MAS - Career Concepts, Inc. - GS02F0083T

GENERAL SERVICES ADMINISTRATION

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Multiple Award Schedule

FSC Group: Professional Services FSC Class:

Contract number: GS-02F-0083T

For more information on ordering from Federal Supply Schedules go to the GSA Schedules page at GSA.gov.

Contract period: April 11, 2007 – April 11, 2022

Career Concepts, Inc dba CCI Consulting 721 Arbor Way STE 180

Blue Bell, PA 19422 Phone Number: 610-608-0276

Contractor’s internet address/web site: www.cciconsulting.com

Contract administrator: Brian Clapp Email: bclapp@cciconsulting.com

Business size: Small Business / Woman Owned Small Business

Price list current as of Modification #PA0033 effective 1/20/2022

Prices Shown Herein are Net (discount deducted)

CAREER CONCEPTS, INC.

CUSTOMER INFORMATION

1a. Table of awarded special item number(s) with appropriate cross-reference to item descriptions and awarded price(s).

SINs SIN Title 541611 Management and Financial Consulting, Acquisition and Grants Management Support, and Business Program and Project Management Services

611430 Professional and Management Development Training

611512 Flight Training OLM Order-Level Materials (OLM’s)

1b. Identification of the lowest priced model number and lowest unit price for that model for each special item number awarded in the contract. This price is the Government price based on a unit of one, exclusive of any quantity/dollar volume, prompt payment, or any other concession affecting price. Those contracts that have unit prices based on the geographic location of the customer, should show the range of the lowest price, and cite the areas to which the prices apply. Not Applicable

1c. If the Contractor is proposing hourly rates, a description of all corresponding commercial job titles, experience, functional responsibility and education for those types of employees or subcontractors who will perform services shall be provided. If hourly rates are not applicable, indicate “Not applicable” for this item. Not Applicable

2. Maximum order:

SINs Maximum Order 541611 $1,000,000 611430 $1,000,000 611512 $1,000,000

OLM $250,000

3. Minimum order: $2,000

4. Geographic coverage (delivery area). Worldwide

5. Point(s) of production (city, county, and State or foreign country). Not Applicable

6. Discount from list prices or statement of net price. Government Net Prices (discounts already deducted.)

7. Quantity discounts. None

8. Prompt payment terms. Information for Ordering Offices: Prompt payment terms cannot be negotiated out of the contractual agreement in exchange for other concessions. Net 30 days

9. Foreign items (list items by country of origin). Not Applicable

10a. Time of delivery. (Contractor insert number of days.) 30 days

10b. Expedited Delivery. Items available for expedited delivery are noted in this price list. Contact Contractor

10c. Overnight and 2-day delivery. Contact Contractor

10d. Urgent Requirements. Contact Contractor

11. F.O.B. point(s). Destination

12a. Ordering address(es):

12b. Ordering procedures: For supplies and services, the ordering procedures, information on Blanket Purchase Agreements (BPA’s) are found in Federal Acquisition Regulation (FAR) 8.405-3.

13. Payment address(es):

14. Warranty provision. Not Applicable – Offering Services Only

15. Export packing charges, if applicable. Not Applicable

16. Terms and conditions of rental, maintenance, and repair (if applicable). Not Applicable

17. Terms and conditions of installation (if applicable). Not Applicable

18a. Terms and conditions of repair parts indicating date of parts price lists and any discounts from list prices (if applicable). Not Applicable

18b. Terms and conditions for any other services (if applicable). Not Applicable

19. List of service and distribution points (if applicable). Not Applicable

20. List of participating dealers (if applicable). Not Applicable

21. Preventive maintenance (if applicable). Not Applicable

22a. Special attributes such as environmental attributes (e.g., recycled content, energy efficiency, and/or reduced pollutants). Not Applicable

Career Concepts, Inc dba CCI Consulting 721 Arbor Way STE 180

Blue Bell, PA 19422

Career Concepts, Inc dba CCI Consulting 721 Arbor Way STE 180

Blue Bell, PA 19422

22b. If applicable, indicate that Section 508 compliance information is available on Electronic and Information Technology (EIT) supplies and services and show where full details can be found (e.g. contractor’s website or other location.) The EIT standards can be found at: www.Section508.gov/.

Not Applicable

23. Data Universal Number System (DUNS) number. 860164631

24. Notification regarding registration in System for Award Management (SAM) database. Contractor registered and active in SAM

CONSULTING SERVICES-SIN 541611

Executive Coaching Coaching is a partnership between the leader and the coach. The relationship is built on the premise that the leader is the expert and that he or she is seeking to enhance his or her effectiveness and career. The coach and the leader together formulate a plan, looking at where the leader is today and where he or she wants to be tomorrow. The process may begin with 360° feedback and the use of validated assessment instruments to assess interests, values and capabilities. Additional perspectives are gained through structured interviews with management, peers, subordinates or others as appropriate to understand the history of the individual and the organization structure, operating process, cultures and values.

Then, we analyze the information and assessments, and identify performance gaps and peaks. Observations of the individual's performance and interactions may also be warranted. Once we have gained a sufficient knowledge of the job, the culture and the organizational challenges, we use the personal assessment to create a development and action plan. It is from this plan that the coaching process begins;

it includes planning, training, and practicing new skills and behaviors. It is an outcome-focused process that includes feedback, follow-up and modification of the goals as necessary. We plan changes around those behaviors that have the greatest potential for improvement and gain for both the individual and the organization.

Our coaching process generally consists of the following specific steps:

• Coach Selection (Matching) o The coaching practice leader or another principal of the firm talks with the "buyer" and/or boss of the executive considering coaching in order to understand the company, the issues, the expectations and goals. Care is given to avoid situations in which the executive does not want coaching, where the problem is a team problem and another intervention would be more appropriate and situations in which we are not qualified to help such as anger management issues or medical problems.

o After the requirements are understood relative to the type of coaching and any special needs required, coach resumes and/or biographies are provided.

o After the executive has reviewed the biographies, an interview takes place either in person or over the telephone.

o The executive selects the coach he or she feels matches their needs and personality.

• Assessment ("What is the problem? What can be measured to monitor progress?") o The assessment starts with a meeting between the executive and the coach. The goal of this meeting is to introduce the two, set expectations of the executive and the coach, and for the coach to understand what the executive wants to focus on in the coaching.

o The coach then meets with the boss to understand what the boss wants from the coaching of the executive. If possible, the boss, executive and coach meet and the coach tells both what the coach heard from each of them. This presents the engagement with a goal.

■ At this point, it may be appropriate to develop a Coaching Agreement & Summary.

o Additional assessments are conducted if appropriate. These could include personality assessments (Myers-Briggs, DISC), 360° assessments, assessments of emotional intelligence, transition readiness assessments, etc.

• Feedback ("This is what you and others have said about yourself. What do you think?") o The coach then provides feedback as to what the assessments revealed.

o We always balance the executive's strengths with the areas that can be improved. We feel the executive has been successful thus far in his or her career as a result of those strengths and do not want to lose sight of them as weaker areas receive the attention.

o While the coach treats feedback information as confidential, we encourage the executive to selectively share with direct reports or boss as appropriate. For example, if a 360° assessment is conducted, the executive might want to thank the people interviewed, share what areas will be worked on and ask for their support as the executive goes through the change in habits.

• Action Plan ("What are you willing to do? How do you want me to help you?") o Action plans are written, oftentimes shared with the boss or the "buyer" (e.g., Human Resources) o An action plan contains the goal (what would success look like), tasks, completion or milestone dates, barriers/resources required and who would be involved.

o After the coaching relationship has been completed, the executive has the action plan document and can refer to it to reinforce behaviors he or she wants to use.

• Action ("Here's the next step. What happened? What did you learn? What is next?") o The executive executes the action plan.

o The coach meets with the executive, focusing on the action plan, asking about progress, working with the executive to overcome problems.

o For example, an issue for examination could be an interpersonal exchange that did not go as planned. Another example might be with an important project and the need to enlist support from groups over whom the executive has no control.

• Measurement ("Let's see what you have accomplished.") o Periodic checks on how the executive is doing in the achievement of the goals of the coaching engagement. This is essentially fulfilling the mid-point evaluation requirement.

o Measurement also means touching base with the boss or the "buyer" to assess whether they are seeing changes or progress towards the goals.

On-site Career Counseling Our outplacement services provide access to a wide array of resources and your employees will have access to these services as well as Career Concepts on site counselors. Our on-site counselors can provide assistance in the following areas:

• Job Market Overview: The Career Concepts consultant will review the job market conditions by industry and region to facilitate attaining position objectives.

• Career Assessment: Interviews and testing will explore traditional and non-traditional career options.

• Peerless Technology Support: Our technology program is second to none in the industry and allows the participant 24/7 access to a very robust, interactive platform specifically designed to provide rapid reemployment options. The candidate has direct access to a number of research tools including proprietary programs. Hot links offer over 800 high-impact sites designed to enhance target marketing capabilities.

• Job Objective: A well-defined job objective

• Customized Resume: A results-oriented resume designed to elicit maximum response will be developed and printed.

• Proactive Campaign Strategies: The consultant, together with the individual, can develop and launch an effective campaign to attain the predetermined career objective as quickly as possible.

• Targeted Letters: Hard-hitting letters that produce results will be developed and mailed to appropriate targeted individuals within organizations.

• Telephone Techniques: How to overcome objections, how to get past the secretary, best times to call, and how to get meetings.

• Focused Networking: Extensive networking training increases ROI of this critical component by as much as 40%.

• Self-Marketing: The individual can receive training on self-marketing.

• Interviewing: Interview coaching can focus on traditional as well as behavioral interviewing techniques. Topics include handling tough questions, body language, etc. Videotaping of the sessions is available.

• Listening Skills: The individual will receive intense coaching on listening skills.

• Search Firms: The individual can be coached on the best way to select and work with recruiters.

• Guide to Successful Reemployment: The individual will receive an easy- to-follow manual, illustrating a step-by-step approach to a successful job search.

• Online Career Portal: Candidates will receive unlimited access to a highly-acclaimed, interactive online career portal containing research tools, webinars, and links designed to support every aspect of the search from assessment through negotiation. Research tools include OneSource, D&B and SearchSelect. In addition, individuals can post their resumes and search for live positions through the HR Employment Center feature.

• Resource Library: The candidate has use of our manual as well as access to our virtual internet library to identify companies and key personnel for the local area as well as other geographic locations. The fastest growing companies within specific industries and the appropriate hiring executives are identified. Our web-based research tools provide state-of-the-art research and support for the successful job search

TRAINING SERVICES - SIN 611430 and 611512

Development Training The following sample sessions can be customized to meet the needs of

• Executive Leaders - For the senior or emerging senior manager, who must create the vision, lead and master change, communicate with passion and credibility, plan the future while managing the daily business and assuming responsibility for the bottom line. Operating excellence is an imperative to success.

• Front Line Management - Practical skills and behaviors that newly promoted and present supervisors/managers can utilize to increase measured productivity, enhance quality and service and create an environment flexible enough to handle the challenges of today's workforce and our variable economy

The Delivery Format

• Customized facilitated learning sessions on site

• One lead Career Concepts trainer plus additional trainers as needed

• Each four hour module will be interactive, experiential and include group discussions, lectures, assessments and hands-on problem solving activities based on actual workplace issues presented by participants.

• Evaluation of training programs from participants

• On-site visits by Career Concepts' consultants for individual meetings with participants and feedback on progress as needed.

• Refining and modifying training modules on an ongoing basis as cumulative information is received from training.

Sample Sessions - detailed descriptions of these courses are in APPENDIX A

• Developing a Personal Leadership Philosophy

• Building High Performance Teams: A Means to an End

• Leaders as Coaches

• Creating a Leaming Organization

• Building a Dynamic Culture of Change

• Creating Critical Conversations

• Proactive Conflict Resolution: A Win/Win Approach

• Stuck? Powerful Problem Solving

• Innovate U

• Project Management

• Motivation Through Positive Relationships

• Coaching is an ALL-THE-TIME Part of Our Jobs

• Goal Setting

• Implementing Change

Career Training - Workshops The Delivery Format

• Customized learning sessions on site

• One lead Career Concepts trainer

• Each four hour module will be interactive, experiential and include group discussions, lectures, assessments and hands-on problem solving activities based on actual workplace issues presented by participants.

• Evaluation of training programs from participants

• On-site visits by Career Concepts' consultants for individual meetings with participants and feedback on progress as needed.

• Refining and modifying training modules on an ongoing basis as cumulative information is received from training Sample Sessions - an outline of these courses is in Appendix B

• Managing Change

• Career Decisions and Direction

• Self-assessment

• Resumes

• Job Search Strategies

• Research and Using Technology

• References

• Interviewing

• Job Offers and Negotiation

• Career Resilience

Appendix A

Developing a Personal Leadership Philosophy

We have all seen leaders come and go, and some succeed while others fail. Have you ever wondered what explains this? The Department of Defense has researched the leadership phenomena for years. One of their major findings is that a widely communicated leadership philosophy and a vision of the organization as the leader wants it to be are essential to leadership effectiveness. Thus, one of the key first steps in becoming a leader is to develop and articulate this personal leadership philosophy statement.

While it sounds easy enough, consider what happens when a leader fails to communicate a philosophy, establish a future vision or develop a system to measure progress toward that vision:

► Subordinates second-guess the leader.

► Trying to "discover" the leader's intent leads to piecemeal rev1s10n and initiation of policies and procedures.

► Resources may be used inappropriately as priorities change.

► Building subordinates' trust and confidence can be delayed or fail completely.

In short, the energy that could be spent molding a better organization is wasted on guessing what the boss wants. No leader intentionally programs this, but it happens.

The time needed to correct it can affect that leader and the organization's overall performance.

Key Components

► Define leadership and codes of conduct for leaders.

► Define personal values, priorities, and operating principles.

► Clarifying desired outcomes and behaviors.

► Assuring organizational competence.

► Business case for leadership development.

► Leading vs. managing - what's the difference?

► Competencies for leaders and managers.

Outcomes

► Publishing a leadership philosophy enables leaders to discover what they stand for, what's important to them, and articulate this to followers.

► Followers know the leader's expectations and how the leader is most likely to act.

► This process leads to mutual trust and confidence and builds a stable foundation upon which long-term relations can be built and organizational effectiveness achieved.

Building High Performance Teams: A means to an end

The ancient Chinese Proverb "I hear and I forget. I see and I remember. I do and I understand," describes the basis for High Performance Team building. This workshop incorporates organizational effectiveness practices, experiential learning techniques and process intervention skills into a program guaranteed to revitalize any team. This form of team building can be presented as an enhancement to a corporate training effort or it can be customized to work in cooperation with a company's in-house training program.

Participants are taken out of their standard frame of reference and asked to engage in things new and different using the same skills--cooperation, teamwork, communication, trust, decision-making, and creative problem solving--that are required for success in their workplace.

► Defining the Team and its Work.

► Outlining Team Values.

► Writing Team Contracts and Goals.

► Processing Team Skills.

► Leaming to Lead and Follow.

► Using the Whole Team.

► Applying Team Skills to the Workplace.

► Celebrating Teamwork.

Outcomes

► Revitalized teams who have increased awareness in ...

Identifying their barriers to communication, cooperation, and effectiveness Opening their minds to new ideas, roles, and possibilities Trusting, communicating, cooperating and having fun

► Reenergized individuals who have experienced ...

An increase in sense of community The strength of working in teams The satisfaction of a job well done

► An organizational structure that can apply a senes of skills to implement sustainable changes in...

Quality Improvement Increased Customer Satisfaction Higher Employee Morale

Leaders as Coaches, A 21st century approach to impacting performance.

Coaching employees for performance excellence is a model effective leaders apply to achieve corporate goals and maximize business success. With the shift in roles, from controlling and giving orders as the boss, to becoming the coach to empower employees and teams, companies are achieving sustained superior performance.

► Coaching skills checklist.

► Model of effective coaching.

► Qualities of effective coaching relationships.

► Avoiding five common mistakes.

► Three applications of communication skills.

► Guidelines for giving constructive feedback.

► Overcoming barriers to learning.

► Spotting opportunities for coaching.

► Facilitating change.

► Sharing risks and mistakes as a necessary part ofleaming.

► Action Planning.

► For The Employees Improved current performance Faster development of new knowledge and skills Increased self-reliance/accountability Improved job satisfaction/morale Better able to satisfy changing customer demands Improved advancement prospects Enhanced communication in discussing performance

► For The Coaches Increased awareness of coaching strengths Enhanced delegation capabilities Better work quality Improved training needs assessment Greater promotion prospects Enhanced communications with co-workers Improved productivity

Creating a Learning Organization

Some organizations have a barrier to knowledge from outside the organization that is virtually impenetrable - the organization is a closed system. They are basically reactive to outside forces and change only enough to survive under new market conditions. Author Peter Senge refers to this set of behaviors as survival learning while others have called it adaptive learning. While adaptive learning is important and necessary, it is not sufficient today. In contrast, Peter Senge defines a learning organization as one that "is continually expanding its capacity to create its future."

A learning organization is one that not only masters adaptive learning but is also capable of generative learning: enhancing an organization's capacity to create.

Becoming a learning organization requires open communications, comfort in sharing ideas and information, and a feeling of shared responsibility for enhanced performance and growth among all team members and organizational stakeholders

- individually and organizationally.

► The five disciplines.

► Essence of the learning organization.

► Architecture of the learning organization.

► Designing a learning organization.

► Elements of the after action review.

► Conducting an after action review.

► An organization that can do generative learning.

► A more adaptable, flexible organization.

► Leaders who are better empowered to achieve organizational goals.

► A structured process of capturing lessons learned.

► A continuous learning environment.

Building a Dynamic Culture of Change

Change is a constant companion with whom we often have an uncomfortable and tentative relationship. We get lost when we are presented with uncertainty. We lose sight of our foundation and our shared values.

Planned change is not accidental. It is intentional and goal-oriented. Success in organizational change is dependent on two things: what employees do and what employees don't do. Customized change is designed to change behaviors. With innovation, empowerment and leadership, employees can collaborate to write the script for success. The organization and its employees must have the confidence to act.

This learning program is different than most change management programs insomuch as it is not an analysis of resistance or an activity of problem solving. In fact, it is the complete opposite. Our approach teaches the participant to think very differently about change. The focus is on mobilizing the energy, enthusiasm and passion for change that is inherent in each of us. The discovery process is enlightening.

► Knowing when to lead and when to let others initiate.

► Viewing change as a multi-dimensional process.

► Identifying and understanding individual and organizational motivators to change.

► Examining the properties of the innovative organization.

► "Operationalizing" the characteristics of the learning organization.

► Understanding how to "sense make" as well as "decision make" in the midst of change and chaos.

► Finding the personal courage and inspire others to pursue new directions and discover the reward of risk.

► Discovering the power of appreciation within the organization by asking the questions that move an organization to change.

► Creation of Change Leaders and Champions.

► Continuous process improvement.

► Informed and Engaged employees.

► Increased dynamics within the organization.

Creating Critical Conversations

Many times our approach to communications learning is to ensure that the message is clearly articulated and received by the intended receiver. While this hierarchical communication is important, it is not the entire universe of communicating. This module focuses on a different type of communication, dialogue, and particularly dialogue around topics that ate critical: those in which there is something at stake, a difference of opinion is likely, and emotions may run high. In these situations, the path that we take to communicate is more important than the clarity of the message.

Once we understand critical communications and the elements that facilitate effective dialogue, many difficult conversations become manageable.

► Define the art of dialogue.

► Explain what a critical conversation is.

► Contrast hierarchical conversations and dialogue.

► Explain the strategies for effective dialogue.

► Explain the rules for effective communications.

► Provide effective feedback without hard feelings.

► Generate solutions that everyone buys into.

► Solve pressing problems.

► Improve your relationships.

► Reduce your stress levels.

Proactive Conflict Resolution: A Win/Win approach

When people work together, conflict is inevitable. Moreover, it is on the rise because of organizational changes and increasing workforce diversity. Conflict is healthy and can be productive if approached in a positive way. It can benefit both the individual and the organization by bringing new ideas, producing change, creating relationships, improving employee morale and increasing productivity. It can be unhealthy if it leads to tension, anger, avoidance and poor working relationships. This program helps participants understand the basis of conflict, identify what they bring to the conflict situation, and practice proven conflict resolution techniques.

► Interactive overview of conflict.

► Two key causes of conflict.

► Four typical ways people manage conflict - one that works and three that don't.

► Assessing conflict styles - yours and others.

► Four common misunderstandings in conflict situations.

► Five-step guideline to resolving conflicts.

► How to deal with difficult people.

► How to help others resolve their conflicts.

► What to do when the conflict resolution process stalls.

► Putting it all together.

► Action planning and obstacle assessment.

Outcomes

► Greater understanding of the causes of conflict and how to address it.

► Discovery of participants' conflict style and other people's styles.

► Tool kit of conflict resolution techniques.

► Re-framing conflicts as opportunities.

► Making win-win out of a lose-win situation.

Stuck? Powerful Problem Solving, Creating a solution for a need ...

Sometimes it's a problem just because we see it differently. Actually, issues, concerns, problems are an impetus to change and innovation. Use conflict to move yourself and the organization forward.

► Communicating through conflict.

► I, WIFM, anticipation and reaction.

► Four powerful questions to resolve the issue.

► Taking a creative leap.

► The Stuck Truck.

► Visualizing the future and achieving buy-in.

► Action plans.

Outcomes

► Helps the employee realize the value of differing opinions.

► Helps establish a greater understanding of the possibilities that a problem creates.

► Builds confidence and empowerment.

► Enhances customer satisfaction and first call resolutions.

► Helps management create win-win situations within the team.

► Creates a positive culture within the organization.

► Develops negotiation skills.

Innovate U, To help employees adapt quickly and work effectively.

Innovation is solving problems and taking advantage of opportunities. Innovation can be taking care of today's issues or creating tomorrow's strategies. Strategy, tactics, mission, vision--what' s the difference? Learn how you can use the energy of a fish market to create an innovative, creative and dynamic workplace. Whose job is it to strategize and create the future?

► Overview of business strategy.

► Fishin 'for a mission.

► Create a shared vision that excites the imagination.

► Challenge yourself and the team to work for the ideal of tomorrow.

► Identify and internalize the values that make the team "built to last."

► Dealing with "Unrest in the Kingdom."

► Planned change and personal transitions.

► Creates awareness of organization vision.

► Builds collaboration, creativity and leadership.

► Defines accountability.

► A start to the planning process.

► Challenges assumptions and fosters initiative.

► Fosters a greater sense of identification and feeling of 'fit' with company.

► Creates a view of change as a multi dimensional process.

Project Management, To provide structure, process and metrics.

Today almost everyone works on projects. Project management is not limited to information technology professionals. As we try to keep pace with reengineering, changing needs and a constantly changing marketplace more and more projects are created. Thus, the need for people that know how to manage projects successfully increases and the skill involved further the professional development of the individuals managing projects.

► The pace of change.

► What is project management?

► The environment of discipline and measurement.

► Understanding the needs of the stakeholder.

► The project charter and rules.

► Quality assurance and meeting expectations.

► Scheduling, estimating, budgeting, and projecting.

► Communicating and measuring progress.

► Application and implementation.

Outcomes

► Better cost management.

► Less wasted time and energy.

► Defines accountability and sets expectations.

► A system to measure progress.

► Reduced time to deliver needed changes.

► Improved likelihood of successful projects.

► Better risk management and controls.

Motivation through Positive Relationships

Today's manager must learn how to motivate and communicate on several different levels. Knowing when and how to effectively communicate to the individual, the team, or both is a powerful tool. Using the individual relationships that we have built in a larger group meeting is strategic. We will explore how to capitalize on the individual strengths of the team and leverage those in a group setting. Many managers believe that motivation is simply getting someone to "move" to their way of thinking. To gain "movement" we usually use some sort of intrinsic reward.

The problem is that the change is limited and does not have a lasting effect. True motivation, on the other hand, arises out of creating challenging work that captures interest, which provides for personal growth and development and is sustained through intrinsic reward.

► What do the motivational and behavioral theorists have to say?

► Reduce workplace tension and create a lasting culture.

► Steps for job enrichment.

► Use your skills to minimize conflict and build group dynamics.

► Use influence and negotiation to build trust and morale.

Outcomes

► Increased personal and team performance and relationships.

► Sustained motivation and positive culture.

► Increased employee retention and productivity.

► Improved professional among the leaders

Coaching is an ALL-THE-TIME Part of Our Jobs

The most astute coach knows that all interactions with his team, his peers, and his boss possess "coachable" moments. When you signed on to lead people you signed on as the head coach of your team. Your job in coaching is to facilitate the professional growth of those you agreed to coach. The silver lining in being a good coach is that in coaching others you increase your own skills and knowledge. Join us to learn how to fine-tune your coaching skills.

► Learning to conduct an effective coaching session.

► Developing coaching skills.

► Learning to identify coaching opportunities.

► Performing on the spot coaching and behavior change.

► Learning why Trust is important to coaching and coaching increases trust.

Outcomes

► Better leaders, coaches, and role models.

► Increased employee satisfaction, motivation, and performance.

► Improved goal setting, milestone recognition and organizational confidence.

Goal Setting

Developing individual performance plans and goals is the process by which personal productivity is aligned with business needs. This module will help define what the work is, how the work needs to be done and when it should be completed in order to develop active (versus passive), challenging goals that lead to accomplishing organizational and personal missions

► Define a "big hairy audacious goal" (BHAG).

► Define "SMART" goals.

► Identify the BHAG that will enable achievement of your organizational v1s10n.

► Identify the BHAG that will enable achievement of your personal vision.

► Identify action steps required to achieve your organizational and personal v1s10n.

► Identify the high-payoff activities within the action steps.

► Sequence the high-payoff activities (HPA).

► Develop goal statements from the HPA, ensuring they are "SMART."

Outcomes

► Creation of an organizational vision.

► Creation of a personal vision statement.

► A list of High Payoff Activities.

► Action plans to accomplish High Payoff Activities.

Implementing Change

Change is the realm of leaders. Today's business landscape is littered with skeletons of companies that failed to change with shifting conditions. There are many explanations for their failures - they did not anticipate new market demands, chose not to embrace new technologies, lacked a vision and a strategy, didn't address the concerns of employees, didn't meet the expectations of stakeholders, or in some companies all of these. Regardless of the specific cause of their demise, conditions outside the company were changing faster than within the company. Thus the company was surpassed by competitors or became otherwise obsolete. Effective leaders understand change, how to overcome resistance to change, and how to get change implemented in their organizations.

► Describe the 8 most common mistakes made by organizations trying to implement major change initiatives.

► Describe the method for avoiding each of the 8 most common mistakes when implementing change in organizations.

► Explain Force Field Analysis and how it can be applied when analyzing measures to take when implementing organizational change efforts.

► Describe the conditions that cause people to resist change.

► Describe the conditions that cause people to support change.

► Describe how leaders can reduce resistance to change.

► Conduct a force field analysis on a situation in your organization.

► Develop a plan to implement a change.

► Generate enthusiasm for an upcoming change.

► Decrease the amount of time required to institute a change.

Appendix B

Managing Change

Taking charge of the unexpected

Maintain perspective

Acknowledge your emotions

Stages of loss and rebounding

Confront change

Expand your comfort zone

Guidelines for a successful career transition

Job search truths

First things first

Understand the workplace: seven basic facts

Know your stress level

Communicate wisely

Strive for balance

Job seeker's checklist-how prepared are you?

Become organized

Suggested system for getting organized

Evaluate your finances

Create your public statement

Career Decisions and Direction

Which path is right for you: career continuation or career change?

If you are choosing career continuation

Overview of the job search process

If you are choosing career change

Overview of the career change process

Self-assessment

Taking stock

Why complete a self-assessment?

Work values inventory

Career needs inventory

Assessing skills

Three types of skills

Personal skills inventory

Functional skills inventory

Knowledge/technical skills inventory

Interests inventory

Achievements inventory

Work satisfiers inventory

Goal-setting

Resumes

Resume production

Consider demand structure and your marketable strengths Components of a resume

Writing your Objective

Writing your Background Summary/Profile Writing your

Accomplishment statements

Writing your Employment History/Professional Experience Writing your

Education statement

Writing your Computer/Technical/Special Skills section Writing your

Honors/Awards statement

Writing your Military History statement

Writing your Professional Associations statement Writing your

Publications statement

Writing your Presentations statement Types of resumes

Pointers for adding polish

Creating an electronic resume

Sample resumes

Action skill-verbs

Your resume worksheet

The curriculum vitae

Job Search Strategies

Select your job objectives

Apply marketing theory

Employ five methods of job searching

Method #1: Networking

Method #2: Responding to published openings/ writing cover letters

Method #3: Working with recruiters

Method #4: Contacting companies directly

Method #5: Locating a "bridge" into a target company

Establish/evaluate weekly goals

Winning strategies

Set goals and work full time

Research and Using Technology

Four research goals

Research resources

Internet research resources

Suggested job search readings

Research goals and resources used

Identifying target companies

References

Prepare your reference list document Communicate with your reference contacts Sample reference list document Sample reference questions

Interviewing

Interview preparation

The process

Answering questions effectively

Overcoming objections

After the interview

Job Offers and Negotiations

Understanding the job offer

Determining compensation levels

Salary negotiations

Concluding your search

Career Resilience

A prescription for career resilience

Your continuing career development plan

Fear of transformation