GP Strategies Brochure

Contents
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About GP Strategies
Who we are
Our Regional Expertise
What we offer
Our Methodology

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Our Programs
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About BlessingWhite
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Leadership Solutions
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Building Generational IQ
Building High Performing Teams
Building Inclusive Teams
Building Your Global Perspective
Communicating Inclusively
Developing Careers
Everyday Coaching Conversations
Helping Others Succeed
Inclusive Leadership
Influencing Across the Matrix
Leading in a Virtual Environment
Leading Out Loud
Leading People+
Leading Technical People+
Leveraging Differences
Making your Leadership Stand Out
The Leader in 2025
The Outthinker Process
Why Should Anyone Be Led By You?
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Employee
Engagement
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Employee Engagement Survey
Managing Professional Growth
Taking Control of your Engagement
Personal Planner
The Engagement Equation

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Our work
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Career
Development Suite
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Professional
Development Suite
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Accountability
Communicate with Clarity
Delegation
Emotional Intelligance
Facilitating Effective Meetings
Feedback: Giving and Receiving
Handling Conflict
Hiring Talent - Right Person, Right Job
Leading Change
Mentoring
Partenering for Performance
Presentation Skills
Provide Powerful Service
Problem Solving & Decision Making
Stress Management
Teamwork
Time Management
Career Coaching for Managers
It’s Your Career
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Case Studies
Our Partners

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Who we are
Our Regional expertise
What we offer
Our methodology
About GP Strategies

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Who we are
Founded in 1966, GP Strategies is one of the few truly
global performance improvement companies in the
market. Serving more than 16 diverse industries, GP
Strategies is a leader in sales and technical training,
eLearning solutions, and management consulting.
Our services, solutions, and technologies empower
organisations to perform above their potential. To do
this, we partner closely with clients to develop diverse,
comprehensive services based on a commitment to
sustainable performance improvement.

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Knowledge Group8

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Knowledge Group
Our Regional Expertise
We have completed projects around the MENA region,
supporting leading organisations to leverage new
skills and techniques to unleash their full capacity. Our
international knowledge is complemented by in-depth
MENA experience, enabling us to provide solutions
that align precisely with the specific culture and
expectations of regional organisations.

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What we offer
Developing and delivering learning services, solutions,
and technologies – to make people and processes more
effective and efficient
Capturing an organisation’s tribal knowledge –
supporting a continual competitive environment
Applying our specialised knowledge and expertise
within your organisation – promoting risk management
and company value
Enhancing organisational effectiveness – utilising
innovative and knowledgeable training, development
and consulting experience

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Based on analysis, we design & implement a
customised programme
Our methodology
‫منهجيتنا‬
3-Step project methodology
‫الخطوات‬ ‫ثالثية‬ ‫منهجية‬
Work closely with clients to explore
organisational issues
‫الستعراض‬ ‫العمالء‬ ‫مع‬ ‫الوثيق‬ ‫التعاون‬
‫المؤسسية‬ ‫مشاكلهم‬
Analyse feedback and results to help fine tune
delivery & maximise results
‫حسب‬ً‫ا‬‫معد‬ ً‫ا‬‫برنامج‬ ‫م‬ ّ‫نصم‬ ،‫التحليل‬ ‫هذا‬ ‫على‬ ‫بناء‬
‫ذه‬ ّ‫وننف‬ ‫الطلب‬
‫الدقيق‬ ‫الضبط‬ ‫في‬ ‫للمساعدة‬ ‫والنتائج‬ ‫الراجعة‬ ‫التغذية‬ ‫ل‬ّ‫نحل‬
‫النتائج‬ ‫وتعظيم‬ ‫للخدمات‬
1
2
3
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Analysis
‫التحليل‬
Design
‫التصميم‬
Customised programme
implementation
‫برنامج‬ ‫تنفيذ‬
‫الطلب‬ ‫حسب‬ ‫معد‬
Knowledge Group
‫المعارف‬ ‫مجموعة‬
Clients
‫العمالء‬
Explore organisational issues
‫المؤسسية‬ ‫مشاكلهم‬ ‫استعراض‬
Feedback &
results analysis
‫التغذية‬ ‫تحليل‬
‫والنتائج‬ ‫الراجعة‬
Assessment &
refinement
‫والتحسين‬ ‫التقييم‬
Maximised
results
‫النتائج‬ ‫تعظيم‬
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About BlessingWhite
BlessingWhite, a division of GP Strategies, offers world-
class leadership development and employee engagement
solutions, delivered through consulting and content, and
informed by ongoing research. As a global consulting
firm, we are focused on creating sustainable, high-
performance organisations, with a unique capacity to
deliver objective, cutting-edge solutions.
Professional Development Suite
Career Development Suite
Employee Engagement
Our Programs

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BlessingWhite equips regional leaders at all levels to take their
performance to the next level and build a high-performance team.
Through a careful combination of instructional design, online tools,
partner content and client-specific understanding, we deliver
impactful leadership training that is precisely tailored to clients’
specific situation.
Building Inclusive Teams
Communicating Inclusively
Developing Careers
Inclusive Leadership
Leading Out Loud
Leading People+
Leading Technical People+
Leveraging Differences
Making your Leadership Stand Out
The Leader in 2025

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An engaging and interactive workshop to understand Generational IQ and why this is becoming the
“next Emotional IQ” for business professionals. Participants will gain insights into what actions they
can take to develop both personal and organizational competence in managing different generations
and engaging a multi-generational workforce. In such a rapidly evolving workplace, leaders develop
Generational IQ by combining generational smarts with leadership insights. Beyond the dynamics
of managing different generations, this multi-generational leadership program explores evolving
expectations of the workforce and how to keep top talent engaged at each stage of their career.
Learning Outcomes
After completing this course, you will be able to:
• Preview how the demographic composition of the
workforce will change over the next 15 years, and
understand the business implications of the demographic
shift.
• Distinguish the expectations and general preferences of
the five generations currently found in the workplace.
• Be prepared to build a more inclusive work environment in
which employees of any generation can contribute to their
fullest.
Target Audience
• This program is targeted at first level and middle-level
managers who manage multi-generational teams.
• This program will also benefit HR and OD teams who
support and partner with operations that face the
challenge of multiple generations in the workforce.
Format
Building Generational IQ is designed to be delivered as
either an instructor-led experience, or a virtual classroom
session.
Customization Options
This multi-generational leadership program can be
deployed as-is, or can be customized to address the
specific dynamics of your work environment and learning
objectives.

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Like the teams themselves, team interventions should have clarity of purpose. The focus should be on
the team and team processes. BlessingWhite employs the F.O.R.C.E. model to help clarify the: Focus
- or purpose of the team, Outcomes - what key goals or objectives must be accomplished to achieve
the purpose, Resources - how to get the job done, Commitment - rules and ways of working that help
get the job done, and Execution - an action plan that identifies who will get the job done by when. This
one day program approaches team effectiveness through the lens of trust and authentic ‘dialogue.’ The
quality of communication within the team is synonymous with the ability to give and receive feedback
and the ability to solve problems together.
Outcomes
• Clarity on the fundamentals of effective team-working.
• A compelling purpose.
• Agreement on the key outcomes the team is responsible
for delivering.
• A realistic assessment of current team effectiveness.
• Clarity on the issues and interferences that hinder team
effectiveness.
• An action plan for improvement.
• Agreement on ‘teamship’ rules.
• A roadmap for future development.
• Real progress on a current business challenge or
opportunity.
• Sustainable improvement in team performance.
Target Audience
• Newly forming teams of all types when preparing to
kick-off.
• Teams that are stalled, becoming dysfunctional or are
struggling to improve.
• Teams seeking to integrate new team members or where
the composition has changed markedly.
• High-performing teams aiming to sustain performance.
• Teams that simply wish to learn new ‘portable’ team-
working skills that will benefit team members as they
work in other teams.
Objectives
• Identify effective vs. ineffective teams
• Understand engagement and why it matters for teams.
• Utilize F.O.R.C.E. to create effective teams.
• Develop coaching skills for team leaders.
• Develop high performance teaming environment and
teams.
Duration
This course has a 1-day agenda.

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Building Inclusive Teams: Maximizing the Contribution of your People

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This four-hour, instructor-led training is the second module in the Leading With Inclusion suite. This
course focuses on the nuances of managing diverse teams, highlighting the importance of learning the
unique needs of every team member. When leaders acknowledge each team members’ uniqueness, they
are better able to lead in a way that maximizes the productivity of the team at large. Moreover, when
individuals feel included, they are more likely to innovate, be productive, stay longer, and ultimately
contribute more to the organization. Building Inclusive Teams equips managers to lead inclusively,
thereby maximizing the contribution and satisfaction of employees.
Features
• Increase their understanding of the diversity on their
teams
• Apply techniques to increase the level of trust with their
teams
• Reflect on who they give feedback to and receive
feedback from more readily
• Provide peer consulting to their classmates about
effectively delivering feedback
• Move from awareness of bias to actions for combating
bias
Target Audience
Emerging managers, first level managers, mid-level
managers
Emerging Leaders will gain:
• An awareness of what it feels like to be an “other” in the
workplace
• An understanding of the impact their choices have on the
team
• An approach to combatting unconscious biases
• A strategy for developing more trust with diverse
employees
• Pragmatic approaches to giving and asking for feedback
• An understanding of Catalyst research findings and tools
for practical application in day-to-day work
The Organization will benefit from:
• Teams who contribute more
• Increased innovation, retention, and team citizenship
• Empowered managers
• Greater engagement and workforce participation
Duration
This course has a 4-hour agenda.
Class Size
This course is designed for up to 25 participants.
Available Language
English

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As the saying goes, the world is getting flatter – but it is not getting any simpler. The way in which
companies are developing global leadership is evolving. Gone are the days of leading across cultures
with six-month overseas assignments and select development of a handful of high-potential
executives. Today all leaders need to adopt a global mindset and integrate cultural intelligence into
business operations when developing a global team.
Learning Outcomes
• Learn the importance of developing a global mindset in
driving business success as well as one’s personal career
path.
• Discover their Cultural Intelligence (CQ) Report and learn
how to improve this through a set of self-development
activities and experiences.
Target Audience
• Current and future leaders in global organizations
• HR and OD leaders looking to guide the development
efforts of organizations.
• Senior executives looking to strengthen the global
perspective within the organization’s culture
Format
Building Your Global Perspective is a one-day instructor
led workshop aimed at helping participants to start leading
across cultures effectively. The development experience
incorporates pre-work in the form of a Cultural Intelligence
Inventory.
Building Your Global Perspective can be delivered as-is, or
customized to the needs and specific challenges of your
industry and organization. It is an effective solution for
adding a global perspective to strategic planning and talent
development efforts.
Working with a robust personalized feedback report,
participants in the developing global leadership experience
will gain insight into their own global competencies,
including strengths and blind spots. By exploring the
different facets of a global mindset, including strategic
thinking and inter-cultural cooperation, participants will
better understand how they can start leading across
cultures.
Building Your Global Perspective is a full-day experience
designed around the four developing global leadership
principles of learn, understand, practice & apply. It uses
business relevant case studies, exercises, videos and a
global challenge for teams.

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Communicating Inclusively: Increasing the Engagement of Diverse Employees

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This half-day instructor-led training is the fourth module in the Leading With Inclusion suite. This course
is designed to provide participants with ways to make their communication style more inclusive, and to
understand the seemingly small ways we often unintentionally exclude others. By sharing information
about themselves, listening without judgment, and inquiring across difference, participants gain practice
and understanding of the value – and nuance – of inclusive communication.
Features
This course utilizes Catalyst’s research that identifies 4
Dialogic Skills for inclusive communication, as well as
information straight from a client case study. They will also
learn about the term “microaggressions.” Microaggressions
are seemingly small events, that are hard to prove, are often
unintentional, and frequently unrecognized by the person
communicating them. While they are fairly innocuous as a
stand-alone event, the cumulative effect of
microaggressions can have a significant impact on individual
morale, and organizational levels of inclusion. In this course,
participants are faced with microaggressions, and given a
framework to interrupt them.
Target Audience
managers
• An understanding of how communication impacts
inclusion
• An awareness of the barriers to listening, and how non-
inclusive behaviors can manifest in how we listen and to
whom
• A strategy for interrupting microaggressions
• Teams and individuals who are more inclusive
• Increased retention, team citizenship, satisfaction, and
contribution
• A better place to work
Duration
Class Size
Available Language
English
Outcomes
• Articulate the competencies of an inclusive leader
• Describe the values – and barriers – of listening effectively
• Demonstrate authentic communication across difference
• Identify, acknowledge, and interrupt microaggressions

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Developing Careers: Advocating for your Team

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This two-hour, virtual instructor-led training is the fifth module in the Leading With Inclusion suite. This
engaging module highlights the importance of advocating for team members as a way to positively
influence their career progression. Participants will learn ways in which they can be more inclusive as
they think about career opportunities, advocacy, and the development of team members.
Features
This course highlights the “like likes like” phenomenon
which suggests that leaders have a tendency to hire,
promote, and advocate for employees who are like them
in some way, which often creates a structural bias in
organizations. There are breakout groups to discuss the
unwritten rules of the organization, and how those who
feel “othered” are often less likely to learn those rules,
whichproduces a barrier to their progression. Participants
gather strategies to be more inclusive, utilizing the EACH
mindset, and shifting their mindset from coaching to
advocacy.
Target Audience
managers
• An awareness of the “like likes like” phenomenon
• The ability to define inclusion and diversity
• Strategies for how to think more inclusively as it pertains
to career development of direct reports
• A firm grasp of the competencies of an inclusive leader
• An understanding of Catalyst research findings and their
significance in day-to-day work
• Teams and individuals who are more inclusive
contribution
Duration
Class Size
Available Language
English
Outcomes
• Elevate the visibility of team members who may be
overlooked
• Decrease the feeling of “otherness” in direct reports so
their engagement and performance increases
• Explore un/conscious bias as it relates to career
progression

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Imagine an organization in which leaders take advantage of daily opportunities to coach employees.
Imagine creating an organization in which coaching isn’t something that’s given to someone once-
a-year, but is an exchange between employees and managers that is positive…motivating…forward
looking. Everyday Coaching Conversations helps leaders identify, and take advantage of coachable
moments with ease. Instead of a complicated, multi-step model, Everyday Coaching Conversations
provides a simple prompt that makes coaching memorable and accessible in-the-moment for both
novice and experienced coaches alike.
Objectives
• Prioritize coaching as part of their leadership style –
they learn how to take advantage of tools that support
a positive approach to coaching and identify ways to
know how each employee may differ
• Utilize elements of the EC2
prompt – they identify the
aspects of the EC2
prompt and understand the impact
and behaviors associated with effective listening using
mindfulness and emotional intelligence
• Instinctively apply coaching tactics in everyday
interactions – they are able to internalize elements of
effective coaching, including mindfulness and emotional
intelligence.
EC2
Prompt
• EXPLORE what the employee is experiencing; understand
their reality.
• COLLABORATE to find a solution, think through options,
and understand teh implications.
• COMMIT to an action, and follow up on progress, insights,
and timing.
Duration
Coaching is not a “one-size-fits-all” method; it is unique to
each individual. Good coaches help their employees find
their own path to success. Yet formalized coaching can be
a time consuming task that often gets overlooked for the
more immediate responsibilities. The key is not to carve out
time to coach, but rather embed coaching into the time you
already have.
Everyday Coaching Conversations is a leadership
development program designed to help leaders take
advantage of the quick, often taken-for-granted
conversations they have with their employees every day.
It allows leaders to coach on-the-fly whenever the
opportunity arises. By providing a simple prompt and
encouraging leaders to use aspects of positive psychology,
mindfulness, and EQ, leaders create mind-opening
conversations that leave both manager and employee
feeling good about the interaction.
Everyday Coaching Conversations supports the goal of
becoming a coach-like leader with the simple, yet powerful
EC2
prompt – Explore, Collaborate, Commit.
Everyday Coaching Conversations breaks down the EC2
prompt to help individuals understand what is happening
at each step that allows an impromptu conversation flow
naturally. Explore, collaborate, and commit helps leaders
focus on engaging in a positive exchange that allows
the person being coached explore what is possible and
commit to constructive, forward-looking actions. This
highly experiential program includes small and large group
activities, paired learning, role-playing, reflection, and peer-
coaching.
Target Audience
Managers, Frontline Leaders, Executives.
Class Size

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Successful managers use coaching as a major part of their leadership strategy, unearthing the potential
of each of their team members. Managers love to coach when they get the chance, and those being
coached say it positively impacts their satisfaction and the contribution at work. So the challenge lies
not in convincing your people to coach, but in training them to coach more effectively.
Outcomes
Managers will be able to:
• Create an environment where ideas, feedback, and
concerns are freely discussed
• Increase their personal satisfaction and success
• Deliver on the needs of their organization while
keeping individual team members energized
• Make the most of their team members’ unique
talents
• Build their teams’ “bench strength”
• Retain top talent
Employees will be able to:
• Be more productive and produce higher-quality work
• Attain greater satisfaction
• Become more actively committed to their own
development
• Be able to achieve their personal goals while
delivering on the organization’s
• Experience an increased sense of ownership to
multiply their reasons to stay – and stay engaged
COACHING: A FLEXIBLE LEADERSHIP TACTIC
Being proficient at coaching allows a manager to adapt to
almost any situation: Coaching team members through
difficult situations, coaching high or low performers,
or coaching an employee around their career. While all
managers should master the fundamentals of coaching and
the primary tenets of any coaching conversation, managers
who truly excel at coaching understand how to flex to each
situation and the individual needs of each person that they
coach.
LEARNING METHODOLOGY
Helping Others Succeed incorporates a combination of
workplace training best-practices. Highly experiential
in nature, the program supports participants’ need for
reflection, group discussions, real examples, case studies,
and several opportunities for practice.
Helping Others Succeed has a modular design. By building
a learning journey specific to your own needs, you can
focus your training efforts, equipping managers to coach
effectively in every situation they encounter, meeting the
diverse needs of those that they coach.
The modular design allows for a tailored learning experience,
targeted at organizational strategies and the relevant
challenges of managers, all the while enabling companies
to adapt to shifting priorities in the workplace. The design
also provides flexibility in the length of training, allowing
organizations to capitalize on the time in the classroom.
CORE Coaching Modules
• Coaching Partnerships - Incorporates a feedback
mechanism which facilitates the discovery of how each
team member has unique needs and what those unique
needs are!
• CLEAR Coaching - A deep dive into the CLEAR model of
coaching, with built-in practice sessions.
FOCUSED Coaching Modules
• Coaching Through Difficult Situations - Buckets difficult
situations into two categories: A) a challenging employee
or B) a challenging context
• Virtual Coaching - Adapts coaching principles and methods
to virtual employees
• Performance Coaching - Focuses coaching specifically on
the contribution of employees
• Career Coaching - Focuses coaching specifically
on the satisfaction and career development of employees
• Impromptu Coaching - Encourages managers to capitalize
on downtime to further coach employees
In addition, we offer recommendations for sustaining
the learning and embedding it into your specific culture.
Whether that is through cohort-based interactions, internal
messaging, or structured learning journeys, you can create
a compelling and tailored approach to developing your
coaching culture.
A UNIQUE MODEL
Though each coaching relationship is unique and customized,
managers (especially new managers) benefit greatly from a
framework for how to have a coaching conversation.
Developed by Peter Hawkins, Emeritus Chairman of Bath
Consultancy Group, the CLEAR model is a tried and tested
methodology used extensively to coach and to supervise
coaches. The CLEAR model prioritizes the relationship;
determining how the manager and employee will work
together, and how the manager can be most helpful to the
employee.
Unlike many coaching models, the CLEAR model is not
solely about what the employee’s goals are, but rather a
combination of the employee’s goals, the manager’s goals,
and their working relationship. The model also builds in
feedback loops in which the manager can follow-up with
the employee on actions to which he/she has committed,
and solicit feedback about how to be an even more effective
coach.

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Inclusive Leadership: Crafting your Leadership Style

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This two-hour, virtual instructor-led training is the first module in the Leading With Inclusion suite. This
engaging module rings to life the complex concept of inclusion, gives participants practical tools for
understanding the benefits of a diverse team, and highlights best practices that Catalyst research has
identified.
Features
• The opportunity to reflect on their current team members’
diversity and assess their current leadership style.
• Discussion of the challenges and benefits of inclusive
leadership.
• The “Uniqueness” and “Belongingness” grid.
• Case study: Which team member will you choose for a
high-profile, overseas assignment?
• Four strategies for being more inclusive.
• Breakout group discussions on actions for application.
Target Audience
managers
• An awareness of unconscious biases in the workplace and
their impact.
• The ability to define inclusion and diversity
• Strategies for how to lead more inclusively at work.
• A firm grasp of the competencies of an inclusive leader
• An understanding of Catalyst research findings and their
significance in day-to-day work
• Greater engagement and workforce participation.
• A stronger talent pipeline.
• Respect from employees, clients, and investors as a
leader in creating workplace inclusion.
• Increased innovation, retention, and team citizenship.
Duration
Class Size
Available Language
English
Prework
This course uses a 20 minute pre-work assignment to help
focus the learners while in the session. It includes:
• A case study that asks participants to select the “best”
employee from a hypothetical pool of candidates for an
overseas work assignment.
• A team diagram that gives participants an opportunity
to reflect on what they know about their current team
members’ diversity.
• A checklist of inclusive leadership behaviors that
participants can use to assess their current leadership
style.

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Influencing Across the Matrix will help individuals tasked with navigating this environment to gain
a better understanding of the matrix structure and its subsequent benefits and challenges, while
building skills to help them move through it more effectively. Participants will explore and develop
skills and strategies of persuasive communication, understanding of the individual and the situation,
networking and influencing that have become increasingly important and critical to both individual and
organizational success.
Features and Outcomes
Online Prework
• Influencing Skills Self-Assessment
• Solicited feedback from at least 4 colleagues
• Identification of real-world situations to be leveraged
throughout the workshop
Highly interactive, practice-based modules
Focus on applying skills and strategy to real-world
situations, for immediate transfer of learning
Commitment to taking concrete actions post-session
Some of these strategies include:
ESTABLISHING CREDIBILITY AND BUILDING TRUST
Without credibility and trust, attempting to gain support
for your ideas is likely to be in vain. During the workshop,
attendees will learn about specific pieces of information
that they can share and things that they can do to establish
their credibility from the start and to form a foundational
level of trust with those that they’re trying to influence.
READING THE INDIVIDUAL AND THE CONTEXT
There isn’t a “one-size-fits-all” approach to influencing.
In order to be effective, individuals have to adapt their
approach and shift their focus based on the needs of the
individuals they’re trying to influence and based on the
context of the situation. Differences in communication
styles and personality preferences, the history of the
relationship, the behavioral norms of the department or
underlying political issues are all possible factors that could
impact one’s approach. The workshop will emphasize the
importance of consciously thinking through these factors,
in order to increase your success rate and achieve a win-
win.
CRITICAL COMMUNICATION SKILLS
Several skills are fundamental to situations that call for
influencing and persuading others. Other skills are used
continuously during interactions to make sure people are on
the same “wavelength.”
• Asking Questions
• Listening Actively
• Communicating Benefits
• Handling Resistance
The session provides the models and framework to
understand these skills and provides practice to develop
them.
STRATEGIC PLANNING FOR INFLUENCING SITUATIONS
Participants will apply a six-step strategy to their realworld
situations, which will help them to more effectively
structure and plan for an influencing conversation. They
will engage in skill practices and role-plays to get realtime
feedback on how they can become more effective
influencers. The two types of situations are:
• Gaining Cooperation from Others
• Influencing Up
BUILDING A BROAD NETWORK
When influencing across the matrix, effectiveness is a
function of the people one knows — their network. During
the workshop participants will have an opportunity to
assess their current networks, identify gaps and create
action plans for strengthening them.

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In today’s large, global organizations, the sun never sets. Increased globalization leads to an increase
in the number of employees who work in locations that differ from their leaders. As a result, virtual
leadership has become the norm in many organizations.
Outcomes
• Increase the environment of trust and productivity with
virtual team members
• Use four Critical Communication Skills essential to virtual
leadership
• Apply feedback from virtual associates and be equipped to
lead productive Virtual Partnership Discussions
• Develop best practices for virtual team meetings and
conference calls
• Lead virtually with more effectiveness as Coach,
Connector and Campaigner
• Develop strategies and carry out action plans for
enhancing their own virtual leadership style and practices
There are many advantages to virtual leadership, but also
many challenges for both the virtual leader and the
associate. Research tells us that a virtual leader needs to
have stronger management skills and strategies that are
different from a leader who has employees in the same
location. Virtual leaders need to place greater emphasis
on trust and communication in order to successfully lead a
virtual team.
TRUST
Trust implies honest communication and committed action.
Research has shown that creating trust, as achieved
by exceptional leaders, is directly linked to improved
performance. Specifically,
• Kouzes and Posner, noted leadership researchers, found
that people would willingly follow leaders who demonstrate
four characteristics. The first of those characteristics was
honesty, the foundation for building trusting relationships.
• Our findings indicate that being ranked high in
trustworthiness is most predictive of being identified as a
high performing leader.
Establishing trust in a virtual partnership begins with open
and frank communication and increased commitment on
the part of both the leader and the virtual team member.
Trust is strengthened when both parties know they can rely
on the other to make appropriate decisions and share
important information.
COMMUNICATION
Communication and trust go hand-in-hand: you can’t
build trust if you don’t communicate, but you won’t
communicate candidly without trust. Trust influences the
way communication is received and perceived. For example,
when there is trust in a working relationship, a two-way
exchange is perceived as a conversation. When there is no
trust, it feels like an interrogation. Virtual leaders can build
trust by applying Critical Communication Skills addressed
in this workshop.
WHAT EFFECTIVE VIRTUAL LEADERS DO
With a foundation of trust and communication, a virtual
leader must be effective as a:
• Coach
• Connector
• Campaigner
AS A COACH, A VIRTUAL LEADER:
• Reinforces a foundation of trust
• Leverages strong communication
• Maximizes a virtual employee’s contribution and
satisfaction
AS A CONNECTOR, A VIRTUAL LEADER:
• Connects team members to one another
• Connects team members to pertinent information that will
increase their contribution or satisfaction
• Connects team member to cross-functional groups and
other leaders within the organization
AS A CAMPAIGNER, A VIRTUAL LEADER:
• Increases visibility of his/her team to the larger
organization to enhance the team’s influence and
foster recognition and career opportunities for the team
members
• Communicates the needs of the team and influences
decision-makers to obtain necessary resources the team’s
success
LIVE MAKES VIRTUAL LEADERS MORE EFFECTIVE
BlessingWhite has created Leading in a Virtual Environment
(LIVE), a one-day course for those leading others across
distance. This workshop presents leadership fundamentals
and then applies them to actual virtual leadership situations.
It offers tools and strategies to make leaders more effective
virtually. Participants learn and use skills and tools through
a mix of instruction, lecture, simulation and practice. Their
learning is enhanced by direct input from their virtual
associates and direct feedback from workshop peers.

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Leading Out Loud

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Today’s business executives need to be masters of change in new ways. Rather than issue orders,
they must first determine what is needed in their organization to serve the marketplace and then
adeptly inspire change by encouraging vision and innovation within their teams. Despite an increasingly
uncertain and cynical business environment, all leaders have the ability to inspire others to willingly
take action to effect change. Yet most forgo that opportunity. They fail to embrace the distinctions
of leadership communication: the difference between competence and connection and between
operational leadership and inspirational leadership. All are essential.
MOVE PEOPLE TO WANT TO TAKE ACTION
Cynicism and uncertainty aren’t the only things standing in
the way of workforce commitment. People are looking for
meaning at work beyond the traditional definitions of job
satisfaction, compensation and benefits. How does a leader
obtain committed action in this environment? It takes a lot
more than business competence or merely communicating
strategic objectives. It takes personal connection.
Inspiring leaders look inward and connect their business
messages with their experiences and what they deeply
believe in and care about. They establish competence and
build trustworthiness. They create shared purpose and
engage the hearts and minds of others. They take people
somewhere. This kind of leadership earns commitment and
provides the meaning that fuels maximum contribution.
YOUR PARTNER IN DEVELOPING LEADERS WHO CAN
DRIVE CHANGE
BlessingWhite’s leadership communication program, Leading
Out Loud, is based on the book by veteran communication
consultant Terry Pearce. It is designed as a reflective and
practical leadership communication experience where real
work gets done.
“Communication is the primary tool that leaders have
to bridge vision and strategy to others’ actions,” asserts
Pearce. “Learning how to craft, clarify and hone leadership
communication is a discipline that enables leaders to
analyze and act on all situations more effectively.”
After the Leading Out Loud intensive, in-person session,
your organization’s leaders will be better able to:
• Integrate their personal convictions with business
priorities.
• Inspire others to action and ownership in creating positive
change.
• Create an environment of openness and candor,
unleashing more ideas and breakthrough innovation.
• Motivate others in team meetings, coaching situations,
presentations and one-on-one conversations.
• Earn deeper trust and commitment from employees,
colleagues and customers.
• Lead change effectively with or without position power
THE LEADING OUT LOUD PROCESS
Leading Out Loud provides not only the “what to do” but
the “how to” of leadership that inspires change. Leading Out
Loud equips leaders to:
• Inspire others to greater engagement, ownership and
action to create positive change.
• Create a culture of authenticity, openness, and candor.
• Connect their personal convictions to organizational
strategy.
• Effectively lead change with or without positional
authority.
• Apply a framework for communicating inspirationally in all
situations, venues and media.
• Answer the questions:
Who are you and what are you here to do?
This experience is organized around Core Principles that
apply broadly to all aspects of a leader’s behavior:
• Discover What Matters
• Deepening Emotional Awareness
• Connecting with Others
• Disciplining Your Voice: the Communication Guide
• Applying the Leadership Communication Guide
The four elements of the Guide are:
• Establishing Competence and Building Trustworthiness
• Creating Shared Context
• Declaring and Describing the Future
• Committing to Action / Creating Engagement
Outcomes
• A consistent leadership communication point of view
across the organization.
• A conceptual model for authentic communication and the
tools to apply it.
• Significant progress on a current business challenge
due to reflection, writing and focused coaching
on the clarity and meaning of the leadership’s
communication on the issue.
• A new standard for candid conversation and
constructive feedback.

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Leading People +

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In every industry, things are moving fast. New technology, new market dynamics, new client demands,
and new legislation all require up-to-the minute expertise to tackle the biggest challenges your
organization faces. Your success depends upon the commitment, creativity, and innovation of the
talented employees across the enterprise. These smart and independently-minded employees create
great value, but can also be difficult to lead.
Business Outcomes
• Accelerated time-to-market for new product concepts
• Reduced friction and increased productivity
• More rapid adoption and implementation of new
technology, techniques, and processes
• Retention of high-value talent
• Smoother, faster transitions for people promoted to
leadership roles
• Leaders who can handle increased span of control
• A culture where employees thrive and a reputation that
attracts the best in the business
Key Features
• Research-based content and real-world practice scenarios
for maximum relevance and impact
• Modular program design for easy customization and
flexible implementation
• Continuous learning approach with multiple touch points
to increase engagement and knowledge retention
• Assessment process for quantifiable improvements
LEADING PEOPLE FOR SUCCESS
Leaders must be equipped with specific skills to forge
engagement while unleashing innovation. For more than 20
years BlessingWhite has conducted research which shows
that leaders:
• Have distinct workplace needs and leadership challenges
• Increasingly have to lead through influence and inspiration
rather than authority
• Have blind spots when it comes to seeing what their
teams need and where their leadership falls short
• Have specific learning preferences (i.e., multiple,
shorter sessions, and access to on-demand resources)
UNLEASHING YOUR STRATEGIC ADVANTAGE
Leading People+ is based on BlessingWhite’s proven success
with hundreds of leading companies, training thousands of
people. It is exclusively designed to equip managers with
skills and strategies for engaging and unleashing the
knowledge, expertise, independence, and confidence of
today’s workers.
A NEW CONTINUOUS LEARNING APPROACH
Continuous learning is the foundation of Leading People+.
It uses highly effective instructor-led (classroom and
virtual) training, delivered in “learning bursts” as well as
a variety of media (including mobile technology, video,
and even social media). Leading People+ increases the
number of learning touch-points and extends them over
time, place, and situation. Learning is retained, and skills are
practiced using real-world situations.
LEADING PEOPLE+ — PROGRAM OPTIONS TO CHOOSE
FROM
Leading People+ is a leadership development solution based
on a continuous learning approach. The modular program is
easily customized to fit your needs.
OPTIMIZING YOUR PROGRAM
Leading People+ is a highly flexible and customizable
program, with more options to address your specific needs,
challenges, and budget. Through our consultative design
process we will work with you to determine the best options
and tailor your program accordingly.

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Leading Technical People +

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In every industry, things are moving fast. New technology, new market dynamics, new client
demands, new legislation: all require up-to-the minute expertise to tackle the biggest challenges your
organization faces. Your success depends upon the commitment, creativity, and innovation of technical
experts across the enterprise. These smart and independently-minded employees create great value,
but can also be some of the hardest to lead.
Business Outcomes
• Accelerated time-to-market for new product concepts
• Reduced friction and increased productivity
• More rapid adoption and implementation of new
technology, techniques, and processes
• Retention of high-value talent
• Smoother, faster transitions for people promoted to
leadership roles
• Leaders who can handle increased span of control
• A culture where technical experts thrive and a reputation
that attracts the best in the business
Key Features
• Research-based content and real-world practice scenarios
for maximum relevance and impact
• Modular program design for easy customization and
flexible implementation
• Continuous learning approach with multiple touch points
to increase engagement and knowledge retention
• Assessment process for quantifiable improvements
LEADING TECHNICAL PEOPLE FOR SUCCESS
Leaders of expert people and technical teams must
be equipped with specific skills to forge engagement
while unleashing innovation. For more than 20 years
BlessingWhite has conducted research which shows that
such leaders of technical people:
• Have distinct workplace needs and leadership challenges
• Increasingly have to lead through influence and inspiration
rather than authority
• Have blind spots when it comes to seeing what their
teams need and where their leadership falls short
• Have specific learning preferences (i.e., multiple,
shorter sessions, and access to on-demand resources)
UNLEASHING YOUR STRATEGIC ADVANTAGE
Leading Technical People+ is based on BlessingWhite’s
proven success with hundreds of leading companies,
training thousands of technical people. It is exclusively
designed to equip managers with skills and strategies for
engaging and unleashing the knowledge, expertise,
independence, and confidence of today’s specialized
knowledge workers: programmers, engineers, scientists,
financial analysts and more.
A NEW CONTINUOUS LEARNING APPROACH
Continuous learning is the foundation of Leading Technical
People+. It uses highly effective instructor-led (classroom
and virtual) training, delivered in “learning bursts” as well
as a variety of media (including mobile technology, video,
and even social media). Leading Technical People+ increases
the number of learning touch-points and extends them
over time, place, and situation. Learning is retained, and
skills are practiced using real-world situations.
LEADING TECHNICAL PEOPLE+ — PROGRAM OPTIONS TO
CHOOSE FROM
Leading Technical People+ is a leadership development
solution based on a continuous learning approach. The
modular program is easily customized to fit your needs.
OPTIMIZING YOUR PROGRAM
Leading Technical People+ is a highly flexible and
customizable program, with more options to address
your specific needs, challenges, and budget. Through
our consultative design process we will work with you
to determine the best options and tailor your program
accordingly.

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Leveraging Differences: Increasing Innovation through Intentional Inclusion

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This half-day, instructor-led training is the third module in the Leading With Inclusion suite. Highly
experiential in nature, this course is designed to connect the concepts of inclusive leadership and
innovation. Catalyst research shows that when employees feel included, they are more likely to
innovate, and contribute to their teams. This course equips managers with tools and strategies to create
the space where innovation can happen.
Outcomes
• Apply strategies to create and sustain a safe space of
inclusion that inspires innovation
• Surface assumptions and biases that limit thinking and
block innovation
• Leverage mistakes and achievements to learn and innovate
• Develop tactics to transition from brainstorm to
commitment
Target Audience
managers
• An understanding of how inclusive leadership can foster
innovation
• An approach to creating a “safe space” where innovation
can happen
• Coaching strategies for ensuring team members
leverage and learn from mistakes
• Tactics for increasing inclusive behavior to inspire
innovation
• An understanding of Catalyst research findings and
tools for practical application in day-to-day work
• Teams and individuals who are more innovative
contribution
Duration
Class Size
Available Language
English
Features
This course is grounded in Catalyst’s model of inclusion.
Catalyst’s most recent research found that leaders
who exhibited the EACH mindset of empowerment,
accountability, courage and humility created a sense of
safety for their employees. Cultivating that safe space led
individuals to feel included, and when they felt included,
they reported innovating more. The model, and the concepts
therein, are grounded in Catalyst research.
The experiential nature of the course allows emerging
managers to not only learn strategies and tactics for being
more inclusive, but to also feel the impact of them in the
classroom. This allows participants to engage with the
content, connect to its value, and practice strategies and
approaches with colleagues.

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Making you Leadership Stand Out: Influencing Inclusion across the Enterprise

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This half-day instructor-led training is the sixth module in the Leading With Inclusion suite. In this
course, participants explore how they can influence inclusion within their teams and across their
organization. The session equips participants with tools to be more inclusive in their own leadership
style and with skills to influence inclusion across their organization.
Outcomes
• Articulate the business case for inclusion
• Demonstrate inclusive leadership behaviors
• Recognize the importance of involving others in cultivating
an inclusive work environment
• Handle resistance to inclusion efforts
Target Audience
managers
Participants will reflect on their role in creating more
inclusive cultures, and apply an inclusion change framework
to their own organization’s inclusion challenges. Catalyst
research has found that very few people are involved in
organizational inclusion initiatives, and this learning
experience equips emerging leaders with the tools they
needto take responsibility for and involve others in creating
an inclusive work environment.
• An awareness of the benefits of building an inclusive
culture for themselves, their teams, and their
organizations
• An understanding of the business case for inclusion
• An approach for using inclusive leadership competencies
and handling resistance to inclusion efforts
• A framework for interrupting organizational inequities and
implementing more inclusive practices
• Leaders who advocate for inclusion in their teams and
throughout the organization
• Increased retention, team citizenship, satisfaction
behaviors, and contribution
• Managers who understand how inclusion can make a
difference to their teams and organizations and who are
equipped to be more inclusive
Duration
Class Size
Available Language
English
Features
This course starts with an exploration of the benefits of
inclusion for leaders, their teams, and the organization,
at large. Participants practice responding to a series
of challenges using inclusive leadership competencies
grounded in Catalyst research. This course utilizes Catalyst’s
framework of five actions that support successful inclusion
efforts. Participants apply the framework to a case study.
They then apply the approach to their own organizations
and discuss what actions they can take to create a more
inclusive workplace. In addition, they practice handling
resistance to their inclusion efforts and action plan for what
inclusive leadership actions they will take going forward.

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The Leader in 2025

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The Leader in 2025 is a Future Workplace University program. Future Workplace University is a
collaboration between Future Workplace and BlessingWhite to help equip organizations with the skills
and insights required to prepare for tomorrow’s challenges around leadership, employee engagement
and talent management.
The Leader in 2025 examines the next wave of leadership
skills that will be needed for the modern organization.
Building off of the bestselling book, The 2020 Workplace
by Jeanne Meister, this workshop reviews how workplaces
will be evolving and how the role of the leader will continue
to evolve as well. The Leader in 2025 combines the cutting
edge research of Future Workplace with an engaging
and interactive experience to give participants a glimpse
into the future of working and leadership. The workshop
is available in a modular format so that you can select
the aspect of future leadership that most appeal to your
organization.
In this workshop, we examine three crucial skills for future
leaders. Each module focuses on one skill that leaders need
to build to be 2025-ready.
Social Media as a Leadership Tool (2 hours):
Leaders who are proficient as using social media can help
promote the values and experience of their company,
and engage their teams and top performers. This module
teaches participants the best practices in using social media
as a tool to accomplish their leadership goals and increase
their reputation capital. We provide participants with a clear
framework and teach them the best practices using social
media examples from real business leaders from all over the
world. The ability to manage your social media brand will
become increasingly important as organizations embrace
social media as an internal tool to spread knowledge and
cut down on email volumes. As a result of this module,
participants will develop their own social media plan to
support their goals and their leadership brand.
Transparent Leadership (2 hours):
With so much information available at everyone’s fingertips,
the expectation is that information should be openly shared
and communicated. In this module, participants will learn
about some of the trends in organizational transparency,
what transparent leadership looks like, and how to develop
“a bias toward disclosure” so that they can better engage
their team by giving insight into company goals. This is a
module designed to get people thinking outside of their
organizational silos and to re-imagine what a workplace
with clear communication can look like. Participants will
review some of the benefits of transparency, including
increased inter-department communication, opportunities
for innovation, better corporate culture, and more.
Leading through Technological Disruption (2 hours):
With virtual reality around the corner and more and more
organizations moving away from email to other messaging
services, modern leaders need to be comfortable with
navigating changing technology. This module gives a
preview of upcoming technology in the workplace so that
participants will have a clearer idea of how the workplace
will continue to change. We then examine the learning
curve around new technology and common reactions and
resistance to new technology in the workplace. Finally, we
share what leaders can do to support the adoption of new
technology to enable the organization to maximize the
potential of new ways of working.
Target Audience
• Leaders in industries facing challenges related to emerging
technologies in engaging the workforce.
• Human Resources or Organizational Development teams
looking to get ahead of current trends and prepare for the
future.
• A high-potential audience that is expected to be prepared
to lead in the next five to ten years.
Format
Each module is available as a stand-alone, in-person training.
You can combine two modules for a half-day experience, or
all three for a full-day training.
The Leader in 2025 can be delivered as-is, or customized
to the needs and specific challenges of your industry and
organization. The Leader in 2025 can also be woven into
other curriculum or leadership development efforts.

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In times of change, the ability to create innovative solutions and to see innovative strategic options
becomes critical for continued success. Innovation rarely happens by accident, especially once an
organization or team is executing. We tend to think of innovation as a magical property that leaders and
teams either have or will always lack, when in facttraits and behaviors for developing innovations can be
cultivated through a purposeful process using proven principles and stratagems. The Outthinker Process
equips leaders and their teams with a practical, repeatable method to develop and create innovative
solutions that help them outthink and outperform their competition.
Learning Objectives
• Learn and gain command over a set of strategic and
innovative thinking tools.
• Apply these tools to real-world challenges.
• Create Fourth Option® solutions for a current initiative or
problem.
Target Audience
• Senior level leaders and intact teams who must
address strategic problems and turn opportunities into
competitive advantages and/or
• Any individual who will benefit from learning and
applying strategic thinking and innovation skills in their
role
To drive organizational success, it is necessary to think
beyond obvious solutions. Businesses easily get stuck
thinking that they only have this, that, or the other option,
when in fact, developing innovations that push beyond the
obvious creates a Fourth Option® not previously considered.
Individuals and teams working through The Outthinker
Process discover Fourth Options® for breakthrough
solutions to challenges of any size.
Throughout this one or one-and-a-half-day program,
participants first work through a business case to master
the process, habits, and core tools. Participants then
deepen their skills by applying what they have learned to
a real-life, immediate business challenge. By immediately
practicing what they learn, participants build their comfort
level by developing innovations to create breakthrough
solutions to their business challenges.
BlessingWhite’s strategic innovation program, The
Outthinker Process, is based on the book Outthink the
Competition by business strategist Kaihan Krippendorff. This
program draws on the study of hundreds of history’s most
innovative strategic thinkers and competitive companies
from Wal-Mart and GE to Google and Apple. It is designed
to help leaders gain strategic clarity and create innovative
solutions.
Participants leave with a set of tools to use that can be
applied to any challenge. By working through the IDEAS
framework (Imagine, Dissect, Expand, Analyze, and Sell),
The Outthinker Process enables individuals and teams to
define and start developing innovations to address critical
business challenges.
Outcomes
After completing this course, you will be able to
• Achieve strategic clarity
• Create innovative solutions to pressing challenges
• Develop cohesive strategy
• Drive innovative thinking in the organization
Duration
• Customize your playbook: select the five stratagems
most relevant to your situation.
• Customize the examples: research and incorporate 5-10
short examples related to your industry and/or situation.
• Customize the case: develop a customized case (like
Tesla) for your specific situation/ goals.
• Create competitor playbooks: analyze and incorporate
the playbooks of your competitors/peers to have
participants think from the competitors’ perspectives.
• Pair with additional leadership communication course to
take selling your innovative idea to the next level.
The Outthinker Process can be structured to address
Innovative and Strategic Thinking in two ways:
• It provides a practical structure to unleash innovation at
multiple levels in your organization.
• It solves real-time strategic issues.

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Leadership is a relationship between leaders and followers. It, like all relationships, is a somewhat fragile
condition and needs to be carefully, constantly cultivated. Yet too many leaders hone prescriptive
behaviors outside the context of their followers, emulating celebrity CEOs and bosses they admire.
They try to be people they aren’t and as a result, they often fail. If they fail, your organization will, too.
Outcomes
• Assess the needs of their followers and modify their
leadership approach appropriately
• Deploy their personal values, strengths and even
weaknesses to maximize their effectiveness
• Understand and integrate inherent tensions of leadership
• Size up situations and adapt their leadership behavior to
drive results
• Build a thriving community of aligned, engaged team
members
• Communicate more effectively by considering not only
their audience’s needs but also the communication vehicles
through which they, personally, are most effective
• Tap into a peer leadership community and expand their
influence beyond their teams
AN ENGAGING DEVELOPMENT APPROACH
Why Should Anyone Be Led by You? is grounded in the
research and thought leadership of professors Rob Goffee
and Gareth Jones, authors of the best-selling Harvard
Business Review article and book of the same name.
BlessingWhite’s 40-plus years of experience with thousands
of clients worldwide ensures that this blended learning
experience is engaging, relevant, sustainable, flexible and
effective.
We will work with you to create a mix of consulting,
content and tools to reflect your organization’s most
pressing business priorities, culture and workforce.
KEY CONCEPTS
The CASE Framework… A practical way for leaders to
understand the needs of their followers (community,
authenticity, significance and excitement) and re-evaluate
their approach to leadership.
Be Yourself – More – With Skill… Four authentic
leadership practices:
• Build Community
• Demonstrate Authenticity
• Impart Significance
• Generate Excitement
CORE METHODOLOGY
• An online learning component to make the most of
leaders’ face-to-face action learning experience
• One-on-one leadership coaching before and after the
action learning experience
• An intensive working session in which short bursts of
learning alternate with in-depth business issue analysis
and concept application
• A simple online feedback process that offers a reality
check on the needs of leaders’ followers and focuses
leaders’ personal development strategies
• Peer coaching and community building

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Employee Engagement
BlessingWhite’s employee engagement programmes have
been supporting organisations for more than 40 years,
making engagement a concept that is practical, applicable,
and one that resonates with managers and individuals.
Emploee Engagement Survey
Managing Personal Growth
Taking Control of your Engagement - Personal Planner

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Employee Engagement Survey

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Engagement has been hailed as the secret ingredient in competitive advantage and organizational
success. It is an intuitive concept: Committed, aligned, and passionate employees are good for the
business. We’re believers. Our firm was founded 40+ years ago on this principle.
WEIGHING THE COW DOESN’T MAKE IT ANY HEAVIER
If your organization is like many, you might be surveyweary,
frustrated that your annual survey process loses steam
during action planning, and does little to inspire the
discretionary effort and bottom-line results that high
engagement promises. That’s because surveys alone don’t
change anything. People — and sound workplace practices
— do.
BlessingWhite’s approach, therefore, is designed to provide
practical, actionable insights and a framework for driving
shared accountability and action to increase engagement
every day.
SHARED RESPONSIBILITY
INDIVIDUALS: Ownership, clarity, and action.
MANAGERS: Coaching, relationships, and dialogue.
EXECUTIVES: Trust, communication, and culture.
DIFFERENTIATING FEATURES OF OUR APPROACH
• Short, focused, actionable survey (28-40 questions)
• An intuitive engagement definition and framework
• Summative indices that reflect our exclusive model
of shared responsibilities (executive, manager, and
individual)
• High-touch, consultative scoping and reporting process
• Customizable to focus on specific organizational concerns
• Straightforward team meeting guidelines for driving local
ownership and action
• An online portal to support local commitments and hold
managers accountable for working with their teams to
increase engagement
SURVEY IMPLEMENTATION
SCOPING
You and BlessingWhite agree on specific items,
customization as appropriate, demographics to shape
reporting, external benchmark, translations, engagement
champion identification, special requirements (e.g., kiosks to
supplement on-line roll-out), communications strategy, and
schedule.
SET UP
• Using our Implementation Tools, you orchestrate
meetings and communications to set the context of the
job engagement survey process in achieving your
organization’s strategic objectives.
• You supply BlessingWhite with a list of all employees with
their email addresses and their appropriate demographic
information, such as immediate manager, department,
division, performance quadrant, etc.
• You and BlessingWhite ensure, as appropriate, that
leaders and engagement champions understand the roles
they need to play in supporting the initiative.
• Site(s) and email invitations are approved and tested.
DATA COLLECTION
• BlessingWhite sends out a unique employee engagement
survey link to all employees.
• Employees complete the workforce engagement survey
anonymously.
• Real time response rates are provided daily.
• BlessingWhite sends out reminder emails as appropriate.
ANALYSIS & REPORTING
BlessingWhite provides a preliminary overview of the
findings to you and confirms the focus and design of
a presentation to your senior leaders. Together we
identify elements to focus on as an organization and
recommendations that suit your specific culture and
strategic imperatives.
BlessingWhite senior consultants lead an interactive
presentation of the findings and recommendations for the
senior team, with the goal of creating organization-wide
action and communications plans.
The following reports are provided:
• High-Level Organization Report (HER), which provides a
summary of findings for the organization as a whole.
• Organization Summary Report for senior leaders, which
provides a comprehensive analysis of findings, insights
and recommendations (as well as a review of engagement
fundamentals).
• Stoplight Report illustrating favorability across
demographics, color-coded to easily spot areas (or
managers) with potential best practices to replicate or
problems to investigate.
• Snapshot Analysis Reports for agreed-to demographics
(e.g., departments) and for managers with a team of
6 or more direct reports. These reports include not only
actionable insights and interpretation guidelines but also
guidelines for conducting productive team meetings to
increase engagement levels.
Note: Data for demographic categories of 5 respondents or
fewer will not be included in reports to protect employee
anonymity.
COMMUNICATIONS & ACTION
• Using the Town Hall template from the Implementation
Tools, you work with senior leaders to shape the most
meaningful cascading communications of findings and
actions. In addition to sharing employee engagement
survey results, leaders set the expectation that every
member of the workforce owns a piece of the “engagement
equation.”
• Your managers conduct team meetings to drive local
accountability and action, using the Team Meeting Agenda
in the Snapshot Analysis Report. They summarize the
outcomes of the meeting and provide feedback on their
experience through the on-line Engagement Portal.
Individuals at all levels take identified actions.
Managers conduct follow-up team meetings to track
progress on agreed-to actions.

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Managing Professional Growth

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Business strategies may be well thought out. Performance management systems may be state of the
art. Rewards and accountability checks may be in place. Yet one of the most persistent challenges
organizations face is getting top productivity and commitment from the people who do the work. It’s
a common theme. “If only everyone who came to work did their very best — every day on every job.”
Just wishful thinking? We know better.
Outcomes
• Clarity about expectations and priorities
• Improved satisfaction, performance, and development
• Stronger employee/manager partnerships
• Increased alignment with their organization’s strategy
• Opportunity for professional growth
• Increased engagement
ALIGNING PERFORMANCE
Talented, enthusiastic employees aren’t enough. As
organizations merge, shrink or shift strategies, and as
employees wade through quagmires of to-dos, meetings,
and information overload, it’s more important than ever
that individuals focus on what matters most. They need
crystal clarity on where the organization is going — and
how they fit in. They require guideposts for sorting through
competing priorities. They need feedback on the unique
capabilities they bring to the table. They need a strategy as
well as manager support and coaching to stay on track.
UNLEASHING POTENTIAL
Focus isn’t enough. Despite the emphasis on clear
strategies, expectations, and rewards, the key to employee
contribution has resided — and will always reside — in
individuals. Organizations need to unlock that personal
power and energy, encouraging employees to leverage their
internal motivators. They need to provide opportunities for
employees build on their strengths and to feel connected
to their work. They need to ensure their people aren’t out
there on their own or worse, “running on empty.”
THE BEST OF BOTH WORLDS
For over 40 years, Managing Professional Growth
(MPG®) has helped organizations and individuals achieve
their visions of success. Our activities and materials
have changed over time to meet changing needs. But
our commitment to helping employees improve their
satisfaction and contribution to your bottom line has
remained the same. MPG gives people the power and
practical process for taking actions that can reshape
their job, fuel their development and transform their
performance.
A PROVEN PROCESS
MPG is a systematic, ongoing process of feedback, analysis,
planning, and action that enables employees to increase
satisfaction in their current job and align their development
efforts with your organization’s strategy.
MPG’S PHASES
PREWORK/FEEDBACK
• Participants complete online values clarification activities
and a profile of their priorities, work environment, and
abilities.
• Managers provide feedback on their priorities, work
environment, and abilities plus a brief profile of their work
style and current challenges.
WORKSHOP
This 1-day interactive experience is an individual experience
facilitated in a group setting. Individual analysis and planning
are interspersed with discussion and peer consulting/
strategizing. The typical agenda covers:
• Your Values
• Your Work
• Your Plan
• Your Next Steps
ACTION
Participants conduct a Growth Conversation with their
manager that confirms top work priorities, clarifies the
work environment, explores diffeing perceptions of skills,
and identifies ways to build on strengths and address
development needs. Result: Targeted development ideas,
maximum job satisfaction and maximum job contribution.
MEASUREMENT & SUSTAINABILITY
• MPG includes a traditional workshop evaluation plus an
online Growth Conversation evaluation that participants
and managers complete (triggered by an automated email
28 days after the workshop).
• Follow-up emails are sent on a regular basis to participant
to encourage application of MPG concepts and
continuous alignment of employee and organizational
interests.
• Reports on the administration site include participant
activity snapshot, aggregate responses to the Growth
Conversation evaluation, plus skill trend reports that
summarize which skills are seen as critical, talents, and
development needs.

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Outcomes
• Understand what engagement is — and isn’t
• Assess their own engagement level
• Clarify the personal values and job conditions that influence
their satisfaction at work
•Consider how their interests and talents align with the goals
of the organization
• Identify actions they can take to increase their satisfaction
and contribution — to become more engaged
A PERSONAL QUEST
Ask a dozen people why they do the work they do and you
will get a dozen different answers. Yes, most people will say
they work for the paycheck. Dig a little deeper, however,
and you’ll find other, more personal reasons for getting up
in the morning and going to a job.
Engagement is a personal equation shaped by an individual’s
unique values, interests, talents and aspirations. Full
engagement depends on individuals having a thriving
personal connection with their work and a belief that they
have a promising future in their organization. Unfortunately,
information about engagement tends to stay at the
most senior levels in the organization and rarely trickles
down to employees. Our goal is to help your organization
embed engagement and equip all individuals with the tools
they need to understand and take action on their own
engagement.
Although leaders and organizational practices can
significantly influence employee engagement levels, every
person, ultimately, has responsibility for his or her own
engagement. Employees must be clear on what matters to
them before they can take control of their job satisfaction
and career success. They also need to take initiative in
building and applying their unique knowledge and skills to
contribute fully toward the organization’s goals.
A WINNING FORMULA
Taking Control of Your Engagement is a blended learning
experience that equips individuals to assess, increase and
sustain their engagement — maximizing both contribution
and satisfaction — so that their organization can build a
vibrant workforce and reach its business goals.
The core of the learning experience is an interactive
workshop or web class. To make the most of face-to-face
time, individuals complete online reflection and assessment
activities as prework. During the facilitated session, they
use those insights to shape their learning and create a
personal engagement strategy. Afterwards they take action
on their own, and if appropriate, enlist the support of their
manager or colleagues.
ONLINE PREWORK AND RESOURCES
• Online prework is available to prepare employees for this
training experience.
• Online resources contain videos and discussion guides.
CONTENT
• What Is Engagement & Why Is It Important?
• Your Starting Point. Where Are You?
• Taking Control of Your Satisfaction
• Taking Control of Your Contribution
• Your Strategy
Target Audience
Individual contributors (keeping in mind that managers
and executives need to manage their engagement, too)
Duration
20-30 minutes of prework plus a half-day ILT or 2-hour
VILT experience
Class Size
VILT: up to 20
ILT: up to 25
Available Language
English

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Taking Control of your Engagement - Personal Planner

GP Strategies 65

Outcomes
• Better understand the definition of employee engagement
and the role each member of the organization needs to
play.
• Explore personal motivators, preferred work environment,
top work priorities, talents, and other drivers of employee
engagement.
• Identify actions they can take on their own and with the
help of others to increase their satisfaction and
contribution on the job.
• Plan how to talk to their manager about their engagement.
• Assess their personal resiliency and explore strategies for
staying engaged in today’s ever-changing workplace.
The Taking Control of Your Engagement Personal Planner
is a mechanism to embed the fundamentals of engagement
within your workforce. It provides a chance for all
individuals, not just managers and executives, to
understand what engagement is and what it means for
them. It allows you to communicate a clear
definition of engagement to your organization and to equip
them with the tools they’ll need to take action.
Employees explore the drivers of engagement through
workbook exercises and are equipped to use those insights
to create a personal engagement strategy. Afterwards they
take action on their own, and if appropriate, enlist the
support of their manager or colleagues.
WHY FOCUS ON INDIVIDUALS?
Ask a dozen people why they do the work they do and you
will get a dozen different answers. Yes, most people will say
they work for the paycheck. Dig a little deeper, however,
and you’ll find other, more personal reasons for getting up
in the morning and going to a job.
Engagement is a personal equation shaped by an individual’s
unique values, interests, talents and aspirations. Full
engagement depends on individuals having a thriving
personal connection with their work and a belief that they
have a promising future in their organization. Unfortunately,
information about engagement tends to stay at the
most senior levels in the organization and rarely trickles
down to employees. Our goal is to help your organization
embed engagement and equip all individuals with the tools
they need to understand and take action on their own
engagement.
Although leaders and organizational practices can
significantly influence employee engagement levels, every
person, ultimately, has responsibility for his or her own
engagement. Employees must be clear on what matters to
them before they can take control of their job satisfaction
and career success. They also need to take initiative in
building and applying their unique knowledge and skills to
contribute fully toward the organization’s goals.
A WINNING FORMULA
The Taking Control of Your Engagement Personal Planner is
provided in a PDF format that equips individuals to assess,
increase and sustain their engagement — maximizing both
contribution and satisfaction — so that their organization
can build a vibrant workforce and reach its business goals.
CONTENT
Engagement Fundamentals Great Days at Work
• The Prize
• Where Are You Today?
Target Audience
Individual contributors (keeping in mind that managers
and executives need to manage their engagement, too)
Delivery Format
Writeable PDF file
Available Language
English
Increasing Engagement
• Clarify Your Values
• Assess Your Job Conditions
• Clarify Your Work Priorities
• Build Your Talents
Action:
• Plan for More Great Days at Work
• Enlist Help from Your Manager (Engagement Conversation
Planner)
• Enlist Help from Others
• Increase Your Resiliency
KEY FEATURES
5 Videos
• What Is Engagement?
• Whose Job Is It?
• What Are the 5 Levels of Engagement?
• What Does A Great Day At Work Look Like?
• Where Am I?

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The more engaged your workforce, the more capacity it has to deliver on your organizational
imperatives. High employee engagement drives discretionary effort, innovation, customer loyalty,
quality, productivity, profitability and retention of top talent. Yet in most regions of the world, only one
in three employees is fully engaged.
Outcomes
• Articulate the definition, drivers, and owners of
engagement
• Better assess and manage their own engagement
• Establish trust, unleash potential and buildconfidence in
others to fuel engagement every day
• Conduct discussions with individual team members to
better understand and take action on their unique
engagement drivers and challenges at work
• Take follow-up actions to capitalize on Engagement
Conversation insights, track team member commitments,
and identify productive steps the team can take to
improve engagement within their sphere of control and
influence
THE CHALLENGE FOR MANAGERS
Engagement is an individualized equation, reflecting
each person’s unique talents, values, aspirations and job
fit. As such, it is difficult to improve through corporate…
recognition. BlessingWhite’s research has shown that strong
employee-manager relationships and continuous dialogue
can make a difference..
But managers feel ill equipped to hold such conversations.
Performance management dialogue is challenging enough.
Now they are asked to align employees to strategy, help
team members find high satisfaction at work, and provide
long-term visibility on career options in the face of
ambiguity in the business.
The Engagement Equation provides the concepts, skills,
and discussion framework that managers need to make
engagement a daily priority as opposed to an annual action
planning exercise after a survey. The workshop can be
implemented after survey findings are communicated to
address individual team members’ engagement equations.
If your organization does not measure engagement, no
problem. The workshop provides a starting point for
building a culture where all members of your workforce
understand their roles and responsibilities.
Target Audience
Supervisors and managers.
Class Size
VILT: up to 20
ILT: up to 25
Available Language
English
Content
The learning process includes reflection, planning, practice,
and peer consulting. It covers:
• Engagement Fundamentals: What engagement is,
what influences it, who owns it plus how engaged are you
and your team?
• Engagement Essentials: Three leadership actions that fuel
team engagement (Establishing Trust, Building Confidence,
Unleashing Potential)
• Engagement Conversations: Planning and practice in
discussing satisfaction, contribution, the use of talents
and working relationship with each team member (in
a structured meeting and/or through continuous, more
informal dialogue)
• Maintaining Momentum: Strategies for supporting
engagement year-round and helping team members
manage their own engagement
The Engagement Equation workbook contains tips,
worksheets, and discussion plans, serving as a resource that
managers can come back to time and again.
Duration
One day ILT or a modular VILT experience tailored to the
organization’s tolerance for prework and homework

GP Strategies68
Professional Development Suite
BlessingWhite’s Professional Development Suite includes a wide array
of programmes designed to provide managers and professionals with
an opportunity to focus on their approach, and to sharpen specific
skills. Through doing so, they help ensure an individual’s success,
the success of the people they manage, and the success of their
organisation at large. These solutions have been proven repeatedly
at many leading MENA organisations, helping support clients to
successfully meet the demands of dynamic markets.
Accountability
Delegation
Emotional Intelligance
Feedback: Giving and Receiving
Handling Conflict
Hiring Talent - Right Person, Right Job
Leading Change
Mentoring
Partenering for Performance
Presentation Skills
Provide Powerful Service
Problem Solving & Decision Making
Stress Management
Teamwork
Time Management

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Accountability

GP Strategies 71
This course teaches the skills and explains the attitude that is necessary for creating an accountable
organization. In today’s business climate, it is more important than ever for team members to hold
themselves accountable; individuals are depended upon to implement actions that align with the values,
competencies, and strategies of the organization. While the term “accountability” is commonly heard,
there is often a great deal of confusion about what this word means and to whom it applies. In this
course, participants explore the true meaning of accountability and how it relates to them in their day-
to-day duties.
Participants examine the varying levels of power found in
organizations. Through an involved discussion, they will
begin to recognize the behaviors of those who believe
they have no power, those who operate on the level of
individual power, and those who demonstrate power on an
organizational level. Through this discussion, participants
begin to recognize the behaviors and level of power
they personally demonstrate. Following this discussion,
participants engage in a fun, yet pointed, role play in which
they will both witness and demonstrate accountable/
unaccountable behaviors. During a debriefing of the role
play, the importance of making an accountable choice
becomes clear.
Despite the best of professional intentions, there are
obstacles to accountability. This is the next concept that
participants will explore. Some obstacles are internal; some
are external. Participants engage in small- and large-group
discussions and activities to identify these obstacles and
the techniques to overcome them. In particular, participants
explore the different words and phrases that can be used
to either create or remove personal accountability or the
accountability of their team members.
The final step in the course is to take a personal
accountability assessment that enables participants to
further examine their language and behaviors. Once
they complete the assessment, participants will be ready
to practice their newly acquired accountability skills in
customized role plays that are targeted toward helping
them to improve the service they provide to both internal
and external customers.
Objectives
• Define accountability, responsibility, and empowerment.
• Rate yourself and your team on the PowerMeter.
• Discuss the Account-Able Choice.
• Identify obstacles to being accountable.
• Speak the language of empowerment and accountability.
• Apply a five-step model to create accountability in others.
Key Outcomes
• Increase in achieving desired results.
• Increase in employee engagement.
• Increase in organizational effectiveness leading to
sustained/improved profitability.
Duration
Target Audience
Individual contributors.
Class Size
Available Language
English.

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Every function and activity that takes place in an organization involves some form of direct or indirect
communication. The success of these functions and activities directly depends on the ability of the
people in the organization to communicate effectively. This course focuses on the process of creating
open communication that increases rapport and productivity. Most people in organizations take steps
to work toward “being a better communicator.” In this course, participants will identify concrete steps
and processes that will truly help them improve their communications skills. Once these concepts are
identified, they will then practice these skills during several role-play and group activities, which will add
more depth and solidify their learning.
The course begins with an activity where participants
work in groups to identify both effective and ineffective
communication elements, and their impact. It is during this
activity that participants gain a better understanding of the
need to communicate effectively in every interaction. They
then are introduced to a five-step process for creating open
and effective communication. This process is the foundation
for the course, as participants will be working through each
of the five steps for the rest of the session. Participants
begin by working in small groups to identify barriers in the
workplace that prevent the communication process from
flowing smoothly. At the end of the session, participants
will revisit these barriers with solutions gained through the
course content and learning. Next, they will each take a
communication assessment that will help pinpoint both
areas of strength and areas for improvement in their
personal communication skills.
Participants will then examine their communication as a
group by working through a difficult challenge together.
Effective communication is required for success in this
challenge. Participants gain experiential insight as to where
the gaps in skills hurt their opportunity for success and
where their strengths in communication as a group helped
to move them forward.
In the second half of the course, participants explore
concepts to improve their communication skills, and then
immediately apply those concepts through smallgroup
activities and role plays. Through these activities,
participants learn to identify the goal of a message, create
assertive statements, ask for and receive feedback, and
utilize strong questioning and listening skills. They will then
apply their newly acquired skills and concepts to an actual
message they need to deliver.
Supplemental information in regard to writing effective
e-mail messages and delivering messages upwards to
leadership is included.
Objectives
• Describe the five steps to creating open communication.
• Assess communication skills and identify areas of strength
and development.
• Determine the most appropriate method for sharing
messages.
• Demonstrate the appropriate nonverbal skills to enhance
communication with others.
• Create assertive statements.
• Apply open-ended questioning techniques to increase
two-way communication.
• Use active listening skills to improve rapport and
productivity in the working environment.
• Respond effectively when receiving feedback.
Key Outcomes
• Increase in employee engagement.
• Increased productivity.
• Improved relationships.
Duration
This course has an 1-day agenda.
Target Audience
All employees.
Class Size
This course is designed for 8 to 20 participants.
Available Language
English.

GP Strategies 75
Delegation is an overlooked and undervalued tool that managers can use to complete an ever-
increasing list of work responsibilities. This course provides managers with the skills to effectively
delegate work to others.
There is often confusion about the true meaning and
nature of delegation. In discussing the definition,
participants begin to realize that delegation is about
assigning meaningful tasks that can challenge employees
and provide them with opportunities to build their skills.
They recognize many benefits to delegation. However,
there are many barriers as well. Certain patterns in thoughts
and beliefs may hinder managers from delegating as often
as they should. Participants examine these patterns and
challenge themselves to overcome those that apply to
them personally. They then take an individual assessment to
determine their strengths and weaknesses in the delegation
process.
After completing the assessment, participants are
introduced to the three stages of delegation: task analysis,
task assignment, and task assessment. Throughout the
application of these three stages, participants learn
which tasks to delegate and which tasks to keep. They
learn a process to objectively select the right person
for the task. Through the use of specific questions,
participants determine what needs to be communicated
when delegating a task and how to gain understanding
and commitment on the part of the delegatee. For stage
three, task assessment, participants discuss the absolute
need to follow up on tasks and to provide recognition or
constructive feedback as required.
The final segment of the course consists of hands-on skills
practice in which participants delegate a task to a partner
and receive feedback on his or her effectiveness.
Objectives
• Define delegation.
• Break your personal barriers to delegation.
• Apply situational leadership to delegation.
• Decide the tasks to delegate and the tasks to keep.
• Determine the right person to whom to delegate the task.
• Plan and conduct a four-step delegation meeting.
• Follow up on a delegated task.
• Obtain the results you expect from a delegated task.
Key Outcomes
• Increased productivity.
• Implementation of coaching and development
opportunities for subordinates.
• Improvement of time management.
• Improved organizational effectiveness.
Duration
Target Audience
Managers of people.
Class Size
Available Language
English.

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Emotional Intelligence

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Research has proven that our emotional intelligence (EQ) is more reliable in predicting success than
our intelligence quotient (IQ). In this course, we explore the topic of EQ and how to develop our own
EQ; thereby increasing our success with our career and relationships both inside and outside of the
workplace.
Emotional Intelligence is the capacity to recognize and
effectively manage emotions in ourselves and with others.
Emotional intelligence increases our ability to make
effective decisions, build relationships, deal with stress, and
cope with change.
As prework, participants take the Bar-on EQ-i Inventory.
This inventory is the first scientifically validated and most
widely used EQ assessment in the world. The EQ-i
Inventory examines an individual’s social and emotional
strengths and weaknesses. After completing the inventory,
participants will receive a comprehensive report, which
they will utilize during the session.
The course begins by defining EQ and identifying why EQ
is important to organizational, team, and personal success.
Participants will learn how emotions affect the brain, giving
participants a fundamental understanding of the physiology
of emotional intelligence.
Next, the four-part Emotional Intelligence Model in
introduced and becomes the structure for the day’s
activities. The two skills emphasized in the model are
personal and social skills, each of which brings multiple
layers of self-improvement.
The course ends with participants creating an EQ
development plan where they identify both personal
changes they wish to make and the behaviors needed
to make these changes. To further strengthen their
development, they then share their plan with a partner who
will provide feedback and final insights.
Objectives
• Define emotional intelligence and how it relates to personal
and organizational success.
• Apply tools to increase personal skills: self-awareness and
self-management of personal emotions.
• Analyze and interpret online assessment results from the
EQ-I Inventory.
• Decide the tasks to delegate and the tasks to keep.
• Apply tools to increase social skills: recognizing the
emotions in others and responding to those emotions.
Key Outcomes
• Improved decision making.
• Improved business relationships.
• Improved management of people.
Duration
This course has an 1-day agenda.
Target Audience
Managers of people.
Class Size
Available Language
English.

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