Welcome to your ICRealtime customized resource page! As part of our commitment to excellence, we have created a special web page accessible only to ICRealtime where we will post content related to projects we are doing for you to further enhance and add value to your experience with us.
Assessment review of last round of ICRealtime employees
Plan to use assessment data for employee development
Productive conflict training for leadership in FL
Ongoing sales support
May We Suggest.....
This month's reading:
#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. We are excited to announce that, we are certified in Brene´Brown's new curriculum based on Dare to Lead that will be available in January!
Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential.
When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work.
But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start.
Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question:
How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?
In this new book, Brown uses research, stories, and examples to answer these questions in the no-BSstyle that millions of readers have come to expect and love.
These videos will help you focus on one value per week. They explain what behaviors are connected to each value to make sure that everyone is moving in the same direction. In order to change behavior it is important that you really focus on one value per week instead of trying to work on them all at one time. Behavior change is made in small steps!
While most people associate the word conflict with something negative, it is critical to be able to have conflict on a team and in an organization. The best ideas or solutions to a problem come from situations where people with different perspectives and ideas are able to voice their opinions, respectfully debate and work together to come to a solution.
Unfortunately, conflict can cause emotions to run high and before you know it, things can spin out of control and team members react rather than respond. We have all seen it and it can get ugly. Typically one of two things happen; either people get loud or passive aggressive or shut down completely. In either case, tension is high and results are low. So what can you do to have healthy conflict?
One thing we do with clients is to help them come up with what we call "Rules of Engagement". These are agreed upon rules that are posted on posters or poster-sized post-it notes in meetings to hold team members accountable for their behavior when conflict arises. These rules help temper emotions and allow for brilliant ideas and solutions to surface in meetings.
To come up with rules of engagement for a team, it is important to create this list in a meeting specifically for this task and not in the midst of a conflict crisis. We typically go around the room and ask each member of the team what they need to feel safe to voice their opinion in a conflict. Answers typically range from a guarantee of no retribution to no yelling to not calling out an individual in front of the group. The list always includes being respectful and making sure talk revolves around the "thing" and not any one person. Non-productive behavior like blaming is typically taken off the table.
When teams consistently adhere to their rules of engagement people are more likely to speak up, listen and consider other opinions. When that happens teams are actually brought closer by conflict and brilliant ideas are born.