Research
Find your highest order of management style
Explore a variety of possible forms
HOW:
Call someone in your position in another company for an Idea Meeting
Read magazines and books
Go to workshops or classes
Create a Blueprint
Visualize your perfect style
Take time to sketch or write your plan
HOW:
Create a notebook or journal of ideas
Draw pictures and doodles of your ideal work process
Decide and Commit
Remove barriers
Prepare the space
Gather resources
Survive first challenges
Continue to commit
HOW:
Work for buy-on
See the big picture so there is no emergency in the planning stage
Continue your research and creative stages
Use challenges and obstacles as learning/teaching moments
Write and rewrite your plan as it continues to evolve into a final draft
Begin
Take actions
Safeguard resources
Survive ongoing challenges
Recommit
HOW:
Talk with others inside and outside your work: create networks
Review and strengthen your data base
Create professional documents and forms
Accept and review feedback with your ideals in mind
Review persistence materials
Begin implementation stages
Recall
Review highest order ideals
Review original visions
Reconsider if appropriate
Recommit and Continue
HOW:
Review previous stages with ideals in mind
Continue to face challenges with open mind and commitment
As you are creating your Emotional Continuity Training for teams and employees , you can use the following checklist to track your consistency:
Does each module of training follow the same "scripted" procedure so that the information is uniform and repeatable?
Is attending mandatory because mandating attendance creates a sense of unity among participants and immediately limits options for spinning?
Do follow up meetings provide creative input and collaboration from all members ?
Has there been buy-on from the top? The top-down process allows the administration/management to discover what employees are on board, who are potential company emotional saboteurs, and who are simply trainable "problem children."
Does each module include practice time and drill for new tools, language, and concept acquirement? Adjustment and absorption of new ideas takes time and familiarity .
Do units of education, or modules exceed teachable time frames ? Two hours for group education is appropriate, with shorter individual consultations when required. This process should add minimum emotional impact to the organization's functioning. Do not let lengthy trainings become fodder for emotional spinning.
Do Emotional Continuity Management trainings have written policy and clearly defined statements for:
Trainer qualifications
Company mission and team visions
Top organizational buy-on defined/clarified
Rules for mandated participation and non-negotiable consequences for nonparticipation
Expectations and timetables for skills practice and drills
Value added incentives for participation
Are reproducible documents prepared for:
Personnel interview charts
Models for explaining human emotions
Models for explaining human responses
Models for conflict resolution
Models for grief work and trauma management
Self care tools ranging from simple to complex
Grading assessments
Models for managing individual differences
System wide back up plans
System wide back up plans for the back up plan