Monthly Archives: September 2011

Warriors in Transition Workshops to be Launched in Hawaii

It is rare for me to post press releases on the blog site, but we really want to support our veterans, their family members, and our partners in Hawaii that are helping us bring this important program to the islands.  We strongly believe that the key components of Leadership include compassion, empathy, and a sense of service to our community.  If you happen to be in Oahu on September 5th and 6th, you’re invited to attend one of our demonstration workshops exploring our proprietary Accretive Coaching Process℠ and innovative, scientifically-based approach to Equine Facilitated Learning and its applications in Leadership Development, Team Building, and for Building Adaptability and Emotional Resiliency in Health Care.  If you are interested in attending one of our demo sessions, please call us at (941) 485-7428 or email me at tmurray@performtransform.com.

For Immediate Release, September 23, 2011.

Summary ~ In partnership with Palmarie Community Transformation Alliance and Equine808, Performance Transformation will be expanding their award winning Equine Facilitated Learning program helping Iraq and Afghanistan veterans and families transition home.

Performance Transformation, LLC™ (Venice, FL) announced they will be launching their Warriors in Transition program in Oahu, Hawaii this October.  The first two-day workshop will be conducted on October 8th & 9th, 2011 at Equine808, a horse-rescue ranch just outside of Honolulu.  The program is being hosted and underwritten by the Palmarie Community Transformation Alliance, a non-profit organization based on the island.  The workshop is free for OEF/OIF combat veterans and their family members.

“We’re excited to bring this award-winning program to the islands,” comments Terry Murray, Managing Partner of Performance Transformation and author of “The Transformational Entrepreneur ~ Engaging The Mind, Heart, & Spirit For Breakthrough Business Success”.  “Hawaii has more than 35,000 veterans of Iraq and Afghanistan.  As the commemorations of the 10th anniversary of 9/11 fade, I hope we don’t forget the one million American women and men that have so valiantly served our nation in these wars.  After 9/11, their service facilitated a return to normalcy for all of us stateside.  We need to step up and do the same for them upon their return.”

The Warriors in Transition workshop was developed in 2008 to assist both active duty military and recent veterans navigate the challenges of repeated deployment cycles and the eventual transition back to civilian life.  Terry Murray, a veteran himself, took the lead in creating the evidence-based program, co-creating it with Linda Kohanov, best selling author and founder of The EponaQuest Foundation.  Since that time, the workshop has been conducted primarily in Florida and Arizona.  Recently, organizations in Montana, Connecticut, and Missouri have also expressed interest in bringing the program to their areas.

“The workshop employs many of the same Equine Facilitated Learning exercises we use in our Transformational Leadership programs, Adaptive Team Building workshops, and programs for Health Care Providers” adds Mr. Murray.  “The goal is to impart Emotional Intelligence competencies while conducting specifically designed, ground-based exercises with the horses.  Doing so cultivates creativity, adaptability, resiliency, and positive communications skills…all thing employers are looking for in the private sector.  Our veterans’ community is defined by high character.  These are our neighbors, sons, and daughters, who chose to serve their nation before partaking in our country’s opportunities.  The workshop is aimed at empowering our veterans and family members to fully leverage the skills and attributes they developed during their service to give them a competitive advantage in this difficult jobs market., which they’ve so obviously earned.”

In 2009, while conducting the program in partnership with Quantum Leap Farm in Tampa, the workshop was formally commended by General David Petraeus.  In his commendation, General Petraeus, now Director of the CIA, stated, “These equine facilitated programs facilitate successful returns, reunions, and reintegration for service personnel and their families, and therefore, are very much appreciated…Programs and events such as this do much to build strong, resilient families…Well Done!”

Patricia Ulloa-Curcio, Director of Palmarie Community Transformation Alliance shares the nonprofit organization’s mission, “To transform, renew and revitalize our military, Veteran and at-risk communities by nurturing physical, emotional and spiritual health through positive change, therapeutic programs and transition support.  We depend on the support of our local business and civilian community to step forward and support our endeavors with our veterans and welcome donations to help us help them.  We all owe these brave individuals so much.  Supporting them and their transition home is at the very center of what makes our nation so special.”

Information on the Warriors in Transition workshops and other Palmarie activities can be found at http://palmariecommunity.org.  Information on Equine808, the horse rescue organization that will be hosting the workshop can be found at http://www.equine808.com.

Performance Transformation will also be providing ongoing support for attendees through their proprietary Accretive Coaching Process™.

“When I got out of the military, I was no longer the person I was when I went in, and no longer an Intelligence Specialist in the Navy,” states Terry.  “The military does an exceptional job of socializing and training military personnel to perform exceptionally difficult tasks, yet upon discharge, they’re pretty much on their own to figure out who they are now and what they want to do next.  That’s what the workshop and follow up coaching provides, an individualized path to work through these issues of rediscovering our Authentic Self after major, life-changing events.”

Information on Performance Transformation can be found at: http://performtransform.com or by exploring this blog site.

© 2011, Performance Transformation, LLC™.

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Filed under Experiential Learning, Leadership Development, Team Building

Ten Questions To Ask When Evaluating Leadership Development Programs

The 2010 IBM® Global CEO Survey identified the single most important leadership attribute CEOs are looking for in future leaders is creativity and their ability to cultivate creativity throughout the organization.  More than half of the CEOs surveyed also commented that they did not think they were doing an adequate job managing the growing complexity and unpredictability of the global marketplace.  This reflects the fact that the fundamental driver of value creation in business today (and tomorrow) is, and will continue to be, intellectual property.  Human beings, and their creativity and adaptability, are the raw material for value creation.  This requires leadership to develop subtle skills in order to cultivate this human source of innovative products and services.

Our next generation of leaders must be capable of fully engaging and inspiring their associates, prospects, customers, constituents, partners, stakeholders, and shareholders.  They will need to be capable of aligning their vision with organizational strategy and culture, and continuously communicate with authenticity and empathy.  To succeed going forward, companies must seriously consider adopting a new perspective towards developing their organizational leadership.  This new approach must develop astute generalist that are multi-dimensional and multi-cultural.  Here are some key questions you may wish to ask when evaluating leadership development programs for your organization:

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1.)  Is the program built upon real-world, business leadership experience?

We believe this is one of the most critical questions to ask when considering leadership development programs and executive coaching engagements.  While academics bring theory and research into the conversation, real-world, executive leadership experience provides a context for application.  Institutional research can have great value, yet it is the application and correlation of that research from a practical perspective that drives professional development.  This is why we integrate the two perspectives.  We envision leadership development in much the same way as the development of a surgeon.  After medical school, a surgeon experiences an internship and then a residency in which they’re mentored by senior surgeons handling real cases.  Leadership taught by leaders parallels this approach and philosophy.

2.)  Does the program align with and integrate your business objectives?

Leadership does not develop in a vacuum.  In our experience, leadership development is best conducted in conjunction with a strategic initiative, business project, or organizational function that involves engaging and motivating fellow associates.  Not only does this immediately contribute to your return on investment, it also enables the emerging leader to understand their role within the organization, its culture, and strategic direction.

3.)  Does the program drive your strategy and support your culture?

We believe igniting transformational performance is like lighting a fire.  It requires three critical elements to thrive; Leadership is the heat, Strategy is the fuel, and Culture is the oxygen.  Take away any element and the high performance is extinguished.  When evaluating leadership development programs, ensure the philosophy and approach drives your strategy and fits your culture.  A good fit creates a multiplier effect, delivering multi-dimensional results.  A poor fit will wane and dissipate quickly within the organization.

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4.)  Is the program event-driven or process-driven?

Leadership is not event-driven, it is a developmental process that grows and matures over time, over a continuous succession of events, increasing challenges, escalating responsibilities, and the feedback that comes through mentoring and executive coaching.  While an event may trigger a shift in perspective, it takes time for lessons to  engrain and emerge as positive behaviors and critical thinking.  While a single event may look cost-effective, the organization and leader is best served by a process-driven approach to professional development.

5.)  Is the executive coaching process passive or active?

The traditional approach to coaching is passive.  It insists all the answers must come from the person being coached.  While this approach may have been adequate ten or twenty years ago, it falls short in today’s rapidly changing, sophisticated, global marketplace.  To paraphrase Albert Einstein, “Problems cannot be solved by the same level of consciousness that created them.”  Today and going forward, we face adaptive, unanticipated challenges that demand a new level of consciousness to emerge.  Not only does this require a shift in perspective, but an entirely new set of management tools must accompany it as well.  It requires an educational element to build skills and capabilities tomorrow’s leaders will need to successfully navigate the turbulent waters ahead.

6.)  Are developmental criteria quantitatively and qualitatively measurable?

This begins with baselining skill sets, leadership style, and the developmental needs of both the individual and the organization.  Key metrics, of both the leader and organizational performance, enables a clear return on investment to be measured and continuous improvement elements of the process to be incorporated throughout the organization.

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7.)  Is the developmental process evidence-based and well documented?

Simply put, are the leadership concepts, skill sets, aptitudes, and perspectives that are incorporated in the process supported by peer-reviewed research and validated through real-world application?  Performance Transformation’s Transformational Leadership program evolved over three years of canvasing the academic research, conducting direct research, development, and validation; and it is supported by more than two decades of direct, leadership experience.

8.)  Is the developmental process multi-dimensional?

Many leadership programs incorporate one, two, or perhaps three key developmental elements.  While historically this approach was often sufficient, the complexity of today and tomorrow’s global markets demands a new level of creative problem solving and adaptability to emerge.  Tomorrow’s leaders must be generalists!  This is why Performance Transformation’s developmental programs draws from more than twelve scientifically-based disciplines to cultivate well rounded, inspirational leaders.

9.)  Is the process anchored to tangible improvements in immediate and future business performance?

The most efficacious developmental programs are integrated with real-world projects and initiatives designed to drive performance today, and tomorrow.  In doing so, stretch goals can be introduced for the future while continuous feedback can be provided on incremental improvements today.  This balanced approach supports engagement, passion, and growth at the edge of professional comfort zones while not disrupting day-to-day operations.

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10.)  Does the program include a Diversity and Inclusiveness element? 

When we refer back to the IBM CEO survey, we should ask ourselves one question…Can we predict where the creative solutions, innovations, and insights may emerge in the firm?  Or from outside of the firm, for that matter?  Diverse perspectives, when authentically included, are the grist for the mill.  Companies that ignore inclusiveness will inevitably miss opportunities for value creation in the future.

© 2011, Terry Murray.

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Filed under Experiential Learning, Leadership Development