Morning Keynote

Trust is a fundamental, bottom line issue. Without it, leaders lose teams, salespeople lose sales, and organizations lose reputation, retention of good people, relationships and revenue. But with trust, individuals and organizations enjoy greater creativity, productivity, freedom and results. Through David’s industry leading research The Trust Outlook™ and firsthand experience working with the world’s highest performing organizations, David reveals how top leaders and organizations drive business results to become the most trusted in their industry.

Learning outcomes:

1. Explore the newest research on how to develop trust individually, in your team and in your organization – or go extinct in the new economy.
2. Identify how trust impacts the bottom line and why a lack of trust is your biggest expense.
3. Apply the How? How? How? Strategy™ to spark momentum, see immediate results and inspire trust in your workplace.

Breakout Session 1

1-A The Winning Team:  Leveraging People for Organizational Success, Lieutenant Commander Chip Lutz, USN(Ret), MSEd, CSP 

Everyone likes to be on a winning team!  It motivates, it inspires and it can catapult you to new levels of productivity and success!  However, not everyone knows what it takes to make a winning team (or what to do with a legacy team).  This program is guaranteed to help your leaders understand and implement the 3 core essential elements to creating and maintaining a winning team…plus it’s fun and VERY interactive!





 

 

1-B  Building Political Acumen for Human Resource Professionals:  A Simulation Approach, Tracy McEachern

Implementing HR programs that deliver results requires collaboration with a variety of functions both internal and external. Often these individuals hold a span of titles and there is not a formal reporting relationship. The success of the design and implementation of the learning is linked to gaining access, clear communication of objectives, roles and responsibilities, and follow up. Often, we find that the reason an initiative thrives or fails has an intangible component, that of political savvy.

Your success is highly dependent on your ability to gain the support of senior leadership and your business unit who typically are funding the learning. Moreover, the perceived value of your HR department is enhanced when you establish a strong relationship support base among business partners and your senior leadership team. Therefore, this session is intended to equip you with additional skills that enable you to build that support base and win buy-in from key business partners.

Key Learning Objectives: 
Specifically, the program focuses on the following:

• Determining what business partners to focus on
• Creating a visual Partner Support Map depicting your level of support among partners
• Leveraging persuasive techniques for increasing support
• Understanding the value requirements and business agendas of your partners
• Aligning training initiatives to your partner’s perception of value
• Understanding key metrics that create business value

• Advance initiatives faster based on your ability to identify sponsors and/or blockers and create strategies to satisfy their concerns
• Increase productive conversations with executives and business partners based on your ability to address their perspectivesConstruct compelling value statements addressing personal and practical needs of partners

1-C Say Hello to Exit Interviews – Leveraging an Employee’s Parting Thoughts,  Jeffrey Russell, Russell Consulting, Inc. 

Exit interviews have the ability to enhance your human resource practices – but only if you create an effective exit interview process. Attend this session to learn how to leverage the greatest HR value from exit interviews, identify the best methods to gather information from your exiting employees, explore what questions you should always/never ask, and develop a “next steps” plan for creating an effective exit interview process in your organization.
An example exit interview will be shared as a catalyst for discussing what to include and not include in your exit interview questions. Attend this session to better understand the power and the limitations of exit interviews and develop a plan for integrating the insights from this session into your HR practices.

As a result of participating in this session, attendees will be able to:

1. Define the purpose of exit interviews and identify questions to include/exclude from your exit interviews to achieve this purpose
2. Develop strategies for extracting useful, actionable information from your interviews
3. Discuss why “exit” interviews are actually too late and why conducting “stay” interviews might be a better strategy.

Afternoon Keynote

David Horsager - The Trust Edge™:  Making the Pillars of Trust Your Competitive Advantag

 
Trust is the fastest way to increase influence, impact and business results. From firsthand experience advising and working with leaders around the world, David will share how to use the Pillars of Trust framework to create competitive advantage. From key strategic decisions to vital daily actions, using these Pillars of Trust will help you improve decision making, increase depth of customer relationships and give a common language around trust. You will leave this session equipped with actionable tools to start using the Pillars of Trust framework right away.

Learning Outcomes 

1. Use the actionable framework to build trust and apply it to your biggest challenges.
2. Identify the 6 steps to engaging and motivating your team.
3. Apply the DMA Strategy to get the most important things done every day.

Breakout Session 2

2-A Don't Borrow Jacks!  Controlling Anger Before It Controls The Team, Lieutenant Commander Chip Lutz, USN(Ret), MSEd, CSP 

We live in an angry world.  All you have to do is turn on the news or look at Facebook to see that everyone has an opinion, everyone wants to be heard, no one is listening and anger triggers run rampant.  When tempers flare it can destroy team cohesion, engagement, and our ability to get the job done.   Further, hostile environments spur higher turnover rates.  This interactive, humorous program helps team members identify their own anger triggers, how to deal with the difficult people around them and work more cohesively as a team.

Your team members will immediately be able to use the tools in this program to make an immediate difference in their own teams, reduce anger triggers, and work better together towards a common goal.



 

2-B  Big Data Can Help You Win the War for Talent, Alex Outwater, ADP, Senior Director of Product Marketing, Big Data & Analytics 

2-C Employment Law Update, Jennifer Mirus, Boardman & Clark Law Firm

Breakout Session 3

3-A   Building a Culture of Trust, - David Horsager 

Trust increases or decreases in every single interaction – what steps are you taking to ensure you have a high trust culture? We know that for the trusted brand, people pay more, come back and tell others - this strategic advantage of being trusted is what separates high performance organizations from their competitors, leading to greater profitability, more impact and better workplaces.  In this program, David shares case studies and ideas used by organizations around the world to build communities and cultures of trust.

Learning Outcomes:

1. Review how high performing organizations build cultures of trust and how you can too.
2. Discover why leadership training fails and what to do about it.
3. Determine how to align your team, break down silos and focus on push forward priorities.

3-B The Future of HR:  Promoting Business Success in a Changing Workplace, Callie Zipple, SHRM-SCP

Today’s managers and supervisors are often too busy to slow down and hold performance coaching conversations. And when you factor in the anxiety and stress of having these conversations, it’s understandable that too many of them are reluctant to put on their coaching hat.
In this session we’ll introduce an extraordinarily simple framework holding frequent and fearless performance coaching conversation. The magic lies in its simplicity and in a high degree of employee ownership over the process. In our approach, the coaching conversation is a collaborative dialogue for which both the supervisor and employee take responsibility.

You’ll leave the session with insights into such topics as:

• Methods to reduce the fear and anxiety from coaching conversations
• Strategies for building employee ownership over the process.
• The five magical questions to explore in every coaching conversation.
• The ideal frequency of performance coaching conversations.

As a result of participating in this session, GMA SHRM members will be able to:

• Focus on the right set of managerial skills to develop to facilitate fearless coaching conversations.
• Reduce fear and anxiety in both supervisors and employees when preparing for and conducting performance coaching conversations.
• Build employee ownership and shared responsibility for each performance coaching conversation.

3-C Employment Law Update, Jennifer Mirus