Xponential GmbH

16/09/2020

Get upto 100 CHF off and register using early bird pricing!

Driving sustainable behavior change requires more than a list of guidelines and practices. It requires 200% percent accountability which means, I need to be 100% accountable in creating behavior change for myself while also being 100% percent accountable for helping and supporting others to create behavior change.

Sign up for the upcoming training now https://buff.ly/2RlXTaU

15/09/2020

Save upto 100 CHF and book early bird pricing!

The Power of Habit Training draws on the science of habit formation to help learners recognize the behaviors they should change and learn the skills to make new behaviors stick.

Sign up for the upcoming training now: https://buff.ly/3m4tpIC

14/09/2020

2020 is almost over and it's already time to prepare for the challenges of next year. Get ahead of the curve by attending our upcoming training events.

Now, you can learn the science of habit formation to help recognize the behaviors you should change and learn the skills to make new behaviors stick, by registering for our upcoming Power of Habit Live Online training. You will be set-up for success in 2021 by learning the same skills that some of the largest organizations in the world use as the bedrock of their success.

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The Power of Habit Training draws on the science of habit formation to help learners recognise the behaviours they should change and learn the skills to make new behaviours stick. What we do today determines what we achieve tomorrow. Yet all too often, old habits get in the way of change. The Power

11/09/2020

On an organizational level, blame reduces openness and honesty, because staff members who anticipate blame are more likely to cover up mistakes. If employees see leaders blaming others instead of taking responsibility for their actions, they are more likely to follow suit, which can lead to a 'blame culture'. On a personal level, accepting a mistake, rather than holding others responsible, gives an opportunity to learn.
- Anna Shields

Leaders can resolve workplace conflict by helping their team members to move away from a victim mindset, and instead focus on empathy and understanding. This will build trust and engagement and foster healthy workplace relationships.

11/09/2020

Social distancing, workplace health, and safety, changing old habits and virtual Crucial Accountability—oh my! In this post-COVID-19 world, where emotions are strong and sensitivities are high, navigating new acceptable social and professional behavior can be stressful. But it doesn’t have to be.

We're excited to announce 2 new trainings coming up in October. The Power of Habit and Crucial Accountability hosted by our very own Katja Rieger and Shivangi Walke.

Whether it's about minimizing defensiveness in the first 30 seconds of an accountability discussion or changing old habits from our 100% physical workdays, we can help you turn discomfort into safe dialogue and transition smoothly.

Grab EARLY BIRD tickets now! https://buff.ly/3bJ5HwC

We hope you will find our tips valuable as you approach sensitive situations in a new world.

10/09/2020

The key to creating a culture of 200% accountability is not in the life-and-death moments. The culture and ethical health of an organization is set during low-stakes moments that evince the same value-conflicts as high stakes ones. Moral decline doesn’t come from individuals selling out to overwhelming temptation. It comes from the thousands of moments when people witness small compromises but say nothing. For example, the crucial moment is not when someone is about to embezzle. It’s years earlier when someone watches the prospective embezzler padding his expenses and says nothing.
- Joseph Grenny
https://buff.ly/2FkBeJr

10/09/2020

When coordination is asynchronous, there is a risk that coordination failures may go undetected for too long – for instance, two individuals may be working in parallel on the same problem, making one of their efforts redundant, or one person may be making changes that that are incompatible with the efforts of another. To minimize this risk, employees are urged to submit the minimum viable change — an early stage, imperfect version of their suggested changes to code or documents. This makes it more likely that people will pick up on whether work is incompatible or being duplicated. Obviously, a policy of minimum viable changes should come with a “no shame” policy on delivering a temporarily imperfect output. In remote settings, the value of knowing what the other is doing as soon as possible is greater than getting the perfect product.

-Marco Minervini , Darren Murph and Phanish Puranam

Three rules from a company that’s been fully remote since 2014.

09/09/2020

200% ACCOUNTABILITY MEANS I am not only 100% accountable for my own behavior but I am also 100% accountable for everyone else’s behavior. If you see it, you say it. Period. Not only is there no retribution for pointing out others’ faults, it is seen as a sign of love and selflessness to do so. In fact, the surefire way of getting into trouble in our community is to not speak up when you see someone do something wrong.
- Joseph Grenny
https://buff.ly/2FkBeJr

09/09/2020

Successful onboarding in a virtual environment also hinges on an organization’s ability to build bonds between existing employees and new hires. One technique that translates nicely to online platforms is mentoring. Organizations can assign more experienced workers to guide new hires during their first weeks and months, answering questions and modeling behavior.
Some organizations facilitate one-on-one guidance, but mentoring pods can deliver even better results. Instead of reporting just to one person, new hires interact with each other in small groups led by the same mentor. The arrangement boosts accountability because new hires do not want to let down their peers. Assignment completion rates go up, and more people hit their performance targets.

- Rajshree Agarwal

Leaders at entrepreneurial firms must work to preserve "organizational soul" during periods of rapid growth. The risks multiply during Covid-19, when onboarding must continue while entire organizations work from home.

08/09/2020

“People who are skilled at dialogue do their best to make it safe for everyone to add their meaning to the shared pool--even ideas that at first glance appear controversial, wrong, or at odds with their own beliefs. Now, obviously they don't agree with every idea; they simply do their best to ensure that all ideas find their way into the open.”
― Kerry Patterson

08/09/2020

If you want your teams to be engaged in their work, you have to make their work engaging.
The most powerful way to do this is to give people the opportunity to experiment and solve problems that really matter. These problems won’t be the same for every team or organization. They may not even be easy to identify at first. Your employees will need your help to do this. Ask them: Where can we deliver amazing service to our customers? What’s broken that our team can fix? What will drive growth even in a time of fear? Why are these problems critical, valuable, and interesting?
- Lindsay McGregor and Neel Doshi

Give people the opportunity to solve problems that really matter.

07/09/2020

To deliver effective virtual training, you must shift your mindset. It’s a limited perspective to think only about how your content will be affected by a virtual platform. Instead, think about how you can create a virtual learning experience.
You must first realize that a virtual classroom behaves similarly to a physical classroom. So start by asking yourself, “How do I deliver a successful in-person presentation?” Then ask the follow-up question, “How would that translate to a virtual classroom?” These questions will help you address everything from classroom setup and slide-deck preparation to classroom management and delivery techniques. Having the right mindset, and seeing the benefits and opportunities of virtual delivery, is the right place to start.
- Scott Robley, VitalSmarts Crucial Skills Blog
https://buff.ly/3i8fpv4