Munich (Germany), and Lisbon.

Wow! Congrats🤩 Thank you for sharing.

@Holly MacLean Thank you for sharing the links and your knowledge. Sadly the first link is no longer available. Could you still share the pdf? Would be great. As you wrote and guessed it, in this case it was first important to understand the root cause of the described behavior. With this client, we identified a few areas which were - taking things personally - lack of clarity - lack of verbalized expectations In the following workshops we worked on this specific targets to improve the communication.

@Caroline Van de Venne I appreciate your tip, and yes sometimes it's helpful. I don't like to work in this setting with a personality tool which is often misunderstood.

@LaYinka Sanni Thank you for your reply and your thoughts. Let me add some context and answer your questions to go deeper: First, normally I separate my services between a workshop, a training and a coaching and consulting/sparring. Yes, in real life it is not possible all the time, and I do my best to give my clients clarity. I truly love clear roles and expectations. Coaching is a part of my zone of genius. According to the true definition of the zone of genius the question is, what is it in coaching what I do best. In my case, discovering and identify the root cause of a problem or symptom, especially when you deal with it long term and tried it all. In a regular coaching setting I help/support my clients to solve this. Now I want to create an offer with my unique ability as a workshop for companies and teams. In this 4 hours workshop we only discover and identify the root cause - nothing more so far. What I experienced in most companies is, that change and transformation fails because it addresses not the root cause and/or no one is aware of this. They waste money, time and energy for nothing. As I'm in the process of designing the workshop and the needs/outcome for my clients, I was thinking about what to do with the information after the workshop. Do I want to offer some consulting - yes or no?! And our call yesterday caught up with my question. ______________________ To answer your first question: Yes, the information out of the workshop is the result of the work we did in the workshop. > To go deeper: Do I want to leave my client alone with the information and results out of our workshop. Am I ok with that? Am I'm the right one to help them find solutions after the workshop? Do I need to control this? Would this block the internal growth process of my client/the company? _______________________ Your second question: It's maybe similar to my answer below. It = The outcome of the workshop. I'm curious about your thoughts.

@Connor Swenson Thank you for your reply. What types of trainings do you offer? For me, the intention and goal of a training is different from a workshop. A training is here to teach and train some skills, develop new skills etc. Theoretical no follow up needed because the impact of the training is based on the user needs which were evaluated before the training. A workshop is here to solve a specific question, make a decision, explore something, find solutions. Follow up could make sense. That's my definition, it doesn't have to be right for you. For the specific workshop I want to offer, there could be a consulting follow up. The question is, do I want to do it. And if not, with whom could I partner or collaborate? I would like to know if AJ& Smart collaborate with agenies for this case.

Hi Caroline, in cases like this, the first question I ask both participants (first alone, after this together): Do you want to be right (win)? Or do you want to focus on your connection/relationship? The answers (Yes/No) determines the further process and the possibility to find a solution. Let them also focus on the things they have in common and the things they appreciate in each other. (For example make a list of 10 points etc.). Also, it's ok to not be the same opinion/on the same page. That's a quality which is really underrated. In my opinion, if it's a work relationship, it's also a matter/topic of the team lead.

I invest a lot in business coaching, overcoming limiting beliefs, astrology, study around community psychology and culture, learning about rituals and holding space, creating outstanding experiences from event managers. That's my current state :-) I use 1:1 coachings, books, online courses.

In my case, and as mentioned before, the time-paradox. And also the summer-paradox, because I'm outside a lot of time...

Hi @Katarzyna Oratowska, here is the structure how I work with people to say No: 1. Information what hinders us to say No (limiting beliefs, shame, lack of confidence etc. - you can collect this with your group) 2. Structure to say No: 1. Confirmation about the spoken words from your counterpart (I heard..., I understand...) / 2. The reason why you have to say No (security reason, time, ressource...), repeat max two times / 3. Silence (the hardest part). Example Dog in the office (this is an easy example to practice): I heard you wish to bring your dog into our office. (Confirmation) Due to healthy reasons it is not possible to allow your employees to bring their dogs to work. (Silence.) If you have any questions, feel free to write me directly.

Hi @Anna Shildrick, I work with the framework of Theory U in most of my workshops. Feel free to send me your questions via DM. Depends on the topic, this is how I use it (just an example, you can use the framework how you need it): 1. Downloading: Open the mind, let everything be there - writing on cards - topic displayed at flip chart etc./ At the end I always the question: And what else? (take your time) 2. Seeing: I pin the cards on a wall - let the participants make a gallery walk - read the results, notes of their colleagues. 3. Sensing: Meditation or awareness practice to feel and sense 4. Letting go: Depends on the topic and team, for example each participant writes down on a piece of paper what they want to let go - in my last workshop we burnt the pieces down (outside) 5. Break - fresh air - lunch 6. Presencing: What's new? Define small group and let them discuss and collect ideas on cards (depends on the topics, I connect the last steps from presencing and crystallizing) 7. Prototyping: Let them free explore and play, how to bring the new things into reality 8. Performing/Presentation: Let each group present their results. Last step: Let them celebrate their results :-) Last last step: What's next? Agree with the team what comes next.

@Artur Kasza Yes, it is. Thank you for the additional context. It is also about "Often, the problem is not the problem. It's so much deeper, because we are humans."

@Kenneth Agerholm Thank you for the information around the conference. Sounds interesting. I hope my question was not too direct. Curious to hear about your answer.

@Jakub Michalski Hi, happy to be here 😍

Hi Benedict, just found your post and it sounds interesting. Are you still seeking?

Hi Göran, interesting question. For me, facilitation is a tool/skill. It did not describe how I help/support people/teams/companies and the value of It's like "I have a car/drilling machine." With both you can do a lot of stuff, the real question is which problem they solve/ which service you offer. Example: I work as facilitator vs. I help leaders make decisions easier and faster. / I help leaders solve their problems fast. So for me, these platforms would be more useful if I would be able to choose the value I bring to a company.

@Göran Hielscher What about a new platform with two sides? On the one side the company who are able to display and describe their current challenges/problems, and on the other hand us as facilitator with our specific skills. And behind all of this a matching-process like tinder.