Mobius offers a range of executive leadership programs specifically designed for legal professionals, focusing on negotiation and conflict management. These courses, which include introductory and advanced levels, aim to equip participants with essential negotiation strategies and skills to effectively manage client relationships and enhance their leadership capabilities. The programs emphasize practical application, fostering personal development, and integrating ancient wisdom with modern business practices.

1. MOBIUS EXECUTIVE LEADERSHIP
PROGRAMS FOR LEGAL PROFESSIONALS

2. Mobius offers world-class consulting and corporate education in negotiation
and conflict management. Services range from offering capability training to
employees in the Negotiation Essentials Workshop (our flagship in-house seminar)
to assisting senior leaders and executives to achieve breakthrough when they are
stuck (customized intervention). Mobius consultants excel at bringing insight and
practical skills to each of their clients. Our Negotiation programs are tailored for the
audience, and are offered at Introductory, Advanced, and Executive Levels.
Negotiation Essentials (Introductory Level)
Most of us negotiate all day long as we try to influence colleagues, business partners
vendors, and customers. Do you sometimes wonder if you are being too accommodating
when you negotiate? Are you worried that the other side may be getting a better deal or that
you have left value on the table? Do you sometimes come up against hard bargainers? Do
you need to develop a uniform approach to negotiation within your organization?
The ideas, frameworks, and tools shared in this class are all based on best practices
in negotiation developed over the last twenty years at the Program on Negotiation at
the Harvard Law School. These ideas were first published in Getting to Yes (Fisher et
al.1991) and further developed in Beyond Winning (Mnookin, Peppet and Tulumello,
2000) Handbook of Dispute Resolution (Moffitt and Bordone,2005), Getting It Done:
How to Lead When You’re Not in Charge (Fisher, Sharp, and Richardson 1999), and The
Power of A Positive No (Ury, 2007).
In this course you will acquire a systematic negotiation strategy and the ability to apply
it across a wide range of business transactions. These strategies are proven methods
that will build confidence and enhance your negotiation results. By the end of this course
you will be more prepared to optimize outcomes of your negotiations, both internal and
external. Furthermore, you will learn to recognize the variables that influence your ability
to be an effective negotiator.
By using these strategies you will be better able to manage your business relationships
while improving your substantive outcomes.
The faculty for this course are among the most senior community of negotiation
professionals available for corporate consultation. They are lecturers at the Harvard
Law School, Columbia Law School, Stanford Law School, and John F. Kennedy School for
Government. These courses are highly applied and experiential, focusing on real-time
negotiation challenges for the participants.

3. Beyond Winning: Advanced Negotiations for
Legal Professionals
Few activities are more central to the lives of lawyers than negotiation. Early in a legal
career, young lawyers need to learn to negotiate successfully with colleagues in their
organizations. As attorneys develop they need to negotiate with clients, and of course
with the other side. Whether they are making deals or resolving disputes, lawyers need
the and skills to negotiate effectively.
This workshop is based on Beyond Winning: Negotiating to Create Value in Deals and
Disputes by Robert Mnookin, Andrew Tulumello and Mobius senior consultant Scott
Peppet. It is designed to address the special challenges lawyers face to negotiating
successfully. Attorneys need to manage the tensions of negotiating on behalf of someone
else. For example, acting as a legal agent involves handling asymmetric information
– the client knows what he wants, but only the lawyer understands the complexity and
procedures of the legal system. Lawyers need to negotiate with clients about their
respective roles in a case, what offers to make and when to accept or reject a settlement,
terms and conditions of contracts, potential claims they have available, and more. All
of these require the lawyer to manage expectations and to communicate well about the
risks and opportunities at hand. This course explores the principal-agent tensions and
how to manage them.
Another skill-set lawyers need to negotiate effectively is the ability to create value as
well as to distribute it. When negotiating with attorneys on the other side, many lawyers
fall into the common trap of using a zero-sum approach. They wrongly assume that their
goal is to claim every possible dollar, and with that objective in mind, they routinely leave
value on the table. Paradoxically, the focus on beating the other side prevents lawyers
from getting the best possible outcome for their clients. This workshop examines the
mindset and capabilities lawyers need to generate optimal results for their clients.
The course next looks at the delicate line lawyers need to walk between empathy
and assertiveness. When clients are in distress it is essential to forge a human
connection. Yet most training lawyers receive does not prepare them at all to show
understanding and compassion to their clients. Lawyers worry that “empathy” is the
same as “agreement”, or that showing emotion is beyond their role as an attorney. Yet
overwhelming research shows that clients want to know their agents in professional
services firms care about them, including their lawyers. At the same time, clients can be
unrealistic about the outcome they can get, irrational in their decision-making, and rigid
about their demands. Lawyers need to maintain a good relationship while at the same
time knowing how to educate clients and stand their ground as advisors. Balancing
empathy and assertiveness is therefore central to their success.

4. Beyond Yes™
Leadership Mastery and High Performance (Executive)
Our flagship personal mastery offering, Beyond Yes™ Leadership Mastery and High
Performance, presents the core content of a forthcoming book, Beyond Yes: Negotiation
Mastery from the Inside and Out, written by Mobius President Erica Ariel Fox. Erica is
a lecturer at Harvard Law School and the founder of the Global Negotiation Insight
Institute. This unique and in demand experiential training explores the meeting places
of timeless wisdom and spiritual practice on the one hand and the challenges of
modern business, legal practice and leadership on the other.
Erica is internationally recognized as a pioneer in the integration of wisdom traditions
and spiritual practice into the negotiation and conflict resolution field. Erica is also
a business consultant, working with Fortune 500 companies as well as public sector
leaders to build consensus, facilitate change and transform crisis into opportunities for
growth. Beyond Yes™ Leadership Mastery and High Performance is based on a dozen
years of experience teaching negotiation at Harvard Law School and over a decade
training professionals around the world and providing strategic counseling and conflict
mediation to top teams.
Many people find themselves in positions of leadership based on outstanding technical
performance or subject matter expertise. Of course, early in one’s career success
depended on such technical competence and knowledge. At that stage high performance
is measured by the ability to deliver quality results in an efficient manner. Moving
ahead depends on execution skills such as concrete problem solving. At a certain point,
however, such competence is no longer enough. As one moves into management, and
ultimately positions of leadership, one needs to address different kinds of kinds of
problems—involving people, teams and the organization as a whole. From developing
people and leading teams to shaping an organizational culture, inspiring the workforce,
and managing complex change, leadership requires more advanced skills. At this
stage, one needs the internal strengths and external skills to lead in the most essential
dimension of any organization—the domain of human capital.
In this program one will learn the framework and tools one will need to lead people and
organizations. Unlike other models that focus on behaviors this course operates from the
inside out, building internal strengths and qualities one needs to serve as an effective
leader. Unlike other personal growth experiences, this course focuses on the business
applications of leadership skills, using “real time” coaching to ensure relevance and
embedding of the skills.
Blending century old wisdom with emerging leadership practices, this program offers
a unique and deep immersion into personal development leading to professional
mastery. Through mindfulness and heightened self-awareness, communication skills,
decision making, execution and problem solving are radically improved. Using a proven
methodology, “Archetypes and Autobiography,” this program will draw on life experiences
and current work challenges to foster insights and breakthroughs that lead to high
performance. At the end of this course one will return to work empowered, with new
executive skills and a greater capacity for impact and leadership.

5. A Brief History of Beyond Yes™
Leadership Mastery and High Performance
As a student at Harvard Law School in the early nineties, Erica was very involved in
the negotiation and mediation programs. These groups had launched the best-selling
Getting to Yes and the win-win approach that later spread around the world. After
practicing law for a year, Erica returned to Harvard Law School in 1996 as a Lecturer to
teach negotiation, which she continues to do today. Over the past dozen years Erica has
emerged as a global leader in the negotiation field.
After the events of September 11, 2001, Erica felt a strong pull to investigate new,
untapped perspectives on conflict and to respond to a need expressed by many
professionals for deeper meaning in their lives. In 2003, Erica drew on her diverse
experience to found the Harvard Negotiation Insight Initiative (HNII) to explore what
ancient wisdom traditions and contemplative practices could offer the contemporary
negotiation and conflict field. HNII served as a living laboratory, bringing
professionals together from dozens of countries to explore the interface of the world of
action and the world of reflection. A broad range
of professionals, from lawyers and business
leaders to engineers and educators, experienced
a meeting place between the demands of the
outside world and the depth of the inner life.
After running that program for several years
at the Harvard Program on Negotiation, Erica
expanded the project to form an independent
non-profit called the Global Negotiation Insight
Institute (GNII, pronounced genie) that seeks
to build a wise, mature, and less violent global
community.
In her body of work, Erica focuses on helping
professionals to cultivate internal qualities such
as awareness, presence and balance, as well as
to master skills for interacting effectively with
others. This combination enables them to make
conscious and constructive choices in their lives
both at work and at home. Erica is recognized
internationally for her pioneering work that
explores the personal, spiritual and deeply human
aspects of negotiation, execution and leadership.
Beyond Yes™ unpacks the role that ancient
insight and contemplative practices play in the
contemporary life of successful professionals.
Beyond Yes can be offered as a keynote presentation, a stand alone workshop, or
a longer six month field and forum program. The field and forum program could
be applied to managing partners, emerging leaders, women attorneys or another
designated cohort.

6. Masterful Conversations
In turbulent times, many companies turn their attention to the adaptability of their
leadership teams. It becomes only more evident during times of crisis how critical it is that
the organization foster candid, crisp and powerful communication. Now more then ever, the
quality of your reputation, the strength of your collaborative and customer relationships, the
creativity of your strategy, and the retention of your work force all depend on the skills the
firm brings to conversations and relationship management.
Do you sometimes wonder if your team is afraid to express concerns? Do you think
people are being “too nice” and avoiding important business conversations? Are you
concerned that there are performance gaps that aren’t being addressed because
managers are unable to state the hard facts? Are you worried that there is lowering
engagment and morale because employees are dissatisfied but not raising issues?
Many organizations need to develop a greater capacity for managing conversations that
are business-critical. People are becoming increasingly siloed and protective, worrying
more about conservation then change, innovation and meaningful accountability.
In this course you will begin to build a communication culture that invites diversity of
viewpoints and encourages positive conflict. Participants will learn new tools for managing
different ideas and perspectives and working collaboratively on teams. You will leave the
course with a system for preparing for a conversation and entering with a focused agenda
and a productive frame of mind. This course develops emotional intelligence and influence
skills at managing difficult conversations. By the end of this course you will be able to
better handle performance feedback sessions, strategic meetings, and a wide range of
other business transactions that impact the firm’s bottom line. You will return to work with
the skill and confidence to assert your ideas and concerns more directly.
Faculty for this course are drawn from senior experts trained at the Harvard Negotiation
Project as well as experts in team dynamics, executive development, conflict resolution
and emotional intelligence. Masterful Conversations can be offered as an open
enrollment program or tailored for a top team working together on an ongoing basis.
Mobius offers a one and two day version of Masterful Conversations, a foundational
communications course. We can also tailor versions of this course to focus on
performance feedback conversations; coaching and talent calibration discussions;
and other topical challenging conversations for managers.

7. Trusted Advisorship: A Field and Forum Program
In many professional services firms we find professionals of a certain tenure need
to step into playing more of a coaching and advisory role for their clients. The
ability to move from offering consultative and technical advice into a more dialogue
laden advisor’s role requires a new level of skill as well as a shift in foundational
mindset. This program, offered over a six to nine month period, has a field and
forum approach. It meets for three in person sessions, with ongoing assignments
and group coaching calls in the interim. Projects are focused on real-time client
relationships so progress is applicable and immediately relevant. Learning between
sessions would be supported through a range of methods, including individual
reading, peer coaching, learning teams, and one-on-one coaching from Mobius.
Drawn from the book The Trusted Advisor by David Maister, Charles Green and Robert
Galford, the framework for trusted advisorship includes an array of characteristics
that successful advisors model including but not limited to; the ability and
predilection to focus on the client and not themselves; building a more personal
relationship with the client as an individual and taking risks where appropriate;
focusing on problem definition and resolution over technical mastery; push for ever
greater client service; self-motivated; holding an attitude of service and support.
Within the forums, we teach and practice skills for coaching conversations which
include solution focused questions, appreciative inquiry, setting up a coaching
conversation, framing and reframing, effective option generation, empathy and
emotional intelligence, body language and presence, and driving for results. These
skills enable participants to coach or advise a client in thinking about an issue
panoramically and comprehensively.
The sequence begins with a broad understanding of the situation as viewed by
the client, and continues by exploring the opportunities afforded by the business
situation and thinking through its broadest possible implications. Once that has
been done, the consultant can help their client refine their goal or aspiration for the
situation, get a picture of the constraining forces to meeting their optimal outcome,
and help generate options for addressing these barriers to success. Finally, the
consultant can facilitate a stakeholder assessment to strategize plans for securing
the organizational will and alignment to take action and manage resistance.
Consultants who have high degrees of technical expertise tend to approach
consultative conversations with an orientation towards providing information
and telling their recommended courses of action. They often bring into these
conversations mindsets that undermine an advisory mode including a stance of
certainty, a mindset of right/wrong, and judgments and attributions about the
other party. All of these oversimplified and negative modes of thinking can inhibit
our effectiveness as neutral advisors and sounding boards. In the sessions we
use demonstration role plays and film clips to help people understand the shift in
mindset from “expert” to “advisor” and from a mode of telling/advocacy to a mode
of exploration and joint problem solving.

8. Trusted Advisorship: A Field and Forum Program
In broad strokes the program is focused around three intensive forum programs, each with its own
goals, program and faculty experts. Cumulatively the field and forum program helps support a seasoned
professional’s evolution from outside expert to trusted and ongoing trusted consultant/advisor. Each
Intensive has its own focus and the three together gradually build mastery in the participants.
Intensive One focuses on two areas: developing the right mindset to approach
partnering with clients, and understanding the foundation of your own skills and
limitations as a advisor counselor. In this session people will learn to con¬trast
classical mindsets (such as consultants should act with certainty and provide
complete answers; focus on the business result and substance) with the emerging
wisdom on more effective mindsets (such as clients want their consultants to work
with them to identify the best answers; to balance attention to substance and
relationship; to build personal trust as well as confidence in the attorney’s legal
expertise, business acumen and experience). Participants will leave with a new
framework in their minds to analyze and appreciate their role with clients. They will
also begin to understand their own styles and patterns when working with clients
and plan their own map for development over the course of the program.
Intensive Two focuses on two areas: the core behavioral skills you need for
successful counseling conversations and best practices to work most effectively
with your clients. Building on the mindset established in Intensive One, this session
teaches the core interpersonal skills needed to build trust and counsel clients. We
will distinguish between different kinds of conversation, such as the distinction
between “conversations for action” and “conversations for building rapport and
relationship”. We will practice handling a range of conversations with clients,
including challenges like “moment of truth” conversations, in ways that build rather
than undermine trust. We will likewise practice how to shift from the substantive
ground of what needs to be done to the deeper territory of discussing clients’ fears,
aspirations, and personal legacy. On that foundation of essential communication
skills we will add core coaching techniques for holding broad reaching consultative
conversations. This will enable participants to blend relationship-building skills
with new expertise at collaborating with clients to generate business solutions and
positive transactional results.
Intensive Three focuses on the deeper stance required to counsel clients effectively.
Where Intensive One focuses on a constructive cognitive mindset and Intensive
Two focuses on skill-building to implement coaching conversations, Intensive
Three works to achieve alignment between the underlying stance and the mindset
and skills used by the consultant-advisor. This is the more delicate domain of
personal character and maturity, involving an internal shift from self-importance
to confidence with humility, from certainty to curiosity, and from proving what
you know to discovering what you don’t yet know. In our view, this component is
essential to achieving success with clients since many frameworks and tools that
work well conceptually do not work in practice because they are executed without
authenticity. This session supports participants to engage clients openly, candidly,
and with compelling personal presence.
This last Intensive will also address “pulling it all together” from the previous
sessions as well as how to continue learning and development going forward.

9. Personal Insight Workshops
The Personal Insight Workshop is framed around a key distinction—significant change
must be seen not as simply a new way of doing things, but as a radical shift in root
perspective. A transformation is as much about alignment and accountability as it is
about strategy.
Personal Insight Workshops (PIW’s) are powerful interventions aimed at initiating
and accelerating significant mindset and behavior change within a team, group or
organization. Designed and tested by the world’s premier strategy consulting firm,
these tailored workshops have been successfully rolled out across several Fortune 500
corporations in the context of larger scale performance transformations.
The PIW is a high impact, two day
intervention for up to thirty people “Mobius Executive Leadership helped us start
delivered by experienced transformational
our journey in a respectful yet provocative
facilitators. Starting with the organizational
context and direction for change, the way. The team was flexible, gentle but firm
workshop moves into the personal domain. in guiding us through our resistance to
Thousands of executives, managers and change”
front-line workers have experienced the PIW
–Helena Light Hadley, VP, Organization and
over the past few years, with remarkable
organizational and performance changing Talent Development, FINRA
results. Most change efforts focus on
external drivers of change: systems,
policies, incentives, training. However, humans react to external motivations with
resistance and defensiveness. The PIW encourages a more expansive and adaptive
outlook, one that internalizes the locus of accountability for transformation within
individuals. The PIW, a two day foundational training, creates an enthusiastic critical
mass of change champions within an organization.
Personal Insight Workshop Lead Facilitators
Jim Allen Jason Gore Lyse Merineau Mark Thornton
Christian de la Huerta Louise Hansell Tom O’Brien Lyn Travis
Carol Faull Carole Kammen Jane Purchall Alex Trisoglio
Virginia Fleming Alex Kuilman Scott Rutherford Andrea Borman Winter
Lorraine Gordon Matthew Levy

10. Scott Rogers, MS, JD, founder and director of the Institute for Mindfulness Studies, has
more than 17 years experience in mindfulness and other contemplative practices. His
diverse legal career includes state and federal appellate clerkships, commercial litigation
practice, and service as corporate general counsel. He is author of Mindful Parenting.
JURISIGHT®
The Mindful Practice of Law and Life
Over the last twenty years, there has been increasing awareness in the United States to
mindfulness—paying attention to life in the present moment. Over this same period,
research in the field of neuroscience has uncovered and continues to explore how
“mindful awareness” and the way we choose to attend to our experience, transforms
not just behavior, but the very structure and function of the brain. Mobius Executive
Leadership, in collaboration with The Institute for Mindfulness Studies (IMS), brings the
contemplative practice of mindfulness to practitioners of law by offering mindfulness
insights and instruction in techniques specifically designed for attorneys. The hope of
these programs is to improve the quality of life and practice for attorneys and to support
high performance by increasing leadership presence, emotional intelligence, self-
management and interpersonal skills of the lawyers we work with.
The Jurisight® program, developed by IMS, brings together groundbreaking work in
the field of neuroscience and the contemplative practice of mindfulness. Jurisight was
developed by Scott Rogers, M.S., J.D., Director of the Institute, attorney, and longtime
practitioner of mindfulness, after working closely with attorneys interested in bringing
greater balance into their lives and enhancing their well-being and performance. The
Jurisight programs incorporate imagery and concepts integral to the law, thereby
facilitating a lawyer’s understanding of, retention, and application of these techniques.
The effectiveness of Jurisight is found in its seamless application to an attorney’s busy
and sometimes stressful life.
When attorneys incorporate mindfulness practices, they are better equipped to deal with
the unexpected, however it presents itself. In addition, they develop and enhance their
capacity to be more genuine and present for what arises in their interactions with their
clients, their colleagues, with witnesses, and their adversaries. They are also able to
focus with greater clarity on assignments and work. The result is a momentous shift in
well-being and efficacy in one’s professional and private life. The practitioner responds to
stressful and uncomfortable events with greater ease, from a newfound place of balance.
The mind is clearer and the moment fresher. Performance is optimized. Carryover
changes realized in family and personal relationships can be extraordinary.
This program can run in tandem with Mobius Personal Effectiveness
program which focuses on time management, office space and email
management. Our Personal Effectiveness Program helps people to deal with
heavy workloads and cope with change; use time effectively and plan well
for balancing multiple projects simultaneously; manage project teams and
delegate effectively and increase their sense of control and balance in their
professional lives. It can also be coupled with our wellness program entitled
Restore Yourself based on Dr. Edy Greenblatt’s new book. More on each of
these programs can be found on our website at www.mobiusleadership.com.

11. Senior Faculty: Mobius Programs for
Legal Professionals
Trainer/Consultants Scott Rogers
Director, Institute for Mindfulness Studies
Dr. Dianne Argyris
Leadership Expert (North America) Paul Silverman
Director, Personal Effectiveness Program
Robin Athey
Director of Research Gillien Todd
Lecturer, Harvard Law School
LeeJay Berman
Lecturer, Pepperdine Law School and Jim Tull
President, American Institute of Mediation Leadership Expert (North America)
Michael Dickstein
Lecturer, Stanford Law School Executive Coaches
Dr. Amy Edmondson Caroline Butler
Novartis Professor of Leadership and Wendy Capland
Management, Harvard Business School Boris Carl
Erica Ariel Fox Jennifer Cohen
Lecturer, Harvard Law School and
Founder Global Negotiation Insight Institute Victoria Doebbel
Devra Fradin
Anne Gottlieb
Actress, Leadership Presence Expert Emily Gould
Dr. Edith Greenblatt Sharon Grady
Author, Restore Yourself Michele Gravelle
Kathy Holub Michael Grubb
Lecturer, Columbia and Harvard Law Schools Alexandria Hilton
Dr. Erin Lehman Ron Kertzner
Team Dynamics Expert
Susan Kertzner
Alain Lempereur
Frederic Laloux
Lecturer, Harvard Law School
Gina Laroche
Frederic Laloux
Strategy Consultant (Europe) Steve Lishansky
Michael Moffitt Elizabeth Matsui
Faculty, University of Oregon Law School Neil Pearse
Linda Netsch Libby Robinson
Faculty, Stanford and Harvard Law Schools Floris Rommerts
Scott Peppet Helene Roos
Faculty, University of Colorado
Dave Savage
Neil Pearse Rob Schilling
Leadership Expert (Europe)
Christa Schoning
John Richardson
Lecturer, Harvard Law School Mary Ann Somerville
Dalida Turkovic
Rob Ricigliano
Director, Institute of World Affairs, Angela Wagner
University of Wisconsin Milwaukee Alex Eunkyeong Yu

12. NEXT STEPS
Interested parties in Mobius Executive Leadership Programs for Legal
Professionals should contact:
Karyn Saganic, Director of Client Services
Email: Info@Mobiusleadership.com
Phone: (781) 237-1362
Fax: (781) 237-1873
www.mobiusleadership.com
398 Linden Street • Wellesley Hills, MA 02481
www.mobiusleadership.com