Talent Development
My Talent Development design & facilitation approach is based on empathic listening to my clients’ pain points, needs and expected outcomes, as well as collecting all the available information about their history, culture and current market situation. The course participants’ professional and personal backgrounds as well as the resources available to them, are also relevant aspects for choosing the contents, designing the dynamics, and deciding on the strategy for presenting, practicing and increasing the probability of actual transference to the workplace.
My 30-year experience in designing & facilitating talent development programmes, as well as my constant searching for new trends and effective learning techniques and research, provides me with a wealth of resources and approaches that cater for the different needs of different people, teams and organizations. I’ve also recently adapted many face to face dynamics to virtual environment combining the use of communications platforms such as Zoom, MS Teams and Webex with collaborative work platforms such as Mural, Miro and Trello.
“All the first names of my clients have been changed for obvious reasons of confidentiality.”
“Fernando was a great partner to work with during my time as HRBP for my previous company’s Portuguese branch. He delivered Insight Discovery sessions with the Leadership Team, and the Sales and Medical Affairs teams, with great impact. He is an agile and flexible facilitator that challenges peoples’ thinking in a safe environment to great effect. He was a great sounding board to think about how we stretched the leadership team to realise their potential and was a key influence to them becoming a high performing team. “
“Fernando designed and facilitated a virtual Conflict Management program for our leadership team in the EMEA region (21 members) where, using the Insights Discovery model and others, we have been able to learn and reflect on techniques to understand others, manage conflict situations, the different styles of conflict management, and their roots in the structure of the human brain. It has also been an important experience for the development of the leaders of this team.”
Here are some examples of courses recently designed and facilitated both face to face and virtually, and in the circles some additional information about the structure and content of some of them:
Conflict Management course structure
- My professional journey
- Review important professional landmarks
- Identify main personal values and principles
- What I can and can’t control
- Understanding conflict – I
- Fixed and Growth Mindsets
- Leadership behaviours and organizational cultures
- What’s a conflict?
- Conflicts as opportunities
- Understanding conflict – II
- Observable positions and hidden interests and needs
- Leadership behaviours and organizational cultures
- National cultures and generational differences
- Dealing with conflict
- Thomas Kilmann Instrument (TKI©) – Conflict Management Styles
- Non violent communication
- Negotiation – I
- Principled negotiation model
- Prevent our saboteurs from hijacking our Sage
- Negotiation – II
- The BATNA / WATNA concepts
- Connect with the other person’s Sage
- Positive Intelligence (PQ©) – I
- Our brain structure – reactive and pro-active behaviours
- Positive Intelligence – our internal saboteurs and our Sage
- Our saboteurs as manifestations of our primitive brain
- Positive Intelligence (PQ©) – II and close
- Give more “air time” to our Sage
- Connect with the other person’s Sage
- Integrative Dynamic
Corporate Internal Communication course structure
- Perception
- Our perception shapes “reality”
- Automatic neuronal biases
- Unconscious social biases
- Communications structure
- Sender & receiver, coding & decoding message content
- Check list for effective communication
- Clarity of purpose and content
- Setting the ground for effective communication
- Fixed and growth mindsets
- Psychological safety
- Listening comes before speaking
- Empathy and compassion for self and others
- Effective Listening
- Effective & non-effective types of listening
- Effective types of listening
- Listening = Perception + Interpretation
- Listening = Body + Emotion + Language
- Speech acts
- Humans as linguistic beings
- Statements, opinions, feedbacks, requests, promises
- Purpose and impact
- The power of questions
- Humble, non-judgmental inquiry
- Empowerment and accountability
- Purpose and Impact
- Vertical & Horizontal Communications
- Ascending – bottom up
- Descending – top down
- Horizontal – same level cooperation
- Written communications
- Emails
- Text messages
- Reports
Diversity, Equity & Inclusion course structure
- Definitions
- What’s diversity, equity and inclusion?
- Equality vs equity
- Importance of starting with equity
- Roots of non DE&I behaviours
- Our search for belonging is tearing us apart
- The role of social media
- The case for DE&I
- Why DE&I is so important for organisations’ performance?
- Cynefin – Levels of Complexity
- Dimensions of Diversity
- How diverse, equitable and inclusive are you?
- Diversity profile assessment
- Harvard IAT – Implicit Assessment Tests
- Personal action plans
- Setting the ground for DE&I – I
- Psychological safety
- Non violent communication
- Setting the ground for DE&I – II
- Become aware of own unconscious biases
- De-constructing stereotypes
- DE&I behaviours at work
- Awareness of own non-verbal micromessages
- Create participative contexts
- Co-creation of ideal work environments
- Integrative dynamic
- Apply CCL’s REAL© action plan
- Personal commitment to generating DE&I at work