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"Dealing
With People Who Drive You Crazy!"® |
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B
O T T O M L I N E B E N E
F I T S
Immediate and
long-lasting! |
* Wisdom
lessons that emerge from identifying personal strengths and
vulnerabilities.
*
Reduction of the potential for conflict or power struggles
(preventive maintenance vs. crisis
management).
*
The intriguing connection -- conflict, personal
responsibility and emotional intelligence.
* Connecting
your team's personality style with your organization's
vision and/or mission statement.
*
Enhancing individual and team identity
*
Exploring the murky waters under the beautiful swan (your
organization)
*
How to fight against jadedness and complacency on your job
and in your relationships
*
Hot & Cold anger and your leadership / followership style
*
A unique approach to the Johari Window -- trust,
communication, respect and emotional safety
*
Ten Cognitive distortions that effect emotions...which
ultimately effect behavior
* Three areas of
potential conflict that occur in every group, with
positive solutions
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Ten filters that stand between most communication and
feedback
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Better listening
and leadership skills
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Greater sensitivity
to work force diversity
*
Tools for
influencing an emotionally safe climate
*
Working with change; not
against it
*
Approaching different
people and situations with wisdom
*
Implementation of change
in a win/win situation
*
Enhancing self-motivated
work teams
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What works and what doesn't work
in terms of motivation
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Dealing more effectively with difficult behavior
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Identifying personal and organizational blind spots
*
Higher morale, greater productivity and increased creativity
* Educational, inspirational and
practical...and waaaay too much fun! |
PROBLEMS
- How you approach problems and challenges
PEOPLE - How you interact and attempt to influence people
PACE - How you respond to change and activities
PROCEDURE - How you respond to rules set by others
NEEDS
ASSESSMENT TO DETERMINE HOW TO CUSTOMIZE PROGRAM
© Copyright, 2006 The
Freeman Institute. All rights reserved. Nothing on
this page may be used without explicit written permission.
Note: Reproduction of any kind, including cutting and pasting,
is strictly prohibited.
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Different
groups have different needs. The "Dealing With
People Who Drive You Crazy!" seminar
experience is meant to be an interactive experience in
a fun, non-threatening atmosphere. The following
is an option available to interested groups:
During
the afternoon, participants can experientially
understand more about leadership/teamwork by playing
the KnowMe™ game with any number of groups of
six -- with a debrief exercise after everyone is
finished. This highly-interactive game is based on the
Disclosure/Feedback model of awareness known as the Johari
Window (click to view more about the game), named
after Joseph Luft and Harry Ingham. This award-winning
game has been used in over 20 countries by a wide
range of organizations and is specifically designed
for establishing trust and building relationships in
the workplace.
Teamwork/Leadership Game -- This game
enables players who work closely together to address
factors influencing their effectiveness as a team. SAMPLE
CARDS:
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TELL:
Light-hearted: Tell the group what
aspects of your
contribution to the team you struggle with most. |
ASK:
Light-hearted: Ask the group members
what they think you have taught or can teach them. |
Serious: Tell the
group how you feel about the
way decisions are made in this team. |
Serious: Ask the group
members what they think
would happen if you left the team. |
In-depth: Tell the
group how you feel about the
way the team is being measured to determine its degree
of success and failure. |
In-depth: Ask the
group members how well they
think you satisfy your immediate customers (inside and
outside the team).
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| This game is the basic building block of the Know
Me™ suite of board games. The Master Game enables
players to encounter one another as individuals and to
understand other players in terms of their personal
values, views and experiences, rather than their
status, race, gender, or position in the organization.
SAMPLE CARDS:
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TELL:
Light-hearted: Tell the group about a
time you felt really proud of yourself. |
ASK:
Light-hearted: Ask the group members
what they liked about you when they first met you. |
Serious: Tell the
group what would enable you
one day to look back and feel satisfied about your life. |
Serious: Ask the group
members how they think
you handle criticism. |
In-depth: Tell the
group what the major issues are
that you have to face in the next two months, and how
you feel about them. |
In-depth: Ask the
group members to discuss what
they think you would do if you had only 1 month to live. |
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Workshops
Retreats Seminars Conferences
Conventions
N
o B u l l. N o H y p
e.
View
Streaming Video Clip of Dr. Freeman
I M P O R T A N T
C O N C E P T S
One of the main
objectives of this program is to help each participant
identify the arenas he or she has responsibility
for or control over in the day-to-day issues.
We spend 75% of
the time understanding each individual internal world
with strengths and vulnerabilities. 25% of the time is
then spent understanding the way each participant
interacts with co-workers and clients.
The morning session generally covers the
informational/educational aspects of the day, while the
afternoon is more experiential and interactive. At the end of
the day we debrief...tying up all the loose ends. In many
seminars the participants go through the engaging process of
developing a list of 10-12 Operating Principles
during the afternoon, which includes a number of "we will..."
and "we will not..." statements that directly impact the
personal/group success and the reputation/integrity of the
organization. This is a list that everyone signs at the
end of the day. The group then decides how to provide
accountability for the implementation of each statement. A
powerful part of the day-long experience!!!
Dr. Freeman likes to
telephonically interview 3-4 of the participants in advance,
utilizing their "anonymous" remarks as a way to customize the
entire seminar experience.
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P
R O G R A M O V E R V I E W |
75% of the focus of
this seminar will be on the internal world of the participant.
25% of the focus will be on how participants interacts with
others.
Generic full day version with
appropriate breaks |
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Participants share the best part(s) and most challenging
aspect(s) of their jobs (if smaller group). |
| *
Presenter introduces himself and the purpose of the program. |
| *
Humorous concepts illustrating the reality that people are
different; predictably different. |
*
Explore the five contributing factors to personal behavioral
styles:
i. Heredity
ii. Childhood role models
iii. Birth order
iv. Physical characteristics
v. Experiences |
| *
Emotional pain -- the great modifier of human behavior. |
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The differences between power and influence. |
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Johari Window -- How trust and mutual respect are built up or
broken down in an organization.
* Ten elements to most effective teams. |
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How personal Blind Spots and Mask effect leadership/
followership styles and teamwork. |
*
Peeling the layers of the onion skin to get to the core
issues:
i. Gender issues
ii. Cultural diversity
iii. Generational influences
iv. Professional status
v. Personality style |
| *
Administer profile material |
*
Overview of the universe of the four dominant personality
styles and how each style:
i. Responds to or reacts to
emotional pain
ii. Seeks to control his or her environment
iii. Leads and follows
iv. Makes decisions
v. Communicates
vi. Deals with change
vii. Processes information |
*
Three main areas where conflict generally erupts, combined
with concepts for preventive maintenance
-- plus skills for managing oppositional
behavior after it has escalated. |
*
In-depth study of each personality
i. Major fears
ii. Natural and adaptive styles when confronted
by stress or change
iii. Dynamic drives
iv. Needs-motivated behavior and communication
language
v. Tools for working effectively
with each style
vi. How personal dominant and sub-dominant styles
can compliment vs. cause internal stress
vii. Drawing the best out of others at work and
at home -- lifestyle change |
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Learning to "read" one's graph. |
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Now what do we do with the information? |
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Time for feedback, personal responses to the accuracy of the
information, and specific questions. |
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Help to develop action and accountability plans. |
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Allowance for one-on-one time with instructor. |
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 100%
Satisfaction Guaranteed. Period.
Title: Argument Sketch (Dealing With Craziness 101)
From: Monty Python's Flying Circus
A man walks into an office.
Man: Good morning, I'd like to have an argument, please.
Receptionist: Certainly, sir. Have you been here before?
Man: No, this is my first time.
Receptionist: I see, well we'll see who's free at the
moment.
Mr. Bakely's free, but he's a little bit conciliatory.
No.
Try Mr. Barnhart, room 12.
Man: Thank you.
He enters room 12.
Angry man: WHADDAYOU WANT?
Man: Well, Well, I was told outside that...
Angry man: DON'T GIVE ME THAT, YOU SNOTTY-FACED EVIL PAN
OF DROPPINGS!
Man: What?
A: SHUT YOUR FESTERING GOB, YOU TIT! YOUR TYPE MAKES ME
PUKE! YOU VACUOUS TUFFY-NOSED MALODOROUS PERVERT!!!
M: Yes, but I came here for an argument!!
A: OH! Oh! I'm sorry! This is abuse!
M: Oh! Oh I see!
A: Aha! No, you want room 12A, next door.
M: Oh...Sorry...
A: Not at all!
A: (under his breath) stupid git.
The man goes into room 12A. Another man is sitting
behind a desk.
Man: Is this the right room for an argument?
Other Man pause)
I've told you once.
Man: No you haven't!
Other Man: Yes I have.
M: When?
O: Just now.
M: No you didn't!
O: Yes I did!
M: You didn't!
O: I did!
M: You didn't!
O: I'm telling you, I did!
M: You didn't!
O: Oh I'm sorry, is this a five minute argument, or the
full half hour?
M: Ah! (taking out his wallet and paying) Just the five
minutes.
O: Just the five minutes. Thank you.
O: Anyway, I did.
M: You most certainly did not!
O: Now let's get one thing perfectly clear: I most
definitely told you!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: Oh no you didn't!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: No you DIDN'T!
O: Oh yes I did!
M: Oh look, this isn't an argument!
(pause)
O: Yes it is!
M: No it isn't!
(pause)
M: It's just contradiction!
O: No it isn't!
M: It IS!
O: It is NOT!
M: You just contradicted me!
O: No I didn't!
M: You DID!
O: No no no!
M: You did just then!
O: Nonsense!
M: (exasperated) Oh, this is futile!!
(pause)
O: No it isn't!
M: Yes it is!
(pause)
M: I came here for a good argument!
O: AH, no you didn't, you came here for an argument!
M: An argument isn't just contradiction.
O: Well! it CAN be!
M: No it can't!
M: An argument is a connected series of statement
intended to establish a proposition.
O: No it isn't!
M: Yes it is! 'tisn't just contradiction.
O: Look, if I *argue* with you, I must take up a
contrary position!
M: Yes but it isn't just saying "no it isn't".
O: Yes it is!
M: No it isn't!
O: Yes it is!
M: No it isn't!
O: Yes it is!
M: No it ISN'T! Argument is an intellectual process.
Contradiction is just the automatic gainsaying of
anything the other person says.
O: It is NOT!
M: It is!
O: Not at all!
M: It is!
The Arguer hits a bell on his desk and stops.
O: Thank you, that's it.
M: (stunned) What?
O: That's it. Good morning.
M: But I was just getting interested!
O: I'm sorry, the five minutes is up.
M: That was never five minutes!!
O: I'm afraid it was.
M: (leading on) No it wasn't.....
O: I'm sorry, I'm not allowed to argue any more.
M: WHAT??
O: If you want me to go on arguing, you'll have to pay
for another five minutes.
M: But that was never five minutes just now!
Oh Come on!
Oh this is...
This is ridiculous!
O: I told you...
I told you, I'm not allowed to argue unless you PAY!
M: Oh all right. (takes out his wallet and pays again.)
There you are.
O: Thank you.
M: (clears throat) Well...
O: Well WHAT?
M: That was never five minutes just now.
O: I told you, I'm not allowed to argue unless you've
paid!
M: Well I just paid!
O: No you didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I DID!!!
O: YOU didn't!
M: I-dbct-fd-tq! I don't want to argue about it!
O: Well I'm very sorry but you didn't pay!
M: Ah hah! Well if I didn't pay, why are you arguing???
Ah HAAAAAAHHH!
Gotcha!
O: No you haven't!
M: Yes I have!
If you're arguing, I must have paid.
O: Not necessarily.
I *could* be arguing in my spare time.
M: I've had enough of this!
O: No you haven't.
(door slam) |
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"Dealing
With People Who Drive You Crazy!"®
The
Freeman Institute™
Box 305, Gambrills, MD 21054
TEL 410-729-4011 CELL 410-991-9718 FAX
410-729-0353
EMAIL info@freemaninstitute.com
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