2017 services guide jeremy watkins - squarespace · 2017 services guide connecting the human...

J E R E M Y W A T K I N ST h e B a r e f o o t L e a d e r

2017 Services Guide

C o n n e c t i n g t h e H u m a n E l e m e n tt o L e a d e r s h i p , S t r a t e g y a n dM o t i v a t i o n

Keynotes, Workshops and Programmes

J E R E M Y W A T K I N S . C O M . A U

CONTENTS

KEYNOTES - PAGES 6-11

Who is The Barefoot Leader?

3 workshops to embed the learningsfrom the keynotes or as stand out

experiences

Barefoot Leadership -a 6 month leadership development

programme

PROGRAMMES - PAGES 26-31

WORKSHOPS - PAGES 12-25

ABOUT JEREMY - PAGES 3-5

4 different keynotesfrom his experiences and expertise

J E R E M Y W A T K I N S . C O M . A U 2

JEREMY WATKINSThe Barefoot Leader


Jeremy began his career following a traditional path of tertiaryeducation, working his way up the corporate ladder inprofessional service practices, financial institutions and mutlinational resource sector organisations. In his management andleadership roles his focus was primarily on delivering financialvalue and shareholder return.

But something was missing.

Taking himself on a personal journey that resulted inhim becoming a master in neurolingustics, an internationallyaccredited coach and motivation expert, he found his missing link.

Jeremy now works with organisations and their leaders, thatconnect with the need to develop and grow human value.

He works with leaders who believe that connecting the humanelement to leadership, strategy and motivation, better positionsthem and their organisations to create long term sustainablereturns. He helps deliver financial value through human value.

RESEARCH ,INNOVAT ION ANDLEADERSH IP IN

BALANCE When I'm not busy speaking, delivering workshops,facilitating offsite events or working one on one withleaders, you will either find me spending time with mybeautiful family, or focusing on my own self leadership.(following my barefoot leadership model see page 28 )

A key element of innovational self leadership for me isgrounded in research and practical application.

The development of practical models and strategies toimplement, that focus on the human element of leadershipstrategy and motivation, is at the core of all that I deliver.

This enables me to keep you up to date, with newconcepts and ideas, that can be used every day to help

you make better happen.


JEREMY WATKINSA Leader in Act ion


Understanding leadership, strategy andmotivation is great for purpose driven ventures.

For Jeremy, his Father in Law being diagnosedwith terminal prostate cancer, was his catalyst forchange.

Since 2011 Jeremy has been running a uniqueteam focused charity cycling event to help raiseawareness for prostate cancer and funds for theProstate Cancer Foundation of Australia (PCFA).Since it's inception ProState Active has savedmens' lives through it's awareness campaignsand has raised in excess of $900,000 for PCFA.

"Significant and meaningfulventures are often ignited by acatalyst, by a need and a desire forchange. We must pursue better togrow and evolve."

5

T H E B E N E F I T S

Events, Conferences and Offsites are a powerful way to connect and reconnect people. It's whythey happen. When people get together they tend to swap pleasantries, tell stories and shareideas that they are comfortable with. It's nice, yet there is an opportunity for something better.

By setting the context, creating a positive environment, then filling an event with relevant andrelatable content, people get inspired. They become motivated to step beyond their currentthinking and engage in meaningful and sometimes uncomfortable discussions. These could be thediscussions that shape the future.

The next few pages explain the Keynotes (let's call them Footnotes) on offer which are intendedto be a catalyst to prompt those, all important and meaningful discussions at your next event.

EVENTS , CONFERENCESAND OFFS I TES


FOOTNOTESKeynote 1: The Barefoot (R)evolution

Keynote 2: The Pursuit of Betterment

Keynote 3: The Eye of the Storm

Keynote 4: Pirates are (un)real

15‐90 MINUTES


Footnote 1: The Barefoot (R)evolutionWhy connected leaders are more effective 1This footnote might just spark a positive revolution in the way your people envision the future of leadership.(or at the very least get them thinking about the need for an evolution of their approach, to being even moreconnected as leaders.)

DiscoverHow to reimagine leadership

How to future proof yourself

and your organisation from

uncertainty and volatility

How the body/ mind

connection is vital for

leadership

ForCorporate Leadership

Conferences

Offsite leadership retreats

Senior leadership teams

To not just exist, but to thrive, in an increasingly unpredictable and ever changing landscape weneed to be fitter, faster and more flexible, we need to be grounded, grateful and gracious, we needto be inspirational, individual and intentional.

• It is time to side step volatility, uncertainty, complexity and ambiguity (VUCA) • It is time to embrace an anti VUCA world, where vitality, unity, clarity and authenticity lead • It is time to reimagine the future leadership, and that starts with self

Great leaders know this. They embrace the need to understand and connect with themselves, andothers, more so than ever before. They know that to be even more successful, they need tocontinually evolve and grow.

This footnote examines why connection is fundamentally important to the future of leadership, andhow when we connect with ourselves and others, we become the catalyst of positive change, to lead in ways that have the potential to transform organisations.

Jeremy opens by outlining a highly personal self-leadership story. From being told that he wouldnever run again and had only 2 years before being in a wheelchair for the rest of his life, Jeremyexplains how his search for another way, lead to his accidental discovery and transition to barefootrunning and the development of his unique barefoot leadership philosophy.

Key Themes: SelfLeadership, Leadership, Connection, Transition, Transformation 8

2Footnote 2: The Pursuit of BettermentWhy organisations need better more than best

Discover

For

This footnote will inspire your people to shift the focus of their thinking and behaving towards insightfulinputs and meaningful progress.

There is nothing wrong with being the best. Somebody has to be. Nobody takes on a meaningful

venture with an intention to be average.

There is also nothing wrong with measuring outputs and results. We need to, to understand

where we are, at any specific point in time, in relation to our goals.

The problems appear and the behavioural cracks start to show, when output measures become

input drivers, and the primary focus of attention and energy.

If we are not careful, the constant push for performance can start to feel like even our best is not

good enough, so motivation and engagement drops and meaningful progress slows.

To sustainably grow, evolve and deliver meaningful progress, we must pursue better. And not

just for ourselves, but for others.

Jeremy shares how personal experiences from a young age, set him up to always push to be

the best, with serious consequences. He shares how a single moment in time, when his father in

law was diagnosed with terminal prostate cancer, became the catalyst for him to adjust the

focus of his attention from trying to be the best, to simply being better.

Jeremy explores how this small step created a massive shift, enabling him to raise over

$900,000 for the Prostate Cancer Foundation of Australia, through his team focused, charity

cycling event ProState Active, and how you too can be a catalyst of change for the better.

The science behind what

drives us to be the best

Why we should let go of best

and seek out better

How small steps create

massive shifts

How to shape culture

Organisations going through

significant change

Senior executives tasked

with continuous

improvement

Multi ownership, network

marketing / large franchise

groups

Key Themes: Motivation, Human Behaviour, Sustainability, Inspiration, Leadership 9

3Footnote 3: The Eye of the StormHow leaders navigate through (un)certain times

Discover

For

Imagine yourself as the navigator on a small racing yacht in the middle of the South Pacific with a crew ofnovice sailors. Now Imagine a storm of cyclonic power approaching. What will you do next?

When navigating through uncertain times it may feel like we are in the middle of a never ending

low pressure system that is intensifying all of the time. So, we methodically prepare.

We batten down the hatches, stow everything away securely, and wait for the inevitable storm

to hit. Or do we?

Linking this metaphor back to business, we all understand our direction is fundamental.

We know that holding our course will ultimately take us to our destination, but sometimes,

making a timely and well thought through change in tack, may be exactly what is needed to

navigate the dangers and uncertainties of the approaching storms of change.

By understanding how human motivation and behaviour link to strategy design we can position

ourselves, our teams and our organisations better, to move us away from the eye of the storm

and towards smooth sailing and calm blue ocean waters.

During this high energy footnote, Jeremy recalls the mistakes, misjudgements and motivational

oversights that nearly cost him and a whole crew of sailors their lives, so that you don’t fall into

the same trap when designing and implementing your own strategies.

How to lead through

uncertain times

Why clarity of vision and

direction is fundamental to

success

Why flexibility and agility

are prerequisites

to modern day strategies

Organisations and

leadership teams dealing

with uncertainty

Rapidly expanding Multi

ownership, network

marketing and franchise

groups

Key Themes: Motivation, Direction, Strategy, Flexibility, Human Behaviour 10

4Perception, Projection and Motivation under pressureFootnote 4: Pirates are (un)real

Discover

For

Motivation is one of the most important keys to success. With it comes the drive for people to accomplish theirgoals, maintain their focus, solve problems and do great work.

But what happens when pressure builds, and a whole new set of opposing motivational forces ( let's call thempirates) come into play?

If left unchallenged, these pirates of the mind can take over the helm from even the saltiest of

sea captains.

• It is time to really understand what motivates us to do what we do• It is time to fine tune our perceptions and focus our projections• It is time to prepare for the future of work

This footnote demystifies the neuroscience of motivation, and explains how with a deeper

understanding of perceptions and projections, we can build positive relationships with one

another and together, design the future of work.

Jeremy opens by taking you on an adventure across the high seas, which should have been

filled with glitz and glamour, but instead was fraught with challenge and danger. He recounts

his ordeal of being attacked by real life pirates, and unpacks his painful learnings about

perceptions, projections and motivation under pressure.

The footnote encourages delegates to look deeper inside themselves, to what really gets them

going, and challenges them to see things from a different angle so they can remain motivated

and on course, even during times of difficulty.

The neuroscience of

motivation drives human (and

pirate!) behaviour

How perception & projection,

impact motivation and

performance

The importance of reflection

and learning whilst venturing

towards the future of work

Leadership teams wanting to

understand motivation and

human behaviour

Senior Leaders mapping out

the future of work

Key Themes: Perception, Projection, Motivation, SelfReflection, Empathy, Conflict 11

Where new ideas and strategies emergeand people connect to a renewed future of work

WORKSHOPS


WORKSHOPS1/2 day to 2 days

All workshops are

highly experiential to

get you thinking

outside the box

(or sometimes in it,

literally!)


"Jeremy's workshops successfully takeyou on a journey out of your comfort

zone - a place you need to be if you aregoing to realistically make significantchanges to improve your performance"

Exec.Mngr.Commonwealth Bank

13

WORKSHOP DES IGN

Real l i fe exper iencesperfect ly complementtheoret ical learning

The Optimal Learning

ExperienceWorkshops are specifically designed with

the optimal adult learning experience in

mind.

Adults typically learn best when provided

with the space and the opportunity to learn,

grow and evolve in their own unique way.

Jeremy focuses his attention on guiding

participants through a well designed (and

often specifically tailored) process, whilst

creating that space and opportunity for them

to have their own experiences, and to learn

in ways that best work for them.


WORKSHOP DEL IVERY

Mixing multiplemodes of deliveryfurther enhances

the learningexperience

The “Facilitraining”

ApproachWorkshops are delivered using many

different communication strategies,

specialist props and unique environments

(both inside and outside).

There is a varying degree of individual and

group discussion work. Jeremy adjusts

content and tailors sessions depending on

the needs of the group on any particular

day.

Workshop sessions typically mix elements

of both facilitation and training, as well as

group / individual coaching and mentoring

with some theoretical learning. This is the

“facilitraining” approach.


A LITTLE EXERCISETO REMIND YOURSELF HOW

YOU MOVE IN ACTION

Think back to the lasttime you learntsomething importantthat you applied toyour work life orpersonal life.Got it? Great.

Now ask yourself the following

questions:

Step 1: Recall Step 2: Remind

Where were you?

What happened?

Why was it memorable?

How did you learn?

What promoted you to take

action?


STEP CHANGE

CHALLENGE

16

HAPPY CL I ENTS !


"Jeremy has been instrumental in helping our team realise the potential of thebusiness and the potential of ourselves individually. We now have a clear vision,

clearly articulated values, and a detailed strategy on how we will achieve ourgoals. Having Jeremy work with our team as helped us to collectively understand

each other more and understand the role we all play in our own success, thesuccess of the business and the success of our clients.

I have no hesitation in recommending him to any business."Director,

Peak Strategies

17

"I would highly recommend this workshop and activity. It makes you think aboutthings you would not consider a problem/concern. Acknowledging these can have a

large impact on productivity and morale. I will certainly be taking all of whatJeremy talked about back to my work place and apply as much as I can, and to

stop, look and listen.Thanks Jeremy!"

Leadership Team, GenesisCancer Care, WA

"Great team building workshop. A real eye opener for colleagues, managers andleaders at all levels. Brilliantly designed and executed to improve your understanding

of self leadership and human behaviour." Exec.Mngr.Commonwealth Bank

WORKSHOP 1 : THE PURSU IT OF BETTERDel iver bet ter impact and va lueThis workshop follows on from the footnote to further explore the conceptof making better happen.

This highly interactive and

experiential 2 day workshop

is designed to support

individuals and teams to

develop a deeper

understanding of how their

work approach and style

determines their results.

It guides them in the

development of new

strategies to have more

impact, create more value

and make better happen.


The Better Impact Model

18

WORKSHOP 1 : THE PURSU IT OF BETTERDel iver bet ter impact and va lue

Workshop Outcomes:Attendees will renew motivationand the desire to search out better,to create greater impact andgenerate more value.

Attendees will leave:

• future focused and outcomeorientated• with new tools and strategies toovercome obstacles and barriers• having shifted their thinking andbehaving from reactive toproactive• enthused and energised to goand proactively seek out better

The Process: 6 Steps to Betterment

The workshop follows a structured six step process:

Step 1 begins with a moment of reflection. Attendees consider where theyfit in the Better Impact Model. During this step we identify barriers to better,

and begin the process of providing clarity around the opportunity for

change.

Step 2 celebrates individual and group success. Celebration providesmotivation and positions attendees perfectly for Step 3.

Step 3 involves understanding what better looks and feels like using thewell formed outcomes process.

Step 4 challenges the individual and the group to delve deeper to identifybeliefs associated with best v’s better. Using neurolinguistic tools,

attendees begin the process of reframing old beliefs.

Step 5 focuses specifically on shifting behaviour. Using the Reactive toProactive Model attendees identify behaviour patterns (both generative and

less so) and seek out new habits that will support them in the future.

Step 6 brings it all together. During this session attendees look back ontheir learnings and develop a plan together to make better happen.

That’s it. Simple, yet not easy. Challenging, yet highly effective !


WORKSHOP 2 : NAV IGAT ING THE STORMBr ing ing the human e lement to s t rategy des ignStrategy design is one of the most important elements for bringing to life new plansand initiatives, either personally, professionally, as teams, as projects or asorganisations.


The problem is that often strategies are

developed in isolation without the full

engagement of the team within this process.

The result is that those tasked with delivering

the strategy don’t always have a clear

understanding, or any true sense of

connection, of what is being proposed.

The human element, which links the people

and the products to the strategy, is missing.

This workshop closes that gap by linking thehuman element to strategy design.

20

WORKSHOP 2 : NAV IGAT ING THE STORMBr ing ing the human e lement to s t rategy des ign

This 2 day workshop designs strategy from the human angle by fully engaging participants in theplanning process, and designing outcomes that are inherently motivating.

Day 1 focuses on framing the strategy

The Workshop


This essential day provides the opportunity to step backfrom where you are and renew your understanding ofthe current business model and strategy.

Following the 9 Step StrategyFrame process,opportunities, strategic risks,barriers and constraints areconsidered prior to clearlyarticulating where you wantto be in the future. The dayfinishes with the wholeteam developing new keyinitiatives.

21

WORKSHOP 2 : NAV IGAT ING THE STORMBr ing ing the human e lement to s t rategy des ignDay 2 dives deeper into the Human Element of strategydesign, working on the team needs as well as initiativedesign.Using the Strategy Design Ladder model and StrategyDesign templates as a as framework, together the teamdevelop the detail behind the initiatives designed in day 1 toenable them to achieve their goals, and make the strategyhappen.

Workshop Outcomes:

Deliverables:

aligned and motivated to delivera strategy they designedwith increased trust andengagement with each other understanding and believing intheir planhaving moved from a space ofdeliberation into intention, actionand execution

The key outcome of the workshopis that the entire team leave:

Each workshop day isaccompanied by a detailed reportand a Strategy Summary.


Creat ing team connect ion and a l ignment throughunderstanding human behaviour and mot ivat ion

There is a difference between working together as agroup of people and a group of people workingtogether as an aligned, and highly motivated team.

Individuals motivational preferences can often be misunderstood

or misinterpreted. Perceptions and projections can cloud

judgements, even in the highest performing teams

This 2 stage initiative provides the data and the insight tocraft high performing teams through understanding humanbehaviour and motivation design, to build the future of work.

Stage 1: involves profiling (using a highly sophisticated tooliWAM) all individuals within the team to build an understanding of

the individuals and team motivational preferences.

Stage 2: is delivered over a 2 day workshop where individualsresults are placed within the team context, enabling the group to

design the future of work that most fits their team motivational

profile.

Understanding motivationalpreferences allows effective teams to

be crafted by design.Exploring motivation can identify hiddenstrengths, uncover blind spots and openup secrets, providing us with the data we

need to focus on being better.


WORKSHOP 3 : P I RATES ARE (UN )REAL

23

Key Outcome 1: Individuals will have an increasedawareness of self and their motivational preferences, aswell as their areas of development making them morevaluable members of the team.

Three Key Outcomes

Key Outcome 2: The whole team will gain an in depthunderstanding of human behaviour and motivation andhow this plays out and effects team performance.

Key Outcome 3: The whole team will become moreconnected, and motivated as a aligned team, allworking towards their common goals and objectives.

The Workshop:This highly experiential 2 day workshop focuses on enhancing individual and team performancethrough understanding human behaviour and motivation. Day 1: Focuses on developing an in depth understanding of human behaviour and motivationDay 2: Focuses on using this newly developed knowledge to design a high performing team basedon individuals motivational preferences. This day may also include an element of strategy design,depending on the needs of the group and it's overall objectives.


WORKSHOP 3 : P I RATES ARE (UN )REAL

24


OFFS I TES AND RETREATSVitamin C+

Venture beyond thedefault experience

and take yourOffsite outdoors

J E R E M YW A T K I N S . C O M . A U

"It is beyond a doubt that allour knowledge begins withexperience."

Taking a group of leaders offsite is a

significant investment of time and resources.

It is vitally important that your offsite

generates the returns you want.

Jeremy specialises in designing and

facilitating specifically tailored offsites in

unique environments, so that attendees can

have experiences beyond the default.

If this sounds interesting let's tee up a chat

and see how together we can design a unique

experience to meet the leadership, strategy

and motivational needs of your group.

Immanuel Kant

25


THE BAREFOOT L EADERSH IPPROGRAMME

The challenge for current and future leaders, is to understand complexconnections, adopt new ways of being and of behaving and to evolve

in ways that make them more rounded, grounded and effective.

3 Key Programme Steps:

1 2 3

Set Up Core ContentDelivery

IntegrationDay

Setup duration is dependent upon the number of participants in each intake.The core content is delivered over a period of 6 days per 6 months.Integration is 1 day.

The Programme is delivered over a 6 month period to a maximum of 20 leaders per intake.

J E R E M YW A T K I N S . C O M . A U 26

T H E B E N E F I T STHE BAREFOOT PH I LOSPOHY

Vitamin C+

Barefoot leadership is based around a simple philosophy.

"To lead others you must be able to lead yourself. To lead yourself,you must connect with, and understand yourself deeply."

It is about being able to link together all the complex elements of self, to be able to effectively andauthentically communicate with others in ways that provide purpose, meaning and direction, whilstinspiring curiosity and motivation.

It is about balancing physical and emotional demands, whilst building endurance and resilience.

To be fully equipped to lead in a complex world requires that we adopt a supplementary approachto leadership development. And that starts with the leader as self.

Great leadership doesn't just happen by accident. It happens by design.It happens by individuals making continual decisions, conscious choices,to evolve themselves and others.

More so than ever before leadership is about connection.


T H E B E N E F I T STHE BAREFOOT L EADERSH IP

MODEL

Vitamin C+The 6 Elements of Barefoot

Think of Barefoot as a balanced lifestyle approach toleadership. A framework from which to evolve andgrow. It is intended to augment the traditionalapproach to leadership development.Understanding human behaviour and the humanexperience is critical to modern day leadership.

The Barefoot Leadership Model has been split into 6key elements all of which are connected at thecore (i.e. the leader as self). Each of the 6elements examine leadership qualities from thehuman angle enabling behavioural change, thatwill result in overall performance improvement.

Barefoot ElementOutcomesLadder



THE BAREFOOT L EADERSH IPPROGRAMME : THE 3 STEPS

1 2 3

Set Up Core ContentDelivery

IntegrationDay

Includes:

Leadership SelfAssessmentsMotivational ProfilingIn depth leadership andmotivational preferencefeedbackDevelopment ofleadership Teammotivational profile

Includes:

Core content delivery(see programmeoverview overleaf)mini projects / activitiesto complete betweensessions, maintainingmomentum and focuson the programme

Includes:

Lessons learntJoint LeadershipcommitmentsReflection of keyexperiencesRevised goals andleadership visionalignmentCelebrations !



T H E B A R E F O O T L E A D E R S H I P

P R O G R A M M E C O R E C O N T E N T

O V E R V I E W



T H E B A R E F O O T L E A D E R S H I P

P R O G R A M M E : K E Y O U T C O M E SAt the conclusion of the programme leaders will leave with a robust understanding of:


"The best

maybe the only?

real direct

measure of

'innovation' is

change in human

behaviour."Stewart Butterfield, CEO, Slack

31

T H E B E N E F I T S Vitamin C+


Best (or better)Foot Forwards

Congratulations !! You've made itto the end of my little guide. I'mhoping there is something in herethat connects with you, sparksyour imagination or fills a currentor future need.

If so, taking the next step is easy.All you need to do is CONNECT.

Drop me an email, find me onFacebook or Linkedin, or give mea ring and we can make a time totalk.I'm looking forward to connectingwith you !!

32

CONNECT WITH ME

[email protected]+61 (0)411 035 920

2017 services guide jeremy watkins - squarespace · 2017 services guide connecting the human...

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