Positive Behaviors that encourage Collaboration

Collaboration is not Nirvana or Utopia. It is not everyone walking around holding hands singing "Kum Ba Yah". It is a set of positive behaviors that enable and encourage an attitude of acceptance and respect. To become collaborative, one must develop the necessary competencies. Gary talks about:

• Encouraging collaborative relationships.
• Understanding and using appropriate processes.
• Encouraging participatory environments.
• Working with people to achieve useful outcomes.
• Being knowledgeable about the world.
• Modeling positive behaviors.

Gary takes his years of experience and puts it together to convey the "how to" in becoming effective collaborators.

The Leader as "Facilitator"

Leaders lead; they inspire; they make a difference. Leaders need to be facilitative. This interactive presentation explores what is “leadership” and how does this relate to facilitation.  Gary talks about:

• What is Leadership?  How does it relate to Facilitation?
• Basic Leadership – basic skills, knowing your people, knowing yourself, and empowering.
• Leading Groups – strategic thinking and diversity.

As a Facilitator, Gary knows his primary job is to get a group of individuals to form as a team, learn to communicate, and collectively achieve a goal or accomplish a task. This presentation will expand your thinking.

Diversity - Labeling is Wrong

Diversity begins by dispelling long-held paradigms. A major barrier to enabling and supporting a diverse culture is human nature and our obsession with labeling and generalizing. Labeling is wrong. Until we begin to look at others as individuals and stop categorizing and generalizing, we will continue to struggle. Gary talks about:

• Individual Identities and why labels don't work.
• Group Identities and how to view them.
• The evolution of groups towards real diversity.

Let Gary challenge your paradigms and make diversity a way of life rather than a program to follow. (Check out Gary's article on "Diversity".)

Data Modeling Made Easy

Data Modeling is one of the most effective methods to define and document business rules and policies, yet it is resisted and misunderstood by many businesses. This interactive presentation dispels the barriers to accepting and understanding Data Modeling while describing when and how to use it.  Gary talks about:

• What is Data Modeling – Why do we do it?
• When do you build a Data Model?
• How does a Data Model relate to your business?
• How do you build a Data Model?

Gary talks about Data Modeling from a business perspective. (This presentation is complimented by Gary's "Data Modeling Made Easy" book.)

The Facilitative Project Manager

Coming from an IT background, I learned that the role of a Project Manager was to manage both process and content.  Project Managers defined the project process, made content decisions about scope, budget, and sometimes even about speciications - therefore, a Project Manager could not be a Facilitator, the role violated neutrality.  But, with the growth of Project Management, thanks to the Project Management Institute (PMI), and the growth of Project Management Offices (PMOs), I have changed my view:

Why can't a Project Manager be Facilitative?

Project Managers are more successful if they are able to guide their group through a facilitative process to accomplish their task.  Gary talks about:

• What is Facilitation?
• What are the roles?
• Rethinking the roles.
• What are the Core Competencies?
• Which Facilitative Skills are needed?

A Project Manager should BE a Facilitative Project Manager.

(Check out Gary's article on "The Facilitative Project Manager ".)

Coming from an IT background, I learned that the role of a Business Analyst was to understand both process and content.  Business Analysts defined the requirements process, had to fully understand the business, gather requirements from the business client, and often made scope decisions - therefore, a Business Analyst could not be a Facilitator, the role violated neutrality.  But, with the growth of Business Analysis, thanks to the International Institute of Business Analysis (IIBA), I have changed my view:

Why can't a Business Analyst be Facilitative?

Business Analysts are more successful if they are able to guide their group through a facilitative process to accomplish their task.  Gary talks about:

• What is Facilitation?
• What are the roles?
• Rethinking the roles.
• What are the Core Competencies?
• Which Facilitative Skills are needed?

A Business Analyst should BE a Facilitative Business Analyst.