These are some of the leadership workshops that we run for clients. For more details email us hello@cdp.consultants

  1. How to become a Deliberately Developmental Individual (as delivered at the 2018 Association for Business Psychology conference)

Lots has been written about DDOs (deliberately developmental organisations). AT CDP we work with clients to support their people being DDIs –  Deliberately Developmental Individuals. In the world of heightened disruption, multiple careers and the gig / portfolio economy such an approach is vital both for success in your current job and to enable you to be ready for future ones.

This workshop will address the three foundations to becoming a DDI:
1. Maximising your growth mind-set

  1. Adopting the “uber feedback” mentality
  2. Using a life-long model of potential (the DEEP model)

Come to the workshop as a curious professional and leave as a DDI!

  1. Who Do You Think You Are Anyway? A workshop tackling Imposter Syndrome.

Imposter Syndrome is a heavily searched for term: Google returns 2.6 million results in 0.27 seconds. The term describes a feeling of phoniness in people who believe that they are not capable, intelligent or creative enough – despite evidence of high achievement. Imposter syndrome fosters self-doubt, which can hinder creativity, innovativeness, risk-taking and pushing the boundaries – all unwanted consequences for individuals and the teams and organisations they are part of.

This workshop will help individuals and teams get under the skin of Imposter Syndrome, identifying how it shows up for them and how to tackle it. Practical, immediately implementable strategies will be taught. The workshop will be experiential and will invite participants to stretch outside of their comfort zone, take risks and re-orient themselves so that they are in charge of imposter syndrome rather than at the mercy of it.

  1. Challenging Conversations

Good communication is at the heart of doing exceptional work, and good communication often requires that we have challenging, difficult or courageous conversations. None of us work in isolation nowadays and in increasingly networked, complex organisations, we need to be confident that we are equipped with the tools to have the kind of challenging, nuanced conversations our environments demand: conversations that move the needle on important projects whilst being honest, respectful, collaborative and accountable. Clarity is vital to ensuring that challenging conversations are productive and contribute to creating high performing individuals and teams.

This workshop will equip participants with a toolkit for navigating challenging conversations in the workplace. We will address the underlying psychology behind challenging conversations and will provide ample opportunities for participants to practice and gain experience in the following: being assertive, communicating and reinforcing boundaries, and initiating, responding to, navigating, closing and following up from challenging conversations.

  1. Boundaries and Assertiveness

In fast-paced, complex working environments, being able to effectively – and not aggressively – assert oneself and communicate boundaries in the workplace is a key skill for executives at all and any levels nowadays, since most of us are almost permanently at risk of being over-worked and at capacity. Busyness is often worn as a badge of honour nowadays, but it does not enable us to be able to do our best work. Setting and maintaining strong boundaries is critical to high performance and goal achievement.

This workshop will explore boundaries and assertiveness from a psychological and practical standpoint. Participants will work experientially to gain increased awareness of their development areas and will leave with a practical toolkit and set of strategies they can implement to assert themselves, respond to either too much assertiveness in others (e.g. aggression/bullying) or too little (e.g. passivity/lack of accountability).

  1. Feedback

For most of us, receiving feedback – about our behaviour, attitude, communication style and overall presence, and how these affect our colleagues, the projects we contribute to or lead, and the organisation as a whole – is at best a quarterly occurrence. Giving feedback to our colleagues becomes equally infrequent, as people hold back their thoughts, feelings and perspectives out of fear of upsetting, offending or causing conflict with coworkers. This results in a huge missed opportunity to become a Deliberately Developmental Individual – someone who is constantly learning, growing and progressing. Without feedback, we are unlikely to fulfil our potential: after all, if we don’t know how others are experiencing us, how can we do it differently? Authors Robert Kegan and Lisa Laskow Lahey put it this way: “Most people are doing a second job no one is paying them for … spending time and energy covering up their weaknesses, managing other people’s impressions of them, showing themselves to their best advantage, and hiding their inadequacies, uncertainties and limitations. Hiding.” Not only is this a huge drain on resources, but it is an enormous waste of potential. A central part of the solution is found in making the giving and receiving of regular feedback part of everyday life in the organisation – and executives at any level can initiate this.

This workshop will cover why feedback is mission critical to fulfilling our potential as individuals, teams and organisations, what happens in organisational cultures where we don’t give feedback, how to deal with the ‘feedback gremlins’, and how to give and receive feedback respectfully, with integrity and in a way that is useful.