What Differentiates TWP from Other Partners?

TWP's Core Strengths are:

• The ability to create significant and sustained behaviour change so that participants develop new habits. TWP's programs are "sticky" - what happens in the training does make the transition to the workplace and the career of participants. Participants use the insights in their daily lives to create new sustainable habits and measurable results.
  
• Expertise in assisting participants to apply workshop insights to actual business situations and deliver real business results. We integrate the program with business issues faced by the participants, teams and the organization.
  
• Expertise in programs designed to empower executives through major role and career transitions.

i. Transformational Self-Awareness Workshops
This is TWP's fundamental strength. These workshops, typically run at the start of the program, act as the catalyst for transformation and behaviour change by shifting the attitudes that underpin leadership behaviour. As a result, shifts in attitudes can deliver transformational rather than incremental change. In these workshops, participants spend 3-5 days 'looking in the mirror' in a dynamic, interactive and experiential manner at their current leadership behaviour and identify their own leadership development priorities.

These workshops are unique and lead the world. They are more effective than other approaches at driving behaviour change for the following reasons:

• In the workshops, participants explore the underlying filters, beliefs and attitudes (dictated by their history and habits) that drive their behaviour. Only by shifting some of these filters and beliefs will behaviour change. TWP's self-awareness workshops get participants to explore and shift beliefs that get in the way of their leadership effectiveness. In other words, the program addresses the cause /drivers of leadership behaviour, not just the symptoms.
  
• Most other potential training providers use profiling/assessment tools and 360-degree feedback tools as the primary mechanism for leadership self awareness and learning. The weakness of this approach is that this feedback is often taken in and analysed by the recipients through the filters/beliefs they have established over years. They can only see the feedback that their filters allow. Through years of habit, they can probably explain all the reasons why they are receiving this feedback and ultimately they may therefore not change their behaviour.
  
  By comparison, TWP uses these tools as the secondary mechanism for learning, after the experiential self-awareness exercises. Following these self-awareness exercises, participants are much more aware of their own attitudes, beliefs and world views, and are therefore able to look at feedback in a new way. And they are much more committed to incorporate the feedback into the way they work.
  
• Participants identify for themselves their own development needs and are therefore much more likely to do something about what they have learnt. By taking ownership for their learning and contributing their own ideas and insights, the participants have a greater commitment to apply what they have learnt back in their lives.
  
• Participants get an opportunity to actually practise this new behaviour in the workshop, and experience their own effectiveness in relation to this behaviour, rather than just talking about it as intellectual concepts and ideas.

ii. Practical Skill-Based Workshops
The awareness workshop sets the foundation by shifting entrenched mindsets and evoking a strong commitment to learning. In most programs, we then selectively add skill-based workshops, depending on the specific needs of the target audience and the business. The most common focus areas are: Leading Change (using the CAP / ACT Model originally developed by GE), Creativity and Innovation, and Coaching.

The skill-based workshops are delivered in a practical and engaging manner. They provide lots of opportunity to practise the skills in the workshop on real issues faced by the participants rather than in hypothetical situations. After any skill-based workshop there is also immediately a project (either individual or team) back in the workplace. This provides a further vehicle for practising the new skill.

iii. Structure For Linking Workshop to Workplace
At TWP we recognize that workshops are the catalyst for creating powerful insights and learning new skills. However, new habits are only created through daily practise in our lives and application to real-life issues.

At the end of the self-awareness workshop, participants will establish, with a coach, a tailored personal leadership development plan to assist them to apply workshop insights to their work. Participants will link behavioural / development goals with specific actions and business deliverables back at work. In this way the program both supports behaviour change (new habits) and helps deliver business KPI's.

TWP has considerable experience and expertise in assisting organisations to develop a structure for applying learning from workshops back in the workplace with coaching support. This includes assisting organisations to develop their own self-sufficient coaching teams.

iv. Program Finale (creative tension)
At the end of the program, participants come back together and present the results and learning that they have generated during the program. Just like a sports tournament, this 'presentation/ performance' helps to build some creative tension and is an effective mechanism to sustain participants' commitment and generate results back in the workplace.