Our Approach

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Leading Through Intentional Conversations

Since 1996 JLC has applied systems thinking, organizational development and experience-based learning, to the fields of organization, team, and leadership development. Based on our experience working, in these fields, we have designed and created many tools along with learning materials that have real-world, results-orientated applications.

We enable organizations to align resources to accomplish desired results.

Through our unique process, we will teach you to keep your organization’s health and performance strong by engaging in intentional conversations that will enhance the relationships of your teams and leaders.[/vc_column_text][vc_tta_accordion active_section=”30″ title=”The JLC Process” collapsible_all=”true”][vc_tta_section title=”1. Leadership Through Meetings” tab_id=”1475794922171-21735a7e-9368″][vc_column_text]

 Facilitate Quality Meetings With Learning Conversations

The best meetings are a series of short focused conversations.  Utilize key meeting design processes to create quality meetings that generate a positive investment of time, use resources effectively and create a commitment from all participants.

How successful are your meetings? Are participants engage and committed to the result or complacent, distracted and unconnected?  Does the true conversation that will save your organization time and money, take place in the parking lot?

Bring the parking lot meeting inside, by designing and facilitating engaging meetings, through focused conversations, that will save your organization time and money. Create a quality environment for effective conversations and collaboration.  Harness the power of meetings as an effective collaboration tool for improved results and team performance. These practical conversational tools and processes will deepen the quality of conversations you hold with your team, your co-workers and your customers while developing a trust relationship.

  • Learn facilitation processes and techniques that will surface and incorporate participants’ views into meaningful discussions, powerful decisions and committed actions.
  • Facilitate an environment where the participants “own” the conversations and are committed to the end result.
  • Learn practical tools that can be implemented in meetings of any size, one on one, small groups, or large groups.
  • Design and hold focused conversations for aligned action and consistent results.
  • Engage in conversations that stimulate thinking and encourage innovation.
  • Handle conflicts with respect while keeping all participants productive.
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SELF-DRIVEN SUSTAINABLE RESULTS

Change happens every day in organizations across the world.  Significant or minor, these new opportunities, business initiatives, or policies shifts, impact how people get their work done.  For the changes to be successful, leaders need to engage and generate the commitment of the people who are being asked to change.

Unfortunately, roughly 70% of change efforts fail or are derailed. Failure of an organizational change can lead to destructive outcomes, such as low productivity and morale, unmet expectations, wasted time and money, and increased employee turnover.

How can an organization quickly surface commitment for change and shift behaviors from the old to the new?  Successful change occurs, when leaders engage in intentional conversations that develop a clear vision of the current reality and the new vision of the organization.  They keep the vision alive by enrolling others and matching their personal vision of success with the organization’s vision.  Through focused conversations, leaders design and steward an active environment where teams feel free to surface their thinking, ask questions for clarity and even respectfully voice disagreement.

Change begins on the inside and works its way out.  If you want to change someone’s behavior, they must first change their thinking.  Otherwise they will do exactly what you want them to do, for a while, then they will revert to their old way of behaving, leaving the new business vision unattainable.

  • Create aspiration and commitment not compliance and apathy.
  • Motivate teams and individuals toward new and more effective behaviors.
  • Develop the vision of the desired future state and connect the new behaviors to the vision.
  • Get a clear and compelling vision for yourself and the group you lead.
  • Design work activities in line with the enterprise goals and vision.
  • Identify your current reality and establish your desired future state.
  • Identify work that is not in alignment with enterprise goals and take steps to eliminate those work efforts or mitigate their negative effects.
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THE KEY TO RESULTS IN A HIGHLY INTERDEPENDENT WORLD

Today’s leaders, in public and private enterprises, increasingly focus on developing two overriding conditions among the people they lead; alignment and engagement. Yet this focus is often at odds with the environment of their organizations, where “alignment” means following instructions and agreeing with management; where “engagement” is encouraged in a need to know atmosphere that keeps employees in the dark about so much of the big picture they often do not know what they are engaging with; and where competition among team members is rewarded at the cost of collaboration- and ironically, results. Learn more.

The best leaders see the whole picture-and can make connections between and among seemingly disparate events and processes. Seeing the underlying structures that drive our behavior and the interconnections in our organization is critical to their success. This ability is achieved when we become more agile in managing subordinates’ growing complexities and the desired results. Uncover new approaches to your current team challenges, and acquire a broader perspective that will enable you to develop the professional relationships that will lead towards sustainable change.

  • Align your thinking so that your leadership responses and actions naturally flow in the direction you want most.
  • Identify the forces that are holding you back– addictive loops and poor transfer of knowledge and communication.
  • Be able to use a common language that helps communicate complexity and interdependency within the system.
  • Understand how mental models affect your thinking and that of others in the system; these mental models affect the impact of the systemic behavior and desired results.
  • Leading through your strengths while marginalizing forces that impede your progress.
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