Learn what Dr. Joan Pastor has taught to the United States FBI, National Security Agency, DOD and White House, along with numerous other defense and government agencies, boards and executive teams around the world.  This talk will confirm, clarify and explain some things you already suspect, and open your eyes to a whole new way of understanding fraud and white collar crime.  We will apply it to current situations, including cybercrime, “fake news”, social media as well as home-based and on-sight operations.

 

There are many companies right now in a difficult time, and that is when fraud is most rampant.  More than ever, both elite and general white collar crime and corruption is currently operating in organizations and businesses in both the public and private sectors of all types and sizes.  This information can save your business, or even your government, from great delays in their growth.  It will also provide much clarity surrounding your role on your board.

The Psychology of Fraud: Why-and when- “normal” people commit fraud

• The fundamental bias we all have and how it can lead to fraud
• The triangle of wrong-doing
• Defense mechanisms: how normal people convince themselves to break the law
• The role of social economic class (SEC), history and culture: the surprising research

 

 

Hard Core White Collar Criminals and the “Syntonic Syndrome”

• • A whole different world of people and they are not normal
  • The 5-7% hard core white collar criminal
  • The “Syntonic Syndrome Criminal Profile
  • 5 Key Characteristics and Behaviors
  • The core issue of accountability in the hard core criminal
  • A powerful psychological disorder governs their mind and behavior
  • The powerful role of intelligence: why this is the most dangerous of all
  • Collusion and differential treatment of others in the company
  • Controlling behavior in and around decision-making and vulnerable processes
  • An optional sixth: an addiction

• What a normal person does when they break the law vs. one with the Syntonic Syndrome: how each makes ethical decisions

 

Organizational traits and situations that encourage hard core criminal activity, embezzlement and fraud

• Critical information all executives and Board members must know
• The cost to ALL businesses, including any public government agency, to NOT creating a zero tolerance policy against corruption and fraud
• Special challenges utilities, and the Regulatory Boards that oversee them, face
• How hardcore criminals create fraud and ensnare normal people to join them: A case study of a typical situation that occurs in ALL businesses
• Five concrete and specific activities the Board can implement and monitor to discourage hard core criminals from operating in your organization
• How to discourage hard core criminals from choosing your organization to commit wrong-doing: enforcing a no tolerance policy
• Five concrete and specific activities the Board can implement to discourage the average, normal person from succumbing to temptation and not commit fraud

A Special Challenge: What do You Do When the Culprit is in a High Position of Power

 

Closure and Finishing Up Action Plan

 

This is a highly interactive class. Questions will be taken throughout the presentation.

Coupled with a strong set of ethics, these ingredients are components for exceptional leadership. 

 

At the same time, executive teams and boards require open communication, listening skills and collaboration in order to function at their best, and this is especially true when it comes to determining new strategic directions related to growing the company in times of rapid change. What do you do when there might be lack of clarity (or clarity exists, but lack of agreement) amongst strategic team members regarding vision, the future direction of the company, and the roadmap for building the organization to meet new goals? And what do you do in these current times of ongoing change, where those who have been in positions of power for a while are required to update their mindset, their behavior and their skills?  Who can change (given the right support) and who cannot?  Not just on the team but throughout the workforce.  Bottomline: how does a group of people pull together to create strategy, handle the exceptionally unique dynamics (emotions, people and everchanging external situations), and determine the best route(s) for updating and implementing necessary changes?

 

This program is two and a half full, highly-interactive days, depending on the needs of the company and the work that needs to be done.  The program lays out, step by step, the process for pulling together as a high-functioning, accountability-based, collaborative team that makes the absolute best decisions for the organization and achieves measurable results.  Also, very senior level teams, especially executive teams, have an additional task: not only do they need to define how they will work together as a true team unit but they also need to determine how to build their organization to reflect the same.  This process, carefully developed over 25 years by Dr. Pastor, has been used with groups at the highest levels of government, the intelligence community, in corporate America, NFPs and around the world.  It is automatically modified to fit the group’s needs and the beauty of the process is that members are guided by Joan to put in place a specific foundation and a template for how their group is going to interact ongoingly over time.

 

NOTE: This is NOT a team-building seminar.  This is a highly participatory program where the focus is on learning how to develop organizational strategy, and then the implementation of strategy. Participants can be expected to role up their sleeves and work hard (and play hard!), and can also expect numerous issues and problems to be worked through.  Group members will leave with great clarity on where they need to focus and what exactly they need to do now and over time, day by day.  Thus, this seminar is designed for building a “real-life” team that will obtain lasting results and can be integrated with individual, group and organizational performance measures.  Many executives, once learning the process and seeing the amazing results, end up putting a similar foundation into place within their own functions and between various functions that interact a great deal with each other.  Again, the work is built on a foundation of collaboration, but everything- vision, strategy, roles and responsibilities, projects and tasks are tied to measurable results.

General Outline of this Facilitated Experience

 

Note: The letters EBT (Executive/Board Team) are used below to represent Babcock’s team.

 

1. Opening and Kick-off: Bringing issues to the table: expectations, hopes and concerns

 

2. Developing and implementing strategy successfully: the roadmap

 

Successful Team + Successful Strategy + Successful Culture = Successful Change & Growth

 

*A step-by-step process designed to become the foundation for creating and updating strategic direction, KPIs and implementation of measurable goals. The steps are:

 

 

3. What makes a strategic team strong, successful and long-lasting:

*Individual and team agility

*Team collaboration and higher-quality strategic development are correlated

*Roles and responsibilities in EBTs in times of change (Optional)

 

 

4. The Incredible Power of Accountability

*Personal empowerment: We are only as strong as our weakest link

*The many misunderstandings of accountability and what it actually is

*Accountability in individuals and the team as a whole: what it is exactly and how you build it

*Accountability as the engine: It drives the success of the team, strategy, culture and business growth

*Done correctly, accountability expands one’s mindset and vision, and gives clarity on how to solve problems and move forward to achieve our goals.

*Living in the victim or mastery cycles: the fundamental belief and behavioral system that self-confidence, all leadership skills, and personal and organizational successes are based in.  All human beings have victim and mastery cycles, including executives and board members.  Learn how this process works, and how to make it work for you and your company

 

We cannot solve our problems, or move out of our ruts, with the same thinking we used when we created them.

Albert Einstein

 

5. Organizational and EBT’s Strategic Vision and Values: Short term and Long Term

 

*Developing or updating the vision(s) for the organization as needed

*Thinking outside the box – an exercise to increase innovative and strategic thinking

*Developing the management team’s focus for itself as a leadership team

                *Developing “values and standards” to which everyone in the team are held

*A powerful process for moving from vision and values to Critical Success Factors (CSIs, similar

to KPIs)

*Objectives and goals to further clarify CSIs: moving from complexity to clarity, innovation and simplicity

 

 

6. A Powerful, Fun and KISS process for a measurable Gap Analysis

 

*Doing a gap analysis between what is currently being done and what needs to be done, how          to fill that gap, and how to measure progress on an ongoing basis

*A unique process for developing a baseline of the current company performance in relation to CSFs

*A specific process for measuring the gap between present and future performance

*A powerful process for prioritizing where the focus and the work should begin

*An ongoing focus on strategic priorities for the short term and managing uncertain times

*Developing goals and projects (or aligning current goals and projects) that ensure the ultimate      vision and results the team wants to achieve are met

*Developing healthy communication processes and team support agreements for working together               to accomplish the work and achieve the vision

*Making everything measurable so that you know exactly what results are or are not being achieved

 

 

7. Developing Communication Skills, Processes and Team Support Agreements

 

*Measure #1: Measuring the effectiveness of the team to collaborate with each other: feedback    from the team assessment that all participants filled out beforehand

*Identify the strengths and challenge areas of the EBT in working together and accomplishing their goals.

*Establish ground rules and special “support” agreements for communication, leadership modeling, information-sharing, sharing resources, group decision-making, resolving conflicts, evaluating progress, increasing trust, etc., to increase and solidify collaboration as a high-performing team.

*Measure #2: how to determine the effectiveness of your support agreements, implement them properly and update properly as needed.

 

Note: this is a powerful process meant to iron out current barriers that keep the group from working as a team, prevent future conflicts, as well as building strongly on the strengths already there.  Team Support Agreements also teach the EBT how to translate vision and strategy into tactical skills and behavior.

 

 

8. Team Representation: pulling together to communicate effectively with the rest of the organization

 

*Representing your EBT to the outside world appropriately, including media, vendors, clients and the workforce

*Confidentiality issues

*Decision-Making: how decisions will be made in your team

*Pulling together to develop and implement strategies for handling challenging situations that         impact the whole organization

*Encouraging collaborative relationships across the organization and with vendors and customers to obtain mutually-beneficial goals and results

 

 

NOTE: to increase the probability of excellent results and an ongoing team effort, Dr. Pastor or the original JPA International trainer usually comes back 4 times a year to follow up and make sure the team are on track.  The goal is for the team to ingrain the vision, values and skills necessary to continue on their own after that. 

 

 

9. Close: Personal and Group Action Plans Declared and made Accountable

This seminar is designed for building a “real-life” team that will obtain lasting results and can be integrated with individual, group and organizational performance measures.  Many executives, once learning the process and seeing the amazing results, end up putting a similar foundation into place within their own functions and between various functions that interact a great deal with each other as well.

The outline below is for executive teams and can be modified to fit the needs of your group.

 

1. Opening and Kick-off: Bringing issues to the table: expectations, hopes and concerns
2. Implementing and developing high-performing, executive teams.

• Special challenges of executive teams and how to manage them
• Building collaboration: one of the most profound and successful leadership skills you can have
• Building collaboration: it’s direct relationship to organizational and career success

 

What makes a team strong, successful and long-lasting?

• • Research taken from sports teams and sports psychology
  • Research taken from positive business leaders and “positive psychology”

 

Clarifying roles and responsibilities in new teams or in times of change (Optional)

• • Role clarification and expectations set up for each team member
  • Role clarification and expectations with primary external and internal relationships that have a great impact on the organization

 

The step-by-step process for building a leadership team

• • Accountability in individuals & the team as a whole: what it is exactly and how you build it
  • Developing the focus or updating the vision for the organization
  • Developing the executive team’s focus for itself as a leadership team
  • Developing “values and standards” to which everyone in the team are held
  • Developing healthy communication processes and team support agreements for working together to accomplish the work and achieve the vision (based on surveys filled out beforehand)
  • Developing goals and projects (or aligning current goals and projects) that ensure the ultimate vision and results the team wants to achieve are met
  • Making everything measurable so that you know exactly what results are or are not being achieved
  • Developing a baseline of the current team performance
  • Doing a gap analysis between what is currently being done and what needs to be done, how to fill that gap, and how to measure progress on an ongoing basis

 

The rest of the outline below fleshes out some of what is mentioned above.

 

Organizational and Team Empowerment: the foundation to any group becoming a successful team

• • Group and organizational empowerment: what it is, what it is not
  • Personal empowerment: what it is exactly and the impact it has on team performance
  • Living in the victim or mastery cycles: the fundamental belief and behavioral system that self-confidence, all leadership skills, and personal and organizational successes are based in.  All human beings have victim and mastery cycles, including senior management and executives.  Learn why and why this is good.
  • A demonstration of what happens when collaboration does/does not occur in your executive team

 

Developing the Executive Team leadership Vision and Mission: the guiding force for the organization and its leaders

• • Tying this vision into a vision for the organization as a whole
  • Making sure one’s vision is proactive, employee-inclusive, and both external and internal customer-oriented
  • Developing values and standards for the senior managers and/or executives and or all employees to conduct business from, and breaking them down into actual demonstrated activities
  • Optional: specific work on developing an ethical organizational culture

 

Developing Communication Skills, Processes and Team Support Agreements

• Measure #1: Measuring the effectiveness of the team to collaborate with each other: feedback from the team assessment that all participants filled out beforehand
• Identify the strengths and challenge areas of the team in working together and accomplishing their goals.
• Establish ground rules and special “support” agreements for communication, leadership modeling, information-sharing, sharing resources, group decision-making, resolving conflicts, evaluating progress, increasing trust, etc., to increase and solidify collaboration as a high-performing team.
• Measure #2: how to determine the effectiveness of your support agreements, implement them properly and update properly as needed.
• Note: this is a powerful process meant to iron out current barriers that keep the group from working as a team, as well as building on the strengths already there.

 

Developing Team Support Agreements continued

• • Special interaction agreements between the head of the team and the rest of the team members
  • Special interaction agreements between two team members (If time: may require or prefer additional coaching after the course)

 

Developing Critical Success Factors (CSFs) AND KPIs to Measure team performance

• Measure #3: The Gap Analysis: measuring the team’s current effectiveness at achieving their vision and goals
• Developing group decision-making procedures when consensus cannot be reached
• Using the team’s decision-making procedures to select the top Key Performance Indicators (KPI)

Developing Plans from the top Critical Success Factors

• • Determining a strategy for keeping team members and others outside the team informed
  • Determining confidentiality issues
  • Setting up the meeting structure for ongoing meetings
  • Carrying this collaborative and results-based approach down and across the organization, if desired

 

Team Representation: pulling together to cope with the rest of the organization

• • Representing your team to the outside world appropriately, including media and the workforce
  • Pulling together to develop and implement strategies for handling challenging situations that impact the whole organization
  • Encouraging collaborative relationships across the organization and with vendors and customers to obtain mutually-beneficial goals and results

 

Measure #4: Setting up the ongoing measurement structure for ongoing evaluation of the team’s  effectiveness.

• A few words about tying in the team process to performance management, feedback and coaching between each executive and their direct reports.
• NOTE: to increase the probability of excellent results and an ongoing team effort, an additional program where the JPA International trainer comes back 3-4 times a year to follow up and make sure the executive and team are on track is available. Usually, the team has ingrained the skills necessary to continue on their own after that. 
• Contact us for more information on complementary programs such as implementing performance management and coaching, or building in/updating organizational business processes (also called re-engineering, or building infrastructure).

 

Close: Personal and group action plans declared and made accountable

 

• Also included here is how to communicate decisions made and other results of the off-site to the rest of the organization, and gain buy-in to any changes that impact the workforce, vendors, customers and etc.

Today’s managers are in demanding and challenging times.  You have to be able to keep up with a constantly changing organization that is trying to compete and succeed in an increasingly smaller world, know how to navigate the political waters and build effective and mutually beneficial business relationships both within and throughout your company, and then you need to know how to communicate downward all of the above in a motivating way to your employees.

Three critical arenas are explored in depth:

Leadership, Communication/General Management Styles, Emotional Intelligence

• Part 1: The Seven Critical Leadership Competencies for Today’s Managers.

Transformational Leadership: Building on Vision, Strengths and Positive, Proactive Thinking

• Influencing (upwards, peers and direct reports)
• Motivating(upwards, peers and direct reports)
• Stimulating Critical Thinking in Others
• Mentoring and Coaching

Transactional Leadership: Managing “Reality” and Challenges

• Setting Expectations and Rewarding Behavior
• Monitoring Problems and Communicating Bad News
• Avoiding, Delegating and Letting Go

• Your leadership style: Leadership and communication assessment connected to the above competencies.  Connecting the dots between your style, strengths and areas of improvement • Part 2: Emotional Intelligence (EI) and Leadership (and why you need to know about this)

What EI is, the four components and how they apply to you as both a manager and an auditor.  You will learn your EI profile and in-depth knowledge related to increasing self-awareness and learning “people” skills, coaching skills and influencing skills.

• Emotion: Self Awareness and awareness of what others are feeling
• Using Emotion to affect change and make decisions
• Understanding the Logic of Emotions to help you better understand others (and stop taking things personally!)
• Managing Emotion in yourself and others
• Part 3: Your General Management Style and the four core components of managing people.

This is an equally important piece because we can learn from here not only what approach feels more comfortable and natural to ourselves, but also how to adapt our style and use the other styles based on the person we are interacting with and the situation.

• Directing styles: the traditional leadership approach
• Influencing styles: motivating people to action and getting results through people
• Steadiness and stability styles: results through collaboration, patient mentoring and team-work
• Conscientious styles: demanding the best, focus on detail, accountability, and ethical leadership

All three of these areas are integrated together in the workshop, again through discussion and select exercises.  Self-awareness of one’s strengths and challenge areas, and recognition of behaviors to develop or contain/eliminate will occur naturally and without judgment.  Applications to navigating the political environment, managing people from other cultures, cross-generational issues and etc. can also be addressed.

 

The individual will develop their own action plan for their own personal and professional development.  Usually the group shares parts of their plan with each other (and with their boss privately) but this is optional and can even be decided in advance.

How you think, what you feel and what you do with those thoughts and feelings have a profound impact on your position as an executive as well.  The way you handle yourself is closely watched and modeled by others, and while this may sound frightening, it is also a perfect opportunity to teach others and demonstrate your effectiveness as a leader.

This is the place where you learn once and for all what is required to manage your emotions and harness your mind to work for you.  In this fun, powerful and interactive keynote or general session you will learn:

1. The four areas that impact your emotional awareness and responses
2. The role that stress plays in emotion, vice versa, and the ultimate unintended impact on others
3. How to establish rapport quickly with others
4. What exactly it is you need to focus on and cultivate in order to begin to get a hold on unhelpful thoughts and beliefs
5. How to stop unproductive thoughts and develop a way of thinking that works best for you
6. The connection between optimism, positive psychology and achieving successful concrete results in your life

This arena is so rich for training in all areas of business and life that Wiley took Dr. Joan Pastor’s  work and published Success as an Introvert! in 2013.

But be aware- now is the best time to understand how the neuropsychology of each perspective can come together for the best of both worlds.  We will need that more than ever in the coming decades, starting now.

Some of the areas looked at are:

1. Why can’t introverts and extroverts just get along (and when they do, why?)
2. What is an introverted person anyway- and it is not what you think!
3. Does I vs. E play a role in many conflicts that come up on the job (yes)?
4. At least 5 cool things you did not know about introverted people and how they can be- and are- natural leaders

In order to influence really really well, guess what?  You have to first be an outstanding listener! In this breakout session or seminar, you will learn how to listen!

1. You will also learn that listening is actually a very active mental and physical process.
2. You will practice the single most important behavior that will guarantee your ability to listen will increase exponentially.
3. You will also learn how to break any and all bad habits related to poor listening: interrupting, daydreaming, poor rapport- building and many many more.
4. As you learn how to overcome these bad habits, you will at the same time learn all the secrets to building the best collaborative relationships possible.
5. These skills can be applied where ever you need to influence others to listen to you, and to seriously consider what you have to say.
6. The session or seminar will be tailored to the specific roles and responsibilities of the participants.

 

Again, when you leave, you will not only know how to listen, but you will clearly understand the powerful connection between listening and influencing, and you will know how and when to do both!

In this program, you and your participants will learn what it means and how it feels to operate from a position of leadership. The popular program is interactive, with a chance to practice skills and techniques that can be applied immediately to their work the next day.

 

The Four Strategies of Leadership: The “facilitative leader” and how to leverage that role

• Developing your personal vision
• Taking the risk to communicate your vision and expectations to others
• Developing trust and gaining respect through “positioning” and branding
• Ongoing self-development
• Other strategies for taking charge and leading effectively
• Tying leadership strategies to communicating with peers, more senior people and (other) managers and executives

 

Developing a New Proactive Image based on leadership skills and collaborative communications

 

• The easiest way to grow: Take personal accountability to be seen as a real leader
• Taking responsibility for my current image in order to begin to change
• Learn the mindset, communication skills and political skills to develop positive and powerful internal and external image
• Building a positive image through “partnering” and balancing task orientation with relationship building
• Integrating subtle “value-added” skills into your collaborative communication skills
• Understanding self-esteem and how to develop a positive self-image

 

A Self-Assessment: Evaluating Your Own Leadership Style And Performance

• Diagnosing your own strengths and weaknesses as a communicator at each level of your organization
• Understanding how you relate to people and how they perceive you • •Learning your own personal and unique pattern of communication
• How to choose the most appropriate response for most situations
• How self-understanding increases your ability to work with others
• Applying your collaborative communication techniques and your personal style to develop an effective leadership style

 

 

Communicating To Make a Difference

• Communicating for the results you want
• Learn how to give and receive information
• How to harness the power of reinforce positive behavior
• 4 steps to handle anger or frustration in yourself
• Understanding differences in attitudes and perceptions (why people say the crazy things they say), staying neutral and how to not take it personally
• How we are perceived by others and how to influence others’ perceptions

 

Subtle Communication Skills That Gain Buy-In

• Understanding anger and frustration
• Subtle voice intonations and what they mean
• Ability to work through confrontations
• Holding people accountable for results
• Getting the meaning behind the words
• Using your ears to listen
• Using your eyes to listen
• How to use all of your senses to listen
• Discovering your own specific channeling that you use
• Learn how to talk to other people’s specific channeling for listening

 

 

When you can’t Prevent Conflict:

How conflict evolves

• 7 steps to resolving conflict between you and others, and between your department and other departments in the company
• Creative thinking critical thinking – Using innovative thinking to prevent and quickly solve issues
• What causes conflict between people and how to mediate it
• Leveraging your personal power appropriately
• How to carry out win/win negotiations between you and others
• Learn the “wiifm” principal, and how to turn this into a powerful skill for adding value
• Developing specific words, phrases, and statements to get others to listen to you

 

 

Influencing Skills

• At the core of influence: congruence and rapport
• How to build congruence and rapport quickly when needed- and early on
• Understanding and using both simple and subtle, sophisticated tactics, and recognizing when they are being used on you
• How to take control and stay in control
• Using limited time to your benefit- to everyone’s benefit
• Specific rapport building, negotiation and mediation skills used in positive influencing of others
• How to use positive influence to turn around “difficult people” and difficult situations

 

 

You as a Change Agent

 

• A model for learning what causes people to change their behavior
• Motivating others to make changes for best practices or to increase efficiency
• Influencing upward and on special projects: a powerful and practical template for building rapport, increasing buy-in and gaining necessary changes with those in more senior or more powerful positions

 

 

 

When Tempers Flare: Turning it Around

 

• The three steps to building trust when resolving conflict
• How to keep your cool under fire
• 3 key strategies for not taking it personally
• Short-circuiting typical problems that arise in teams
• Turning anger into agreement
• How to make venting a solution instead of a problem

 

Close: Developing A Personal, Team, Departmental and Cross-functional Action Plan

• From the classroom to the office: transforming ideas into skills you will practice to obtain measurable goals
• Where to begin: selecting behaviors to improve
• Action steps your department can take

Can people who have obtained wealth through hard work or through inheritance also be powerful leaders who truly care about others?  Of course, the answer is yes, because there are excellent leaders out there doing just that.

 

This seminar focuses on:

 

♦Profiles of specific leaders who have demonstrated these qualities and the similarities they share

 

♦What specific type of leadership styles, values, traits and behaviors do they tend to demonstrate, i.e.; is charisma necessary?  Is a religious or spiritual outlook?

 

♦Emotional Intelligence and its role in leadership and heart: what EI is exactly, what the research shows, the challenges of high/low EI with wealthy people, and how developing specific EI skills and experiences can take those in powerful and wealthy positions to the highest level of leadership

 

♦How money, leadership and heart translate in other countries and cultures

 

♦The challenges these leaders’ spouses, children and other family members go through

 

♦Finally, how to help others come to the realization that everyone deserves the right to earn wealth (most people worldwide do not believe this), to lead others to achieve their best and to be willing to care for others without fearing being burned or hurt in the process.

 

 

Please note:

After specific information is presented, the focus is on debate, discussion and lively interaction.  These seminars are thought provoking and always very lively.