to make
it better?
• What could we do to make you say
“WOW”?
• What was most useful? What
recommendations do you have to improve
or amplify the virtual learning experience?
• Who else would benefit from this module or
program?
• What else would you like to share?
Module 1-4 End of module
(Outgrow)
Winter/Spring 2021 OUTGROW
• Name
• Email
• Cohort
• Module
• What is your Business Unit (BU)?
• How likely are you to recommend this module
to a colleague or friend? (1-10 with 9-10
being a recommend)
• What is the primary reason for your score?
(For ALL)
• What is the one thing we could do to make it
better? (For Detractors)
• What could we do to make you say “WOW”?
(For Neutrals)
• What was most useful? (For Promotors)
• What recommendations do you have to
improve or amplify the virtual learning
experience?
• Who else would benefit from this module or
program?
• What else would you like to share?
Module 1-4 End of module
(Outgrow)

IN MODULE 4 TO REVISE
9
• The purpose of my coaching would be?
• The expected outcome of my coaching would be?
• I would benefit from additional 1:1 impact coaching
• If no, would you prefer to stay with your current
accountability partner or change?
• The actual outcome of my coaching will be? (to be
filled in when finished coaching)
Module 4 additional questions (in portal) • What is your #1/#2/#3 Skill Gap that you want
to close now? Ex: Change readiness,
delegation to development, framing business
cases, influencing leader choices, internal
project pitches, proving impact...
• How important is your identified #1/#2/#3 Skill
Gap? (1-10)
• How would you rate your current ability for your
#1/#2/#3 Skill Gap? (1-10)
• How likely are you to recommend your Impact
Coach to a friend a colleague? (1-10)
• When do you expect to know the impact from
your Impact Statement?
• Are you interested in: A) Bell Leadership
Advanced Impact Assessment (Y/N)
• Are you interested in: B) Bell Leadership Impact
Coaching (Y/N)
• Rank the Coaching offering in order of interest
(3, 6, Unlimited)
• Congratulations! You have unlocked an
exclusive offer
to access monthly BrainTrusts when you sign-
up for Unlimited Impact Coaching. Would you
like to join monthly BrainTrusts? (Yes/No)
• For additional support, leave your name and
Bell email address
Module 4 additional questions
(Outgrow)

POST MODULE EMAIL TO REVISE FR
10
Hello,
You have completed Module 1: The Power of You of your Leadership Foundations experience. In advance of your Intake Impact Coaching
Session, you will have needed to:
•Identify your preliminary Impact Project statement
•Use pages 19-22 of your participant manual as a reference. Reflect on the following:
•IMPACT: What impact do you I want to have on the business considering your purpose and profit?
•METRICS: What metrics could you I use to measure the impact? Get to a dollar value ($) of (Saving time, saving money, increasing revenue,
increasing efficiency, increasing effectiveness, etc.)
•ASSUMPTIONS: What assumptions am I making in determining my metrics?
• ME: How will I personally show up differently as a leader? (Eg. mindset, communication, confidence, resilience, mental health, etc.) Identify
3 actions.
•MY TEAM/STAKEHOLDERS: What actions will I take differently? (Eg. people to align with, process, resources, etc.) Identify 3 actions.Who do
I want to get aligned with my impact? What resources do I need?
•ACTION: What are the 2-3 primary actions to achieve the impact?
•Meet with your accountability partner
•Your accountability partner has been pre-assigned. Meet with them prior to the impact coaching session to review/discuss yours and your
partner’s impact statement.
•Check your availability
If you haven't already done so, confirm your availability for your Impact Coaching session.
If you or your accountability partner are not available for your pre-assigned Impact Coaching time, book a new time
using https://bookme.name/CarolineAssalian by emailing your Impact Coach. Depending on who you got your calendar invitation from and suggest 2-3 alternate times,
that will suit you and your accountability partner(s).
Your Impact Coach will be either:
Caroline@Learn2.com
Monique@Learn2.com
The impact coaching session will support you create an impact on your development (professionally and personally), on the business, your team, peers and/or

POST MODULE EMAIL TO REVISE FR
11
Bonjour à tous,
Vous avez completé le module 1 : Le pouvoir de vous de votre expérience des notions de base en leadership. Avant votre séance de coaching pour impact, vous devez :
•Identifier votre déclaration d’impact
•Utiliser la page 14 du cahier de participation comme de référence. Réfléchissez aux éléments suivants :
•IMPACT : Quel impact voulez-vous avoir sur l’entreprise en considérant votre objectif ou passion?
•MESURES : Quelles mesures pourriez-vous utiliser pour mesurer votre impact ? (1. Productivité et efficacité 2. Revenus 3. Économies 4. Fidélisation et satisfaction des
employés 5. Satisfaction de la clientèle)
•HYPOTHÈSES : Quelles hypothèses puis-je faire quant à la détermination de mes mesures ?
•VOUS : Comment allez-vous diriger (ex. mentalité, communication, confiance, etc.)
•ÉQUIPE/INTERVENANTS : Qu’allez-vous faire en tant que leader pour diriger / utiliser différemment (ex. ressources, personnel, processus, outils)
•ACTIONS : Quelles sont les deux ou trois principales actions atteindre votre impact ?
•Rencontrer votre partenaire d’imputabilité avant la séance de coaching pour impact pour examiner et discuter votre impact.
•Vérifier votre disponibilité : Vérifier auprès de votre partenaire d’imputabilité pour vous assurer que l’heure vous convient. Si ce n’est pas le cas, envoyez-nous quelques
options.
La séance de coaching pour impact vous aidera à créer un impact sur votre développement (professionnel et personnel), sur l’entreprise, votre équipe, vos pairs et/ou
vos leaders.
Au plaisir de vous revoir,

AC data to collect
12
• How committed are you to leading differently from this
program? (Adalo)
• I am comfortable with receiving feedback from my leader(s)
and peers? (Adalo)
• What are the top 3 development priorities I want to learn from this
program? (3 fields) (Adalo)
• Accountability Partner 1
• Accountability Partner 2
• Impact Statement 1 with 5 fields
Priority B
• Tracker (summary) by module

AC data to collect
13
Active Campaign Who From where To where
First name CARA Robyn Excel
Last name CARA Robyn Excel
Organization CARA Robyn Excel
Initial Cohort (CP2 Pro date) CARA Robyn Excel
Email CARA Robyn Excel
Language CARA Robyn Excel
Facilitator CARA Robyn Excel
FND Impact Coach CARA Robyn Excel
BU CARA Adalo
Attendance M1 Facilitator Manual
Attendance FND IC Session #1 Impact Coach Manual
Attendance FND IC Session #2 Impact Coach Manual
Active Campaign Who From
where
To
whe
e
Time Zone Cara Adalo
How committed are you to
leading differently from this
program?
Cara Adalo
What are the top 3
development priorities?
Cara Adalo

MODULE 1 BEGINS HERE
Proactive Prep:
1. Why am I taking this program and what is my commitment to leading differently. (portal)
2. Identify my top 3 development priorities (portal)
EMAIL: Think about the following before Module 1:
a. What do I want to impact (business impacts)?
b. What could I share about myself with my team or a member of my team, that could benefit me?
c. A current situation where giving or receiving feedback would benefit me or others. d. A person or
behaviour where in an ideal world, I could effectively challenge.

Set yourself up for success
17 Participant Manual – Reference only
Participant Portal – Active engagement

OVERVIEW FANS ALSO LIKE ABOUT CONCERTS
ARTIST
Leadership Foundations
PLAY FOLLOWING …
Latest Releases
Module 1: Power of You Module 2: Power of Connection Module 3: Power of Peers Module 4: Power of Impact
PG. 1

Shift: from what we can control to how we can lead

Leaders committed to support you drive your development
Caroline@Learn2.com
Led Canadian Olympic Team to 14 Gold
Medals at Vancouver 2010 Winter
Games
Increased business impact of
clients by over 55 million
Leading learners to help the
impossible seem achievable
for 20+ years
Carrie@Learn2.com Monique@Learn2.com
Cara@Learn2.com Doug@Learn2.com
Increase business impact by
over $750 billion
Amy@Learn2.com
Supporting learners to achieve
their impact with ease
Guiding leaders to achieve their
development goals

Customer
Retention
86% reduction in
subscriber churn
Since 1989, over 1 million participants proved they know
better than expensive consultants and did it themselves.
Increase sales
Exceeded sales
targets for 1st time
in 12 years
Same approach: participant-driven
Faster
Implementation
Accelerated client
onboarding, software
implementation and
purchase of
additional modules
Improve
Productivity
From $800M
to $1.4B in a year
with same team
Develop
Diverse Talent
>$1 million in profit
proven from each
cohort

What is participant-driven learning?

WHY: To rapidly develop your leadership
capabilities and accelerate your impact
HOW: Participant-driven with a focus on
practice, application and impact
WHAT: Four 2-hour modules with Proactive Prep to
support practice with an Accountability Partner,
Impact Coaching, and achieve an Actual Impact to
move you and your leadership toward mastery
WHY
HOW
WHAT
PG. 2

LEAD IN VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS SITUATIONS
CONNECT DEVELOPMENT OPPORTUNITIES TO YOUR BUSINESS PRIORITIES
ENGAGE STAKEHOLDERS EFFECTIVELY
EXPAND YOUR LEVEL OF SELF-AWARENESS
DEVELOP TEAM MEMBERS AND STAKEHOLDERS THROUGH FEEDBACK
AND COACHING
CHALLENGE BEHAVIOURS THAT FAIL TO REINFORCE OUR VALUES
RESPOND DIFFERENTLY WHEN STATUS, CERTAINTY, AUTONOMY,
RELATEDNESS AND FAIRNESS GET THREATENED (SCARF)
People Leaders: Learning Outcomes
PG. 3

LEAD IN VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS SITUATIONS
CONNECT DEVELOPMENT OPPORTUNITIES TO YOUR BUSINESS PRIORITIES
ENGAGE STAKEHOLDERS EFFECTIVELY
EXPAND YOUR LEVEL OF SELF-AWARENESS
DEVELOP CONTRIBUTORS AND STAKEHOLDERS THROUGH FEEDBACK AND COACHING
CHALLENGE BEHAVIOURS THAT FAIL TO REINFORCE OUR VALUES
RESPOND DIFFERENTLY WHEN STATUS, CERTAINTY, AUTONOMY, RELATEDNESS AND
FAIRNESS GET THREATENED (SCARF)
Professionals: Learning Outcomes
PG. 4

Leadership Foundations: Outline
Proactive
Prep
(15 mins)
Proactive
Prep
(15 mins)
Proactive
Prep
(15 mins)
Proactive
Prep
(15 mins)
Power of
Peers
(2-hour module)
Power of
Connection
(2-hour module)
Power of You
(2-hour module)
Power of
Impact
(2-hour module)
Triad Impact Coaching
(45 minutes)
Triad Impact Coaching
(45 minutes)
PRE
DURING
POST
2 weeks
application
2 weeks
application
2 weeks
application

Our PAINS and GAINS as a CP2 Professional inside Bell
GAIN: The opportunities you create
PAIN: The challenges you face

ALBUM
Module 1: The Power of You
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
1 Proactive Prep 00:05:00 IIIIIIIIIIIII
Module 1 2:00:00 IIIIIIIIIIIII
3 Accountability Partners and Application 1:00:00 IIIIIIIIIIIII
4 Triad Impact Coaching 00:45:00 IIIIIIIIIIIII
PG. 5

Statement from person A
Pause... Choose WYSIITMB Respond
A B
PG. 6
What you said is important to me because… WYSIITMB

What made you decide to take this program?
François: I am unsure what to expect from this
program as a professional here at Bell because I don't
have a team. I am prepared to keep an open mind
though.
A
François
B
Sola
EXAMPLE - WYSIITMB
Sola: PAUSE...WYSIITMB I too wasn't sure what to
expect. My leader told me that they see me as a
leader and the course would help with my leadership
development.
François: PAUSE...WYSIITMB...
PG. 7

How committed am I to leading differently?
PAUSE and CHOICE and WYSIITMB
X = 6 min
Y = Practice the Pause, Choice and WYSIITMB
Z = Understand level of commitment to change and learning PG. 8

Debrief:
How did the pause, choice and WYSIITMB impact the quality of my
conversation?
How was the outcome of the commitments?
What else did I learn?
PG. 9

Development process
Unconscious incompetence - Stage 1 (0 to 2)
You don’t know what you don’t know
Discovery
Conscious incompetence - Stage 2 (3 to 5)
You know what you want to do and you don’t have the
skills to do it yet
Learning
Conscious competence - Stage 3 (6 to 8)
You know what you could do, and you know how to do it,
and it takes a lot of conscious effort
Performing
Unconscious competence - Stage 4 (9 to 11)
You know what you could do, and how to do it, and it
flows naturally from you
Mastery
PG. 10

PG. 11
EXAMPLE of Development process – Be a change agent
Stage 1 - Unconscious incompetence
Discovery
People should agree to change when it's logical
Stage 2 - Conscious incompetence
Learning
I remind myself to meet with key team members before
making changes
Stage 3 - Conscious competence
Performing
I actively engage, consult, listen, collaborate
before expecting change to happen
Stage 4 - Unconscious competence
Mastery
I automatically meet people where they are to understand
their resistance before making changes

I want to be known as an effective leader at Bell
What are my top 3 development priorities?
MUTE MUTE MUTE
CHOOSE 3
PG. 12
CHOOSE 1 CHOOSE 2

Bell Leadership Success Profile BLSP
PG. 13

MUTE MUTE MUTE
PG. 14
EXAMPLE – top 3 development priorities
How to effectively communicate
with executive team
Presentation skills
How to create/motivate a
high-performing team

What are my top 3 development priorities
X = 8 min
Y = Reflect on my top 3 development priorities for my PGP
Z = I want to get known as an effective leader at Bell
PG. 15

Share in chat:
What are my development priorities?
PG. 16

My business impacts PG. 17
Leading at Bell

Me and my value
My leader(s)
Leader’s leader(s)
Build the best
networks
Drive growth
with innovative
services
Deliver the
most
compelling
content
Champion
customer
experience
Operate with
agility and cost
efficiency
Engage and
invest in our
people
PG. 18
My team, peers, stakeholders
Connect your impact to Strategic Imperatives

What new permanent solution could I implement within the next quarter?
1. Productivity/efficiency 2. Revenue gain 3. Cost savings 4. Retention/satisfaction 5. Customer value
You/Leader
Team/ Project
BU
Bell
Customers
Build the best
networks
Drive growth with
innovative
services
Deliver the most
compelling
content
Champion
customer
experience
Operate with
agility and cost
efficiency
Engage and invest
in our people PG. 19
Peers/stakeholders
Possible impact projects

1. Productivity/efficiency 2. Revenue 3. Cost savings 4. Employee retention/satisfaction 5. Customer satisfactio
You/Desk
Office/ Project
BU
Bell
Customer
Build the best
networks
Drive growth with
innovative
services
Deliver the most
compelling
content
Champion
customer
experience
Operate with
agility and cost
efficiency
Engage and invest
in our people PG. 20
Team/stakeholders
Examples:
• Reduce turnaround time for
network facility checks
• Increase sales of digital
transformation product
• Create a lessons learned
repository to eliminate same
mistakes saving time
• Improve service assurance
data quality
• Improve Information
Security streaming reporting
• Reduce time wasted in
meetings and make process
more effective
EXAMPLE – What new permanent solution could I implement in the next quarter?

IMPACT
1
2 3
MY TEAMS/STAKEHOLDERS:
What actions will I take differently?
(Eg. people, process, tools, etc.)
As measured by
I want to impact
Using the following assumptions
ME: How I will personally
show up differently as a
leader? (Eg. Mindset, communication,
confidence)
PG. 21
1.
2.
3.
1.
2.
3.
MY IMPACT PROJECT
1. Productivity/efficiency 2. Revenue 3. Cost savings 4. Employee retention/satisfaction 5. Customer satisfaction

IMPACT
1
2 3
As measured by
I want to impact
confidence)
PG. 22
Speed up grievance management
reduce grievance timelines by 10% with an annual savings of $125K
Average: # grievances x # hours saved x $ cost/hour
1. Remain confident and calm
when faced with resistance
2. Find champions across teams
and proactively communicate
the benefits of the project
3. Lean into conflict to find a
win-win solution
1. Align with my leader and keep
them updated monthly on
progress
2. Report metrics/ROI of impact
project to leaders, peers,
stakeholders
3. Arrange time monthly to brief
management and improve their
knowledge of
pending grievances
EXAMPLE – Impact Project

Listening as a noun instead of a verb
lis·ten (noun)
We have a listening for each person. Some listenings are large
(we are “all ears” for them). Some listenings are small (we
barely tolerate them). Our listening affects what and how much
we hear from them

Big Listening
I have a big listening for: These people have a big listening for me:
Small Listening
I have a small listening for: These people have a small listening for me:
PG. 23
Listening in my world

Listening in your world
EXAMPLE – Listening in my world
Big Listening
I have a big listening for:
• My leader
• Most of my team
• Sola from BBM
These people have a big listening for me:
• Mabety in Finance
• Muhamed from Bell Media
Small Listening
I have a small listening for:
• Senthil from my team
• Client X
• François my peer in my BU
These people have a small listening for me:
• My leader/manager
• Senthil from my team
• François my peer in my BU
PG. 24

How am I listened to (For people leaders: add "and my team")?
Who has a big and small listening of me?
X = 6 mins
Y = Reflect and discuss my listening and the listening of me
Z = Awareness of my listening of others and theirs of me before choosing action
PG. 25

Debrief:
What did I learn about my listening of others and how will I address it?
What did I notice about others' listening of me and what am I prepared
to do?
PG. 26

62
1.Choose not to hear it
1.Choose to hear it and don’t accept it
1.Choose to hear it and accept it
1.Choose to hear it, accept it and apply it
PG. 27
PAUSE and CHOOSE when receiving feedback

Step I Say My Words
Acknowledge
- Their perspective (Share)
- Their action (Give/Get feedback)
- Their behaviour (challenge behaviour)
...You…
Share Impact And the impact...
Way forward
So...
Therefore...
PG. 28
1-minute tool

Step I Say My Words
Acknowledge
- Their perspective (Share) ...You…
I just heard that you have been appointed to lead the new
diversity, equity and inclusion project for our BU.
Congratulations. You are an excellent choice especially given
how you led everyone through the system integration project
In case you didn't know, I am passionate about inclusion and it
would mean a great deal to me to be part of this new initiative.
Way forward
So...
Therefore...
So what do I need to do to be part of this project?
EXAMPLE – 1-minute tool – Share voice
PG. 29

Step I Say My Words
Acknowledge
- Their action (Give/Get feedback) ...You… I appreciate how you support me and care for my development.
As a result, I trust you to give me some constructive feedback
about my leadership skills because I want to continue to grow as
a leader.
Way forward
So...
Therefore...
Therefore, I want to know what you see as my blindspots that
would support my development.
EXAMPLE – 1-minute tool – Give/Get feedback
PG. 30

Step I Say My Words
Acknowledge
- Their behaviour (challenge behaviour) ...You…
I can see that you are committed to delivering a high-quality
report to us on time and sometimes without all the information.
The impact when you don't consult with us before finalizing the
report is that you don't get the whole perspective and the report
may not be as valuable as it could be.
Way forward
So...
Therefore...
Therefore, what do you think about taking the time now before
the next quarter to identify the information that would make
your report even more helpful/valuable for us.
EXAMPLE – 1-minute tool – Challenge behaviour
PG. 31

Targets for practice
Think about:
What could I share about myself with my team or a member of my team, that could benefit me?
A current situation where giving or receiving feedback would benefit me or others.
A person or behaviour where in an ideal world, I could effectively challenge.
PG. 32

Practice 1-minute tool in all 3 contexts
X = 8 min
Y = Practice 1-minute tool to: share, give/get feedback, challenge behaviour
Z = Confident applying 1-minute tool in different contexts
PG. 33

Share in chat:
What did I learn about the impact of acknowledging the other person first?
How could this effect our listening as CP2 Professionals?
PG. 34

Me as a leader -
Big Listening
Share
Feedback
Challenge Behaviour
My Teams/Peers/
Stakeholders
My business impacts
Sharing builds the ME side of my triangle

Giving/Getting feedback builds the TEAMS/STAKEHOLDERS side of my triangle
My business impacts
My Teams/Peers
/Stakeholders -
Big Listening
Share
Feedback: Blind spots
Challenge behaviour
Me as a leader

Creating impact grows the Business Impact side of my
triangle
You - Shares My Teams/Stakeholders -
Share
Feedback: Blind spots
Challenge behaviour
Me as a leader -
Share
Give/Get feedback
Challenge behaviours

77
Evaluation
Click on chat link

ALBUM
Module 1: The Power of You
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
1 Proactive Prep 00:15:00 IIIIIIIIIIII
2 Module 1 2:00:00 IIIIIIIIIIII
Accountability Partners and Application 1:00:00 IIIIIIIIIIII
4 Triad Impact Coaching #1 00:45:00 IIIIIIIIIIII

Pathway to performance
1 2 3 4 5 6
NEW MORE APPLY SOLVE CHANGE RECOVER
Using skill for the
first time. Feels
unnatural and need
support
(Use notes)
Applying skills in
new places, with
new people
(Check in with notes
after)
Applying skills
naturally/
organically
(No need for notes)
Using skills in a
unique and
proactive situation
Intentionally shifting
existing behaviours
and using skill using
under stress
Impact was not as
intended. Learn
from impact, adjust
and use skill again
PG. 35

My Accountability Partner
Based on your self-assessment

My Accountability Partner Assignment
Based on my self assessment
Name
Email
Mobile
Meeting times
Following today's module:
1. Create my Impact Project
2. Track application in portal to get to mastery (deliberate practice)
3. Complete Proactive Prep for Module 2
PG. 36
In my Breakout with my Accountability Partner:
1. Get the contact details of my Accountability Partner
2. Confirm meeting times with my Accountability Partner to review my Impact Project prior to my Impact
Coaching session
3. Check email about my Triad Impact Coaching and confirm my availability with my Triad Impact
Coaching session time or propose a new time

IMPACT
1
2 3
MY TEAMS/STAKEHOLDERS: What
actions will I take differently?
As measured by
I want to impact
ME: How I will personally show
up differently as a leader? (Eg.
Mindset, communication, confidence)
PG. 37
1.
2.
3.
1.
2.
3.
IMPACT PROJECT

ALBUM
Module 2: The Power of Connection
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
Proactive Prep 00:15:00 IIIIIIIIIIIII
2 Module 2 2:00:00 IIIIIIIIIIIII
3 Accountability Partners and Application 1:00:00 IIIIIIIIIIIII
4 Triad Impact Coaching #1 00:45:00 IIIIIIIIIIIII

My toolkit – Proactive Prep for next module

X = 6-8 mins
Y = Commit to hold each other to account for mastery and impact
Z = Confirm Impact Coaching and meeting times
Meet my accountability partner

Proactive Prep:
1. Practice applying the tools from Module 1.
2. What challenge am I having achieving my Impact Project?
3. Where am I in conflict?
4. Examples of when someone said or did something to upset me?
5. Where am I facing resistance to change?

ARTIST
PLAY FOLLOWING …
MONTHLY LISTENERS
12,000
Latest Releases

My application to mastery (deliberate practice)

My application to mastery
Top performers
Share benefits of deliberate practice and ripple effect

ALBUM
By Learn2
2020 • 4 songs 3.5 hours
PAUSE …
# TITLE
Module 2 2:00:00 IIIIIIIIIIII
3 Accountability Partners and Application 1:00:00 IIIIIIIIIIII
PG. 38

Me and my value
My leader
Leaders leader
Build the best
networks
Drive growth
with innovative
services
Deliver the
most
compelling
content
Champion
customer
experience
Operate with
agility and cost
efficiency
Engage and
invest in our
people
PG. 39
My team/stakeholders
Connecting to Strategic Imperatives

My business impacts
PG. 40
Leading at Bell

FOCUS
GOAL
What do you want to
achieve inside the focus?
focus?
REALITY
Where are you
now in this
focus?
WAY
FORWARD
What are the
next steps
moving forward
on this focus?
OPTIONS
What are your options for
this focus? PG. 41
GROW Coaching Model

Goal - What do you want to
achieve?
Reality - Where are you now? Options - What are the
options?
Way Forward – What are the
next steps?
What’s on your mind?
What’s your overall objective for the
future?
What could that enable you to do?
What are you prepared to do to
achieve it?
What’s happening now? Describe the
situation.
What are some possible causes?
How does it impact you? Others?
Overall performance?
What have you done about it so far?
What happens if no action is taken?
What is the best and worst option and
why?
Who else could add a helpful
perspective on options?
What does the ideal outcome look like?
What other ways could you achieve
this outcome?
What actions worked well in similar
situations?
What is your preferred approach and
why?
What is the best way to take massive
action?
What action is the smallest, easiest,
most productive?
What obstacles might you expect?
How could you prevent them?
When are you going to start?
Other Goal questions Other Reality questions Other Options questions Other Way Forward questions
PG. 42
Add more GROW Coaching Questions specific to our situation

Ideal coaching behaviours
1 = less than ideal coaching behaviours 11 = Ideal coaching behaviours
PG. 43
QUESTIONS
”CHATTY” AS DESIGNED
LISTENING
ADVICE-Y/TELL KEEN LISTENING
INSIGHTFUL
SURFACE DEEPENING
ACTIONABLE
VAGUE SPECIFIC
0 11 0 11
0 11 0 11

GROW coaching conversation about a challenge achieving my impact
X = 12-14 mins
Y = Coach my partner to work through the challenge of my impact
Z = Comfortable using the GROW coaching tool
PG. 44

Debrief:
How does coaching benefit us as a CP2 Professionals?
As a leaders, where could we use coaching more frequently?
PG. 45

Transition image that shows a reaction - deer in the headlights

Toward reward, away from threat
Avoid
Survival
Amygdala –
controls response
Perceived
Threat/Danger
(Disengaged)
Toward Reward
(Engaged)
Fight, flight or
freeze threat
response
Refocus, reframe,
reimagine response
PG. 46
Approach
Creation

How to remember the most common perceived threats
PG. 47
S tatus
C ertainty
A utonomy
R elatedness
F airness
Toward
Reward
Away
Threat

PG. 48
Discover my triggers
My Amygdala is triggered by a perceived threat
to my:
An example for me is:
Status
Certainty
Autonomy
Relatedness
Fairness
Other

PG. 49
My Amygdala is triggered by a perceived threat
to my:
An example for me is:
Status I chair our cross-functional meetings to assess new project
requests. My leader just told me that I won't be chairing them
any longer.
Certainty Our team was restructured. I don't know who I report to.
Autonomy I have monthly check-ins with my leader. They now want us to
meet bi-weekly.
Relatedness Ever since I changed BU, I am no longer included in my old
team's activities.
Fairness My leader didn't approve my request for Coaching as a PD
opportunity, but they approved other team members' request
Other
EXAMPLE – Triggers

X = 8 minutes
Y = Self-awareness to lead to change in behaviour
Z = Clarity on your blindspots
What triggers me and how do I react when my amygdala is hijacked? What is the
ripple effect of my reaction?
PG. 50

Debrief:
Where/when do we as CP2 Professionals have to handle others being triggered
most?
What do I realize about my triggers/reaction to their triggers?
PG. 51

Reaction Cycle
Time
Heart
Rate
72 bpm
Quality of Judgment
1 – Trigger
2 – Escalation
3 – Crisis, often recurring
4 – Recovery
5 – Depression
6 – Rejuvenate
PG. 52

My Notes
RECOGNIZE & BREATHE
Be aware that you are triggered and
take a deep breathe
RE-FRAME
Think about how/what else could
have been intended
RE-CENTER
Focus on the positive/your happy
place
REMOVE
Move away from the situation
before escalating
REJUVENATE
Take time to replenish your
energy
How to deescalate/recover when triggered
PG. 53

Result of deescalation or recovery
• Decreased time to normal
• Less extreme reaction
• Greater quality of judgement
PG. 54

NEED A TRANSITION SLIDE TO CONFLICT

Approaches to conflict
Where am I in conflict?
My approach to conflict:
Their approach to conflict:
My strategy to resolve the conflict:
PG. 55
COMPROMISING
Expedient solution, Either/or…
Uncooperative Cooperative
Cooperativeness
Assertiveness
Unassertive
Assertive
AVOIDING
Does not address needs
or expectations
ACCOMMODATING
Self-sacrifice
Wants to be seen
as team player
COLLABORATING
Find a solution
Greater good, often win-win
COMPETING
Power-oriented
Passionately focused

COMPROMISING
"We don't have time to argue about
who leads, your team and do this and
and we'll do that."
Uncooperative Cooperative
Cooperativeness
Assertiveness
Unassertive
Assertive
AVOIDING
"It doesn't matter to me
whose team gets credit."
ACCOMMODATING
"I defer to your
experience, what do you
recommend?"
COLLABORATING
"This solution allows us to
both satisfy both our priority
needs."
COMPETING
"I want my & my team's
innovation to be recognized."
EXAMPLE – Approaches to conflict
Where am I in conflict? With manager in sales enablement department
My approach to conflict: Accommodating
Their approach to conflict: Competing
My strategy to resolve the conflict: Spend time understanding her why
PG. 56

X = 6-8 minutes
Y = Coaching conversation about conflict: my/their approach, strategy to resolve the
conflict
Z = Identify specific way forward to resolve conflict
Practice a GROW coaching conversation about where I am in conflict
PG. 57

Debrief:
Describe where I am in conflict and what I learned about my approach/response to
conflict?
Give an example of my "Way forward" to resolve the conflict.
What else did I learn about conflict?
PG. 58

How to resolve conflict
01
02
03
04
05
PAUSE
Breathe: Take a breath
GOAL
Focus: Reflect on your intended goal
REALITY
Say: Acknowledge the reality of your role in the conflict
OPTIONS
Do: Identify options for collaboration
WAY FORWARD
Regroup: Once implemented, revisit learnings together
PG. 59

Resistance separates me from my impact
RESISTANCE
ME
SCARF
Perceived Threats
THEM
PG. 60
What I hear or see What others feel and do

Step 1: PAUSE to focus on them… to evaporate resistance
RESISTANCE
ME
SCARF
Perceived Threats
THEM
PG. 61

Step 2: ACKNOWLEDGE to evaporate resistance
Acknowledge
Thank you for...
Acknowledge their world
I am sorry for...
Acknowledge impact
I understand that you...
Acknowledge return to reward state
You are committed to...
Acknowledge pivot to reward
What you said is important because...
ME THEM
PG. 62

Step 3: ASK a Way Forward question to return to the impact
Way forward
to reward and away from threat
ME THEM
PG. 63

ME
SCARF
THEM
Thank you for taking the time to meet.
I understand that you may have doubts
about designing a new agile project
delivery method for large projects.
I appreciate that you have had bad
experiences with the transition to agile that
negatively impacted your team.
It's important to me to get your buy-in
Your experience will help all of us avoid the
same mistakes of the past.
EXAMPLE – Embrace resistance
Way forward: How could I get an hour of your time next week to discuss these changes?
PG. 64

Resistance I face
Their Language From whom
Most common resistance I face
Most challenging resistance I face
Resistance I will face to
achieve my impact
PG. 65

Their Language From whom
Most common resistance I face
I have too many priorities and can't
get this done for Friday
Peer on my team (Michael)
Most challenging resistance I face
The scope of this project keeps
changing and I don't know that my
priority should be
An engineer on my project
Resistance I will face to
achieve my impact
This has always been this way,
why do we need to change it
My Sr. Leader
PG. 65
EXAMPLE – Resistance I face TO COMPLETE

Identify resistance
RESISTANCE
What is the actual language of the resistance?
How they say it to me:
What is likely their perceived SCARF threat?
Check the one that applies:
o Status
o Certainty
o Autonomy
o Relatedness
o Fairness
Notes:
PG. 67

Embracing resistance - Application
Step 2: Acknowledge their world
Best practice includes a minimum of 5
acknowledgement-focused statements where
you acknowledge them, their work, and their
world. Practice the Power of Pause to choose
how to Acknowledge - remember WYSIITMB.
Step 3: Ask an open-ended Way Forward
question starting with 'What' or 'How’
Question targets the reward or result you both
want. AVOID asking about the resistance or the
source of the resistance as that is just the
amygdala's reaction and not real.
STEP 1:
Acknowledge
Acknowledge
Acknowledge
Acknowledge
Acknowledge
What or How…
How…
Way Forward
toward Reward
Reward
Question
SAMPLES:
What needs to be true…?
What could you do…?
What would you recommend…?
How could you…?
PG. 68

How could I respond differently when facing resistance?
X = 12 min
Y = Practice using embracing resistance framework
Z = Respond differently when encountering resistance PG. 69

Debrief:
What did I learn about myself and how I respond to resistance?
What could we do differently when encountering resistance?
PG. 70

Impact of Embracing Perceived Resistance and
Returning to Reward State
• Increased productivity

141
Evaluation
Click on chat link

Pathway to performance
1 2 3 4 5 6
NEW MORE APPLY SOLVE CHANGE RECOVER
Using skill for the
first time. Feels
unnatural and need
support
(Use notes)
Applying skills in
new places, with
new people
(Check in with notes
after)
Applying skills
naturally/
organically
(No need for notes)
Using skills in a
unique and
proactive situation
Intentionally shifting
existing behaviours
and using skill using
under stress
Impact was not as
intended. Learn
from impact, adjust
and use skill again

My toolkit – use now
Following today's module:
1. Rapid progress on my Impact Project especially by embracing resistance
2. Track M1 and M2 application in portal to get to mastery (deliberate practice)
In my Breakout with my Accountability Partner:
1. Confirm meeting times over next 2 weeks with my Accountability Partner
2. Confirm/Attend Impact Coaching Session #1
PG. 71

ALBUM
By Learn2
2020 • 4 songs 3.5 hours
PAUSE …
# TITLE
4 Triad Impact Coaching 00:30:00 IIIIIIIIIIII

My toolkit – Prepare for next module
146

147
X = 6-8 mins
Meet with my Accountability Partner

Proactive Prep:
Think about
1. Reflect on the application of the tools/concepts from Module 1 and 2.
2. What challenge do I have where I could benefit from the experience of my peers?
3. How am I doing from a mindset or mental health perspective?
4. What type of the conversations am I or others around me having?

Deliberate practice
My business impacts
• Pause
• Acknowledgement/
WYSIITMB
• Leading at an 11
• Leadership triangle
• Report Impact
• 1-minute tool
• Listening as a noun
• Stages of development
• Ripple effect
• GROW coaching
• Approaches to conflict
• Triggers/SCARF
• Recovery/Rejuvenation
• Embrace resistance
Module 2
Module 1

How what I learned fits within BLSP
My business impacts
How impact conversations drive results
• Be the Customer
• Raise Your Game
• Lead with Confidence
• Get It Done
• Know the business
• Think Critically
• Succeed as a Team
• Communicate
Effectively
• Influence and
Engage
• Drive Team
Effectiveness
• Build and Leverage
Talent
• Transform the Business
• Execute our Strategy
How to lead others
How I show up as a leader

ALBUM
Module 3: The Power of Peers
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
PG. 72

158
You lead in unprecedented times

Vison
Understanding
Clarity
Agility
Action
We lead in unprecedented times
Stability
Certainty
Simplicity
Clarity
Comfort
Volatility
Uncertainty
Complexity
Ambiguity
Discomfort
OLD VUCA
How to
manage
PG. 73

PG. 74
What leadership challenge do you face as a consequence of VUCA?
VUCA the solution Specific action I will take to address my challenge
VISION – Collaborating inclusively within and
across business units
UNDERSTANDING - Developing capabilities
within and across business units
CLARITY - Finding solutions to generate clarity
AGILITY – Creating change within and across
business units
My leadership challenge is: _____________________________________________

PG. 75
EXAMPLE – Leadership challenge as a consequence of VUCA – TO COMPLETE
My leadership challenge is: Some team members don't understand how this
project connects to the Strategic Priorities
VUCA the solution Specific action I will take to address my challenge
VISION – Collaborating inclusively within and
across business units
Connect with Sarah in Finance and Shabaz my Engineer
to get their diverse perspectives the relevance of this
project for their respective teams
UNDERSTANDING - Developing capabilities
Get Sarah and Shabaz to share a 1 min video on our next
team meeting
CLARITY - Finding solutions to generate clarity
Invest 15 min with Ralph (my biggest challenge) asking
questions on what holes he sees in this project
AGILITY – Creating change within and across
business units
Assign a different person each week to report on the
connection of this project to their department

How to use VUCA the solution as a CP2 Professional leader?
X = 6-8 minutes
Y = How to use VUCA solution as a leader
Z = Get known and continue to develop as a leader in challenging circumstances
PG. 76

Debrief:
How will I think/behave differently in this VUCA context?
PG. 77

BrainTrust Best Practice
What are BrainTrusts? Why BrainTrusts?
BrainTrusts combine the collective experience of 4-6
4-6 leaders in a peer mentoring circle to identify the
the way forward for business challenges in 30 minutes.
minutes.
Faster leader upskilling and faster action.
Leaders harness their networks and stakeholders to
to solve business challenges.
All leaders benefit from understanding others'
challenges, gaining perspective and learning from
lived experience.
Tips for BrainTrusts
Choose a leader or facilitator to keep process moving. No advice, telling or recommendations
Only sharing of lived experience so everyone learns
learns from experience
PG. 78

BrainTrust - Peer Mentoring Circle - 30 min
1. Each share one challenge 2. Choose one to solve 3. Ask clarifying questions 4. Share experiences 5. Commit to action
1 min each share 2 min to choose 5 min of questions 7 min sharing experiences 5 min to determine action
Problem - My version of the challenge for
me/my team
Opportunity - What are the possibilities to
impact the business? Use “What If…”
Why - is this so important?
• Choose the challenge that will help you
• Be strategic
• What are the consequences of this decision?
decision?
• What are your obligations?
• How could the solution align with Bell
values and strategic priorities?
• What could you live with?
• What have you tried before?
• Say “In my experience….” or "what has
worked before..."
• Avoid “you should” or “you must”
• Be specific
• How could you measure success?
• How do you want to be held accountable?
accountable?
PG. 79

Participate in a BrainTrust
X = 30 mins
Y = Understand how to run my own BrainTrust

Step 1 - Define a challenge I most want to solve - 5 minutes
Define Challenge Share Challenge
2 minutes 1 minute each
Problem - Describe the challenge for
me/my team
Opportunity – How could solving the
challenge impact the business?
Why - is this important to achieve your
impact?
Challenge statement
Complete the statement
P –
O –
W -
• Take turns sharing your challenge
• One team member summarize in chat
PG. 80

Define Challenge Share Challenge
2 minutes 1 minute each
Problem - Describe the challenge for
me/my team
Opportunity – How could solving the
challenge impact the business?
Why - is this important to achieve your
impact?
Challenge statement
Complete the statement
Problem – I am working on a project where I
need input from a cross-section of team
members. When I request feedback, I don't
get it by that deadline.
Opportunity – Solving the problem would
reduce the time I waste chasing people; it
would reduce the level of frustration and
ensure everyone's perspective is considered
Why - Receiving the feedback on time
ensures that the launch date is not
compromised.
• Take turns sharing your challenge
• One team member summarize in
chat
EXAMPLE – Step 1 Define challenge
PG. 81

Step 2 - Choose one challenge to solve - 2 minutes
Choose one challenge to solve Share
2 minutes to choose • Share when another is better than your own
• Share when another helps you with your challenges
• Share when you could learn from another
• Share chosen challenge and leader name in chat
• Articulate what challenges also help you
• Be strategic
• Vote if you have to
PG. 82

Step 3- Clarify with questions - 5 minutes
Ask clarifying questions Clarify your understanding with questions
5 minutes of questions Practice GROW coaching questions
• What’s happening now? Describe the situation
• What are some possible causes?
• How does it impact you? Others? Overall performance?
• What have you done about it so far?
• What happens if no action is taken?
• What is your reality?
• What options already attempted?
• What options do you see now?
• What consequences?
• What obligations exist?
• How does solution align with strategic priorities?
• What could you live with?
PG. 83

Step 4 - Share experiences - 7 minutes
Share experiences Sharing your lived experience
7 minutes of sharing experiences • Share relevant real-life experiences
• Share what has worked for you
• Share approaches you’ve attempted even if they did not work
work
• Listen for your challenge
• Everyone takes away what is useful for them
• Practice WYSIITMB when layering onto shares
• Practice PAUSE when replying
• Say “In my experience….”
• Avoid “you should” or “I would…” or “you must”
PG. 84

Step 5 - Commit to action - 5 minutes
Commit to action Sharing accountability for action
5 minutes to determine action Support challenge owner to get specific actions
Questions to ask them:
• What is your preferred approach and why?
• What is the best way to take massive action?
• What action is smallest, easiest, most productive?
• What obstacles might you expect? How could prevent?
• When are you going to start?
• What support do you want from us?
• Who do you want as an accountability partner?
• Identify specific actions
• How could you measure success?
• What support do you want to be held accountable?
From whom?
PG. 85

Debrief:
What did I value about a BrainTrust?
How do I see myself using a BrainTrust?
PG. 86

A. FOCUS
BrainTrust variations
Declare one challenge then start at step 3
Everyone brings the challenge affecting the business most
Gather similar challenges, like how to mitigate effects of COVID, how to
reduce cycle time, accelerate results, etc.
Report progress
B. IMPACT
C. THEME
D. REPORTING

BRAINTRUST B & C – Impact & Theme - 30 min
Participants focus on a pre-determined topic identified together or by the organizer of the BrainTrust
1. Share my priority challenge
within the pre-determined topic
2. Choose priority challenge 3. Ask clarifying questions 4. Share experiences 5. Commit to action
1 min each share 2 min to reflect 7 min of questions 7 min sharing experiences 8 min to determine action
• P – Problem - share my priority challenge
related to the topic
• O - Opportunities – What are the benefits to
solving my primary challenge for me/team/
business? Use “What If…”
• W - Why is this so important
• As a group, choose the priority
challenge to solve
• What resources are available ?
• Who has what role/responsibility?
• What are the expectations of others?
• What was tried in the past?
• What is the timeline?
• What is the ripple effect?
• What are the unintended consequences of
choosing this priority?
• How does solving this challenge align with our
values?
• Say “In my experience….” or "What I
have seen that works is..."
• What are the top-3 actions?
• What does success look like?
• With whom do I want alignment?
• How do you want to show up as a
leader?
PG. 87

BRAINTRUST D- Individual Reporting – 30 min
Eg: 6 Participants focus on sharing their progress – 24 mins
1. Share my priority challenge and
progress
2. Ask clarifying questions 3. Share experiences 4. Commit to action
1 min each share = 6 mins 1 min of questions per challenge = 6 mins 2 shares per challenge = 6 mins
1 min per person to determine
action = 6 mins
• P – Problem - share my priority challenge
• O - Opportunities – share my progress (I.e. opportunities
to solve my challenge)
• W – What's my way forward?
• What resources do you need?
• What's getting in the way?
• What is the timeline?
• What have you tried?
• What are the unintended consequences of choosing this
priority?
• How does solving this challenge align with our values?
• Say “In my experience….” or "What I have seen
that works is..."
• Take turns so everyone shares their experience
• What are my top-3 commitments?
PG. 88

Results-based versus reasons-based conversations
PG. 89
Behaviours
Ownership
Accountability
Responsibility
Behaviours
Blame
Excuses
Denial
Results
Reasons
Asks why you did?
Oriented to the past
Judging
Disengaging others
Creating victims
Asks how we could?
Oriented to the future
Developing
Growing others
Creating outcomes
Sounds like
Yes, and...
How can we...?
What if we...?
They could...
What/How?
We would need to…
Here’s what we still need to
do…
Sounds like
But...
If only...
Why can’t we...
They should...
Can/Do?
They won’t…
Fine, I'll try
Actions
See it, Own it, Solve it,
Speaks from “I… or We…”
Acknowledges others’ effort
with “you statements”
Shares control
Explores root causes to solve
it
Actions
Blames using “You” statements
Avoids responsibility, blames
process
Ignores or waits to see
“It's not my job”
Avoids ownership + initiative

PG. 90
Results
Reasons
1. Given the challenges we are facing, how could we re-prioritize our tasks?
2. Yes, and we could work with our internal audit team to help us identify the risks in doing
it this way.
3. What needs to be true for us to show impact on the business?
4. How would these changes to the report be a value-add for your team?
5. What else could we do?
1. Given the challenges we are facing, we can't complete our tasks.
2. Yes but there are risks.
3. They should see the impact that we are having on the business.
4. Why can't they just use the report we give them?
5. They won't be interested in listening to my perspective. I tried before.
EXAMPLE – Results vs Reasons based conversations

Where am I – Above or Below?
Where are my conversations – Results vs Reasons?
X = 12-15 minutes
Y = Reflect on how what impacts where I am and what I say things
Z = Self-awareness of the ripple effects of where I am mental health and conversations
PG. 91

Debrief:
What could I share that other may be feeling/thinking?
What makes "the line" relevant for me as a leader?
How does where I am and what I say impact those around me?
PG. 92

185
Evaluation
Click on chat link

My toolkit – use now
1. Progress with my Impact Project. To present next module
2. Confirm meeting times over next 2 weeks with my Accountability Partner
3. Confirm/Attend Impact Coaching Session #2
4. Track application in portal to get to mastery (deliberate practice)
PG. 93

ALBUM
Module 3: The Power of Peers
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
Accountability Partners and Application 00:30:00 IIIIIIIIIIII

189
X = 6-8 mins
Meet with my Accountability Partner

Proactive Prep:
1. Prepare to present my Impact Project status
2. What is my vision for myself in 3-5 years

ARTIST
PLAY FOLLOWING …
Latest Releases

Deliberate practice
Impact
• Pause
• Acknowledgement/
WYSIITMB
• Leading at an 11
• Leadership triangle
• Report Impact
• 1-minute sharing tool
• Listening as a noun
• Stages of development
• Ripple effect
• GROW coaching
• Approaches to conflict
• Triggers/SCARF
• Recovery/Rejuvenation
• Embrace resistance
Module 2
Module 1
Module 3
• Pathway to performance
• VUCA
• 6Cs Leadership
• BrainTrust
• Above or Below the line
• Results vs Reasons

ALBUM
Module 4: The Power of Impact
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
3 Accountability Partners and Application going forward 00:30:00 IIIIIIIIIIII
PG. 94

Share Experiences
CHOOSE the conversation that will be most valuable to me
1. How to embrace resistance and collaborate?
2. How to challenge senior leaders?
3. How to use my voice and influence others?
4. How to use SCARF and above/below the line?

X = 12-15 minutes
Y = The most valuable conversation for me at this moment
Z = Learn from the shared lived experiences of my peers
Choose 1:
5. What else (other)?
Join that breakout room & be ready to report back

Debrief:
What are our insights?
5. What else (other)?
PG. 95

Results of creating an impact
You/Desk
Office/ Project
BU
Bell
Customer
Build the best
networks
Drive growth
with innovative
services
Deliver the most
compelling
content
Champion
customer
experience
Operate with
agility and cost
efficiency
Engage and
invest in our
people
Team/stakeholder

What resonates most with me and my leader?
2. 70% change
3. Saved $25K/quarter per person
4. Saved $21 million/year
1. Improved Customer Experience

Annualized impact quantifies the amount of an impact over a
year
• Most budgets, plans, forecasts are annual so quarterly gains can be multiplied by 4,
monthly gains by 12, and weekly gains by 52
• Calculating annualized ROI takes 2 variables: the ROI on the impact for a given
period and the duration of the impact
Tool: ROI Calculator https://www.calculator.net/roi-calculator.html
Leaders want numbers and context - Annualized Impact
203

My annualized impact and ripple effects
Immediate results
ROI Duration Annualized ROI
Ripple effect results
Ripple 1
Ripple 2
Ripple 3
PG. 96

Immediate results
20K 3 months 100K
Ripple effect results
Ripple 1 - Team
impact
5K 3 months 20K
Ripple 2 - Apply to
other projects
3K 1 month 36K
Ripple 3 - Time
repurposed
1K 1 week 52K
Total ROI = 208K
PG. 97
EXAMPLE – annualized impact and ripple effects

IMPACT
1
2 3
As measured by
I want to impact
confidence)
Speed up grievance management
reduce grievance timelines by 10% with an annual savings of $125K
Average: # grievances x # hours saved x $ cost/hour
1. Remain confident and calm
when faced with resistance
2. Find champions across teams
and proactively communicate
the benefits of the project
3. Lean into conflict to find a
win-win solution
1. Align with my leader and keep
them updated monthly on
progress
2. Report metrics/ROI of impact
project to leaders, peers,
stakeholders
3. Arrange time monthly to brief
management and improve their
knowledge of
pending grievances
EXAMPLE – Impact Project

dd-value:
How could I collaborate?
What support could I give?
Share my impact statement
(Impact, Progress, Projected economic impact)

eport Back
Share your impact statement
(Impact, Progress, Projected economic impact)

My Notes
What
I
know
about
my
self
What
I
don’t
know
about
my
self
What others know about me What others don't know about me?
Surface knowledge
about me
How I want to be known
What others share with me to grow
me as a leader
Johari Window
OPEN AREA HIDDEN AREA
BLIND SPOT
UNKNOWN & UNTAPPED
What I don't know is even possible
PG. 98

ME
FOR
Making an impact for 3-5 years
M. Bibic
Sept 2024

My vision for myself 3-5 years from now
Me as a leader My
teams/stakeholders
My business impacts
PG. 99

Me as a leader
• I will have
stepped into my
power and place
in the world by
letting go of the
fear that
holds me back
• I will get my CPA
designation
My
teams/stakeholders
• I will create the
conditions for my
team and others
around me to be
authentic and
successful
My business impact
• I will sell $3M in digital
transformation products in the
next 3 years
PG. 100
EXAMPLE – My vision for myself 3-5 years from now

Participant interactive portal

How do my top 3 competencies/skills align with my 3-5 year vision?
MUT
E
MUT
E
MUT
E
CHOOSE 1 CHOOSE 2 CHOOSE 3

How do my Top 3 competencies/skills support my vision?
X = 12-15 minutes
Y = Results-based conversation about my Top-3 priorities
Z = Understand how to progress, get known and have an impact
PG. 101

Debrief:
What did I learn about myself?
What did I learn about what I want?
What else did I learn
PG. 102

How leaders are developed
PG. 103

My Commitments
To continue leading at Bell, these I commit to: I will complete my commitments by:
PG. 104

To continue leading at Bell, these I commitment
to:
I will complete my commitment by:
• Seeing my Impact Project through the
completion
• End of Q3
• Resolving my conflict with Dao from BBM • Next Friday
• Revise my PGP • End of Q1
• I will find a sponsor to support my growth and
development
• Next 2 weeks
• I will enroll to be a Certified agile and SCRUM
Master
• End of Q2
PG. 105
EXAMPLE – My Commitments

What is important to me about the 6Cs leadership model?
X = 6-8 minutes
Y = Reflect on how 6Cs impacts my leadership
Z = Get known and continue to develop as a leader in challenging circumstances
PG. 74

Debrief:
The first step that I commit to is...
PG. 100

...this is what you said
We heard you...
I want:
• To continue my leadership growth and development
• To go deeper into the content
• More time to customise the course content for my specific situation
• To further explore and understand the theory behind the tools/concepts to better integrate into my leadership
behaviour
• Other team members who are not eligible for the course to learn some of the tools/concepts
• Additional support on my current or future impacts/projects or other initiatives
Coming Soon: Impact Coaching

Module 1: Power of You Module 2: Power of
Connection
Module 3: Power of Peers Module 4: Power of Impact
PG
P
A) Bell Leadership Impact Assessment
Where to from here?
• Package of 3, 6 or unlimited over a 12-month period
• Unlimited includes choice of Impact Coach and BrainTrusts
• 30-minute individual sessions or 45-minute with an accountability
partner
• No pre-requisite required for this offering
B) Bell Leadership Impact Coaching
• Bell Leadership Advanced Impact Assessment empowers you the
participant to advance your impact statement and enhance your PGP
through coaching
• A 3-step process
• Pre-requisite for this offering is completion of any Leadership
Foundations program upon reporting results of impact project

231
Evaluation
Click on chat link

ALBUM
Module 4: The Power of Impact
By Learn2
2020 • 4 songs • 3.5 hours
PAUSE …
# TITLE
1 Pre-video 00:05:00 IIIIIIIIIIII
3 Accountability Partners and Challenges 00:30:00 IIIIIIIIIIII
4 Triad Impact Coaching 00:30:00 IIIIIIIIIIII
WHAT IS MY ONE INSIGHT FROM THE PROGRAM THAT HAS CHANGED MY MINDS
OR BEHAVIOUR?

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