Risk, Courage, and Thinking examines the delicate balance between courageous action and assessing the risk associated with that action. For leaders to be effective, they must summon courage to act, courage to speak and courage to make decisions. As important as this is, effective leaders must also understand risk and the analysis necessary to make solid choices.
Think In Higher Levels
Tie Decisions to the Mission
Identify Hidden Traps
Avoid Becoming a Critic
Examine Issues and Projects
Overcoming fear and learning the correct applications of courage are the beginning point of this program. From there, Risk, Courage, and Thinking examines several key elements in leadership development related to how leaders view their world and ultimately, how success they are at seeing the big picture. This program provides the skills needed to examine any project, proposal, or operational function critically. This involves asking probing questions, inquiring about the “why” and connecting activities back to the core mission of a business. Another important part of this unit is to use critical thinking effectively but to avoid becoming the critic.
This program continues with expanding thinking and analysis into a more global and systems approach that is focused on finding unintended consequences of decisions and actions. Using a mapping approach, Risk, Courage, and Thinking will assist learners in understanding the connectivity and consequences of all changes and workplace decisions. The program will also insure certain levels or altitudes of thought based on leadership level and influence.
1. Enhance courage and risk tolerance.
2. Overcome fears that can hamper acting courageously.
3. Understand the importance of critical and systems thinking in higher levels of the organization.
4. Utilize key skills to examine issues, projects, and entire operations critically.
5. Avoid becoming a critic while using critical thinking.
6. Learn and use skills to look at issues from a higher altitude and be able to identify unintended consequences and hidden traps.
7. Consistently tie decisions and actions back to the mission and core principles of the organization.
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