Most people who write and speak about executives who are labelled abrasive or bullies call them use names like jerk, hyena, or more colorful terms. Calling people demeaning names because you want them to be more respectful is ironic if not hypocritical. More importantly, calling them names obscures that they have a warrior spirit which is critical in our volatile, uncertain and rapidly changing environment. And, calling them names is not a compassionate or effective approach to working with them. Learning objectives include how to: Establish trust and respect Leverage their warrior spirit Challenge them to be better warriors than they already are Manage the risk they represent Increase the probability of keeping valuable executives on the team

Speaking powerfully without damaging relationships is a methodology for telling the truth while minimizing the probability that people will react negatively enough to create long-term damage. The ability to give negative feedback a critical factor for leadership success. This model is clear and direct without stepping over the line to abrasiveness or bullying. Learning objectives include how to: Manage frustration, anger, conflict avoidance or concern about being too harsh Frame the conversation Clearly describe the person’s behavior and impact Provide an opportunity for input Close the conversation

Human Resources personnel, executive coaches and business consultants and trainers will hear a unique perspective for establishing trust and credibility with executives identified as abrasive or bullies. These executives provoke strong reactions and most of the literature calls them demeaning names like jerk, narcissist and more colorful terms. They are a challenge for many executive coaches. Using the ethos of the Navy SEALs, Jordan Goldrich, MCEC, discusses how to leverage what he views as their Warrior Spirit and challenge them to take their leadership to a higher level. Learning Objectives: How to establish trust and credibility with these executives Describe the characteristics of a warrior applicable to people of all backgrounds and genders Identify the drivers of behavior that is identified as abrasive or bullying Review an effective structure for coaching these executives

Most managers spend more time with problem employees than with their top performers. This decreases their ability to create team alignment and commitment. Disciplinary conversations are often avoided so as not to discourage or overwhelm someone or add on to the load of someone with significant personal problems. The result for the employee is that they are not warned that they are heading towards a cliff with enough time to change course. At the core- most managers think of themselves as good, compassionate people and are uncomfortable with a conversation they think might be unduly harsh and critical. Learning Objectives Understand the line between normal and serious performance conversations and coaching Choose the right goal: How to be 100% successful How to avoid the managers’ trap How to frame the conversation How to compassionately provide contingency feedback

This program is for people who are spoken to and managed in a way that a reasonable person would agree is disrespectful, demeaning, threatening, humiliating and intimidating? It is also for the people who support them. Jordan Goldrich was experienced as an overly direct and tactless executive and made the commitment to change. This program provides tips for how you can enjoy, thrive or, at least survive working with and for people who are called abrasive or bullies. Learning objectives include how to: Think of yourself as a target rather than a victim Not take it personally Appreciate their warrior spirit Stand on solid emotional ground Cultivate compassion for people you don’t think deserve it

Well-managed conflict leads to creativity, innovation and positive business results. Poorly managed conflict costs the organization in terms of money, quality, customer satisfaction, and employee retention. Learning Objectives Include how to: Define and describe the causes of workplace conflict Identify and implement five techniques for managing strong emotions Utilize an internal customer-service approach to gaining buy-in and cooperation Be 100% successful in conversations about serious performance issues (The primary conflict in the workplace)