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MAGAZINE
Leadership Programs
Transformational & Adaptive Leadership
Creative & Innovation Leadership
Inspirational & Narrative Leadership
AI & Digital Leadership
Conscious & Wise Leadership
Self-Aware, EQ & Empathic Leadership
High-Potential Leaders
The Transformational Leadership Launchpad
Peer-Powered Transformational Leadership Coaching
Courses
Self-Awareness & Self-Mastery
Change Management & Mindsets
Creative Thinking & Innovation Mindsets
Conscious Mindsets & Behavior Change
Storytelling, Pitching & Narrative
Interpersonal Effectiveness & Relationship Skills
Mastering Resilience
Fundamentals of Leadership & Coaching
Leadership Foundations, Values & Career Ambitions
Teamwork
Innovation Training & Coaching
Team Offsites & Effectiveness
Transformative Circles For Teams
Consulting
Creative Strategy Workshops
Breakthrough Innovation Programs
Change Management & Digital Transformation Programs
Systemic Change Workshops & Programs
Products
Leadership Coaching Kit
Resilience Mastery Toolkit
Transformative Communication Scripts
Leadership Values & Vision Toolkit
Essentials of Transformational Leadership On-Demand Course
About
Our Leadership Curriculum
Our Interventions
Our Theory
Our Work
Contact
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Leadership Program Briefing
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Key Information
First Name
Last Name
Email
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Phone Number Incl. Country Code
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Company
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Company Website / URL
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Department / Brand / Unit
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Overall Aims
What is the headline title of the program or intervention (if there is one)?
As you currently see it and understand it, what is the single most important ambition for this program (this may shift as you progress through this briefing form?
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The Audience/Cohort
How many people will be involved in the program?
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<20
20-50
50-150
150-500
500-1000
1000+
What functions or business units will be involved and why?
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What is the rough make up of the cohort in terms of ages, genders, and cultural diversities?
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Where will people be geographically located?
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Are there multiple paygrades/responsibility levels? What are they?
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Are the participants at a similar level of leadership development, maturity, and sophistication—and why?
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Diagnostic
We design every program to meet a company's culture/context where it is at... and then elevate it. Please give us as much specificity and nuance as you can.
What is the context to this project? Where is the team and organization currently at? What is the state of the system?
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What do/might people say is working really well within the leadership team and the culture of leadership as a whole?
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Are there any hidden or unspoken Ineffective group dynamics, power struggles, individual dysfunctions, and root causes that it is hoped might be "fixed" by this program?
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What are the current complaints, moans and cynicisms about the leadership team and the culture of leadership?
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Overall, which of these would you say describe your leadership team / culture? There is no judgement with this—and don't worry if they seem to contradict as this is very common
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Hierarchical and siloed
Networked / flat / self-organized
Management through 'Command & Control'
Management through empowerment & delegation
Decision-making in the center (near HQ)
Decision-making at the edges (near customers)
Get stuff done now / be fast
Think things through / be reflective
Explore and experiment effectively
Execute and exploit efficiently
Comfort with ambiguity, complexity, systemic emergence and uncertainty
Desire for certainty, control, linearity and over-simplicity
Widespread confusion
Widespread clarity
Entrepreneurship and can-do attitudes
Seeking of approval and authorization from above
Process-driven
Idea and/or customer insight-driven
Creative / innovative
Perfectionist / "get things right first time"
Active listening, compassion & empathy
Expedience, blame and "being right'
Energetic and passionate
Calm and professional
Tech / engineering-focused
Customer / brand / story-focused
Strength, power and decisiveness valued
Vulnerability, honesty and openess valued
Agile, curious, alert and responsive
Slow to act, question assumptions and to change
High degree of stress / overwhelm
Authentic commitment to, and policies for, sustained wellbeing
Shame around failure and experimental mistakes
Experimentation encouraged and mistakes learnt from
Whining and complaining
Shared responsibility for culture / problems
Sense of common purpose / positive social impact
Cynicism about purpose / positive social impact
Sense of psychological safety - "We've Got Your Back"
Sense of fear of being second-guessed / blamed
Transparency, integrity, and brave truth-speaking
Half-truths, manipulation, and power plays
High emotional intelligence and awareness of bodily sensations and intuitions (e.g. interoception)
Low emotional intelligence and awareness of bodily sensations and intuitions (e.g. interoception)
Significant and sustained investment in relationships / social capital / trust
Sporadic and minimal investment in relationships / social capital / trust
What has been tried before in leadership development/team interventions/culture change—and has failed or under-performed?
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What fears and frustrations might participants in the program have about leadership development and coaching?
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What excitements and opportunities might participants in the program see in leadership development and coaching?
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Given this, where do you want this cohort of leaders to be after the project?
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Specific Business & Culture Issues
Only needs to be answered if you want to include practical project fieldwork that solves business or team/culture problems—and gets your leaders using their new mindsets and tools on concrete challenges.
What "outside-in" BUSINESS breakthroughs—ie. in innovation, business transformation, digital-first business models, customer-centricity—could be accelerated with a project-driven aspect of a leadership program?
To fulfill on BUSINESS breakthrough opportunities, would you be able to draw upon budgets held by other functions or units, such as strategy & planning, innovation, R&D, or marketing?
Is there some work to do before we do leadership capability-building in order to cultivate coherence, safety, and belonging in the group?
What "inside-out" TEAM/CULTURE breakthroughs—ie. team effectiveness, conflict resolution, trust-building—could be accelerated with a project-driven aspect of a leadership program?
To fulfill on TEAM/CULTURE breakthrough opportunities, would you be able to draw upon budgets held by other functions or units, such as operations, organizational development, or team effectiveness
To make the most of in-person engagements, do you want to explore the inclusion of strategy/planning sessions / innovation workshops / team-building activities / conflict transformation interventions?
Is there additional budget available to include such interventions?
Given this, where do you want this cohort of leaders to be after the project?
Specific Content & Approaches
This section will help us to select specific areas to include for your leaders from our extensive and comprehensive Self-to-System curriculum—and what types of interventions to suggest from our range of innovative developmental approaches.
Within the context of the fast and furiously changing VUCA world, what capabilities do your leaders need to develop quickest and strongest in order to ensure your org survives and thrives?
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Within the context of the fast and furiously changing VUCA world, what currently most blocks or derails your leaders from ensuring your org survives and thrives?
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Therefore, from your perspective, which of these 5 areas from our Self-to-System® Leadership Curriculum do you feel are MOST important to focus on?
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Conscious & Resilient Leadership
Purposeful & Wise Leadership
Creative & Strategic Leadership
Collaborative & Relational Leadership
Inspirational & Regenerative Leadership
Given the above, which of these elements of our game-changing approach to leadership development do you think it would be most valuable to include:
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Transformational Leadership Evaluation & Diagnostic Toolkit (Each Leader Completes)
Program Alignment & Co-Design Workshop with Key Stakeholders
Transformational Leadership Program Briefing Pack & Agreements
Leadership Development Masterclasses
Transformational Exec Coaching Sessions
The Leadership Coaching Kit (6 Sessions Peer-to-Peer Coaching)
Project Fieldwork: Business Breakthroughs & Innovation
Project Fieldwork: Culture Change & Designing for The Future of Work
Transformational Teamwork Intervention Program
Transformational Leadership Micro-Skills
Embodiment & Conscious Leadership Practices
Printable Take Away Transformation & Innovation Tools
On Demand Online Course: The Essentials of Transformational Leadership
The Leadership Values & Vision Toolkit
The Leadership Purpose Kit
The Team Collaboration Kit
The Systemic Change Kit
The Leadership Storytelling Kit
The Breakthrough Innovation Toolkit
The Transformational Leadership Personal Development Plan
The Resilience Mastery Toolkit
Transformative Communication Scripts
Stakeholder / Cohort Depth Interviews For Design & Engagement
Experiential Games, Visits, & Adventures
Experiential Kick-Off Event (In-person)
Transformative Circles Training
Transformative Circles
A Conscious Leadership Deep Dive or Retreat
The Collaboration & Conflict Deep Dive
A Purposeful & Wise Leadership Retreat
Transformational Storytelling & Executive Presence Deep Dive
Master Transformational Innovation Training
Systemic Change Deep Dive
Confidential Cohort Chat Group Set Up & Animation
Transformative Audio Tracks (Visualizations/Meditations)
Transformational Movie Watching
To fit your needs, which of these is the authentic priority?
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A: Easy-to-measure acquisition of new knowledge and case studies
B: Hard-to-measure changes in mindsets and behaviors
A: Accessible and easy to grasp ideas (that may not be transformative)
B: Deep and transformative thinking that may be a struggle to grasp at first
A: A comfortable and fun experience (but possibly only surface-level change)
B: A challenging and transformative experience (but potentially uncomfortable)
A: Short and infrequent learning sessions
B: Immersive and experiential developmental journeys
A: Simple tools and a few micro-skills
B: Sustained leadership development and a complete tool-set
A: Demonstrating a modest investment in talent development
B: Offering a premium talent experience with committed investment
If you chose 1 or more of the B options above, does the organization have the commitment of time, budget, and focus in order to get the potential benefits? If not, would you want us to engage and influence stakeholders with our advisory and co-creation services first?
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In summary then, what do you definitely WANT us to deliver?
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In summary, is there anything you definitely DO NOT want?
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We are committed transforming leaders so they can transform their challenges and teams. Which of these do you think your cohort(s) are ready for in the journey towards transformed leadership?
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Deep personal reflection, including building awareness of patterns and triggers
Emotional openness, vulnerability, and revealing less visible aspects of the self
The organic and often uncomfortable process of genuine transformation vs. conventional "training"
Making considered mistakes and learning from them in real time (as a leader and as a group process)
Trying out brain-based and/or behavioral science tools and experiences for habit breaking/making
The inevitable discomforts, confusions, and struggles of genuine personal and group breakthroughs
Experiment, adaptation, and evolution of the program we go
Deep and sustained inquiry over months and even years
Adaptive strategy development, strategic innovation, and breakthrough step changes within the program
Learning about, and experimenting with, trauma-informed and embodied practices for enacting lasting positive change or embodied leadership practices (e.g. breathwork, mindfulness, movement, visualizations)
The Cohort Dynamics
Can be filled out later but if you can do it now, even better for design.
Is this a working team or a leadership cohort pulled together from across the org? Do people know each other well? Have there been a lot of new hires? Is there a lot or little trust in the group?
What conflicts, strategic incoherence, and emotional dissonance might be in the cohort?
What incoherence might exists within competing leadership models, theories, capability charts, benchmarks etc etc?
Are there any outdated terms, over-used buzzwords, or mocked jargon from previous models or interventions that could generate an avoidable reaction?
Are participants choosing to be involved or are they expected to attend?
What balance do you think they may want want in terms of in-person connection and depth vs. virtual efficiency and ease?
Will people be in the same rooms, working hybrid, or all remote?
How much access to high-speed broadband and online technologies do they have? How responsive to tech-enable and/ virtual/remote interventions do you think people are?
Process, Alignment & Sign Off
What is the budget? What are the budget constraints (including year end etc)? What are the needs of procurement (if any)?
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What are timelines for how long a program will run and if it will repeat?
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Are there any key dates or organizational cycles/planning processes that may impact program design or delivery (or be leveraged to make the program more awesome)??
What are timelines for program approvals and commencement?
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Who has to sign off on, or input into, the design, budget, and outcomes?
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Which of these people have been involved in filling out this briefing form? Who has not—and please share why not.
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How will stakeholders evaluate the project or determine if it has been a success? Are there any non-explicit metrics that we should all be aware of?
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What are the official KPIs/OKRs for this project? Will they be measured fully? Do you need us to support with evaluation?
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Are there any concerns from stakeholders that we can work to alleviate?
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From your perspective, are there competing needs and/or misalignments between stakeholders?
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What 'elephants in the room' should we know about to be safe ourselves, and work to consciously address?
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Why are you doing this project now?
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Is this a competitive bid? Who else is in the running? Have you worked with any of them before?
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Is the organization comfortable with working with boutique consultancies or does it tend to work with the larger providers?
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How are you/your team at working in open, agile and adaptive collaborations with advisors / consultants—co-designing, experimenting, learning and iterating as we go? Do you/your team recognize and plan for the increased time and budget costs of co-creation?
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Is there anything we can do to make collaborative working easier for you?
What draws you to working with Switch On Leadership? Are there elements of our approach or philosophy that really inspire you?
Smart Project Briefing Tool 2022
Phone
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First Name
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Last Name
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Email
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Phone Number Incl. Country Code
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Company
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Company Website / URL
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Department / Brand / Unit
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What is the headline title of the project—or the overall theme of the challenge?
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What is the single most important ambition or goal for the intervention?
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What is the context to this project? Where is the team and organization currently at? What is the state of the system?
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What are the most intense pain points that the team or org is experiencing that are galvanizing attention / budget for a project?
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What is energizing you and the team most about transformation of the unit, team, and leaders? What are the biggest opportunities that we can use this project to help you seize?
What are the current complaints, moans, and cynicisms about the strategy, leadership team, and/or the culture that might be relevant?
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What has been tried before and has failed or under-performed?
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Where do you want the org/unit/function—and its people—to be after the project?
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Roughly how many people will be involved in the project?
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<10
10-20
20-50
50-150
150-500
500-1000
1000+
What functions/business units/countries/brands will participate?
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Are there any key dates for us to be aware of? E.g. strategy / annual planning deadlines, year-end for budgets, shareholder meetings etc.
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Are there any pre-existing meetings, conferences, events we can piggy-back on to minimize additional travel and costs?
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Does everyone have access to online platforms? How responsive to digital and/or virtual interventions do you think people will be?*
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Which of our methodologies and approaches do you feel might be valuable to include in a program?
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Select All
Transformational / sustainable innovation process and toolset
Transformational leadership thinking, tips, and practices
Transformational behavior and culture change hacks and techniques
In-person transformation / innovation / leadership workshops
Virtual transformation / innovation / leadership workshops
Practical problem-solving fieldwork in teams
Bold / iconic acts by the senior leaders to signal change
On-demand content, recordings, guided audio etc
Inspirational keynotes
Event facilitation / hosting
Stakeholder engagement research / interviews
Internal employee research & insights
External customer/consumer research & insights
Involving external partners for collaboration
Service, experience, app, business model design
Business purpose exploration & definition
Leadership / executive team retreats (e.g in nature)
Leadership / executive onboarding sessions
Content from our 6 module leadership curriculum
Program & learning design
4-6 session packages of executive coaching
Leadership learning circles
Solo reflection and inquiry
Leadership scripts and/or pocket guides
Our peer-to-peer Leadership Coaching Toolkit (6 sessions of coaching)
Embodied leadership, resilience, and mindfulness practices
Our 1-page takeaway transformation tools
Team building and conflict transformation
Our individual Leadership Diagnostic Tool
Our Resilience Mastery Toolkit
Our Leadership Values & Vision Toolkit
Our self-created Personal Leadership Plans
Coaching training
Train-the-Trainer sessions
App-based learning
WhatsApp or similar chat platform for the cohort
Transformational movie watching (for powerful leadership stories)
Using preexisting learning / workshop platforms (e.g. Mighty Networks, Howspace, Miro)
Project management and event organization
Other
From your perspective, which of these areas from our Transformational Leadership Curriculum do you feel might be most relevant to the leaders involved?
Select All
Conscious, Empowered & Resilient Leadership
Purposeful, Ethical & Lucid Leadership
Creative, Innovative & Strategic Leadership
Collaborative, Team & Relational Leadership
Influential, Inspirational & Visionary Leadership
Regenerative, Sustainable & Systemic Leadership
Are there any major constraints we need to creatively work with?
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What budget has been set for this program?
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Is there an 'elephant in the room' we should know about to consciously address?
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Are there any potential trigger words, over-used buzzwords, or jargon that people mock that we can avoid?
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Is there anything you definitely DO NOT want to happen?
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Who has to sign off on, or input into, either the project plan or outcomes?
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Have they been involved in filling out this briefing form? If not, can you share why not so we can understand how we might engage and reassure them?
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Will a separate function (e.g. procurement / finance / HR) need to be involved to sign off or to organize the project?
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Are there any concerns within your stakeholder group that we can work to alleviate?
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How is your team / organization at co-creation with consultants—trusting them to deliver value and impact without excess micromanagement?
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What draws you to working with Switch On?
Smart Speaker Briefing Tool
Instagram
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First Name
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Last Name
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Email
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Phone Number Incl. Country Code
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Company
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Website / URL
Business Unit / Department / Brand / Region
Where is the team / audience / organization / industry / membership at? What is working? What is missing?
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What are the most important goals for this event?
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How do you want the keynote to drive change, impact, and value?
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How do you want people to FEEL after the speech or session?
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How do you want people to THINK differently after the speech or session?
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What do you want people to DO differently after the speech or session?
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How many people will be at the event?
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<20
20-50
50-150
150+
500+
Will the audience be senior, junior or a mix? How diverse and inclusive is it? Will there be people from outside the industry/organization? Is everyone English-speaking? What functions will be present?
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Is it virtual or in-person? If physical, where is the event to be held (if known)?
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What is the style and set up of the space / room?
Who is doing the tech (and can you put us in touch with them?)? Are there handsfree mics? Is it a screen or projector? Will there be a podium or table at the front for a laptop?
What time do you want the keynote to start?
How long do you want the keynote to last? Do you want longer and more experiential (e.g. 60 or 90 mins) OR shorter with expert thought leadership (e.g. 25 or 40 mins)?
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What is happening directly before and after the keynote?
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In terms of tone and vibe, which 2-3 of these are most important to you?
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Warmth and interconnection
Thoughtful and opening up reflection
Cutting-edge science and insight
Out-of-industry case studies
Challenging: a wake up call
Space to share together
Optimistic and hopeful about the future
Building trust and cohesion
Learning something new and fascinating
Bringing people together for a step-change
Visionary and transformative
Playful and fun
Introducing s shared language
Focused on the future / systemic drivers of change
Focused on individual empowerment and leadership neuroscience
Which of these might you want to add (may involve additional fees)?
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Q&A session
Involvement on a panel
MC or hosting
An experiential element
A deep dive workshop or leadership development session
Peer-to-peer / group work
Learning or engagement design
Facilitation
Tangible outcomes from an innovation or strategy workshop element
Are there any concerns you have that we can help with? Are there any concerns from senior management that we can work to alleviate?
Is there an 'elephant in the room' we should know about to either consciously address or avoid?
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Is there anything you definitely DO NOT want?
What draws you to working with Nick Jankel?
What is your budget for a speaker (if not already agreed)?
The Collaboration Engine
URL
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First Name
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Last Name
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Email
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Gender:
Website
Zip code / postal code
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(so if we are running events we can let you know)
What is your leadership purpose, in a nutshell?
What is the reason you get out of bed and go to work and/or get involved in projects like this one?
How does your purpose relate to the project you are collaborating on?
How does your purpose coming into collaboration with others feel within?
Does it feel inevitable? Exciting? Scary? Effortless?
Who (users, customers, citizens) do you feel you are targeting / contributing to? What are their unmet needs and unresolved pain points?
How do you see the project making a difference to them? What is the core value proposition?
What does success look and feel like? How would it feel to succeed?
How do or would you measure success for this project?
What does failure look and feel like?
What would a fail look like? How would that feel?
Which of these types of collaboration do you feel your project is?
None are better or worse than any other. However potential risks (collaboration killers) and returns (collaboration possibilities) usually increase as we move down the list. By being clear on kind of collaboration we want, we can prevent a lot of wasted time, effort, and goodwill.
Co-ordination: Encouraging people to join the dots on their activities while working toward different goals (even if there are some synergies)
Co-operation: Ensuring people work together to realize ONE person's or team's goals
Collaboration: Working together to achieve a common goal that all have signed up for and explicitly agree with—and supporting each other to achieve it optimally
Co-creation: Working together to innovate toward a collective ambition but without clearly defined goals or outcomes (yet)
Being totally open kimono, what is your core motivation to be involved?
What do you want to give, or are prepared to give, to the project?
Think ideas, investment, time (how many hours/days per month?), sweat, energy, contacts, advice
What do you need to get or receive to stay committed to the project?
Be as clear about your needs as possible, as hidden or unexpressed needs that are not met are one of the top causes of collaborative failures. Think about reputation, visibility, income, profit, up-side, new contacts, new opportunities, new ideas, stretch, energy, fun, connection, learning, leadership development, etc
Thinking even deeper, and sensing into your emotions and body, are there any hidden or latent needs that you have from your involvement that you have been reticent to become aware of, state, or share?
The clearer you are with your needs, the more you can be transparent with your collaborators and the better able you will be to work together toward success.
Being open and candid, what could get in the way of you staying involved?
Think other commitments, other projects, financial imperatives, moving home, relocation, career changes or promotions, discomfort with collaboration, enjoyment of working alone, over-commitment, lack of time, family/community obligations etc
Being totally transparent, what is at stake for you with this project? What are you risking, if anything?
This is to guage how much the project overlaps with your core mission / ambitions for the world. If there is little at stake, it is vital for those who have a lot at stake to understand the difference in cost/benefit and risk/reward profiles.
What are you prepared to do / not do to make the project work?
There is no right / wrong here. Clarity on each persons "give" helps everyone make informed and empowered choices about how to be involved.What will you put on the line to make it work (reputation, time, income, skills, networks, etc)? Are there any ethical no-nos or imperatives? How much confusion and conflict are you prepared to work through? How much time, over how long a period, are you prepared to invest before seeing a return?
What are the behaviors or qualities of collaborators that you value most in collaboration? What has you feeling most safe, supported, seen, and trusting when working with collaborators?
Consider what you have you learnt from previous collaborative successes or failures about the kinds of collaboration behaviors that work for you. Think about: people doing what they say they will do, showing up on time, showing up with energy and positivity, listening deeply before making a decision, taking on board other people's ideas, being open to have their assumptions challenged, taking the initiative, being decisive, being able to adapt and pivot, speaking up courageously, doing extra work to prepare or make progress, not needing to take all the credit, working hard to find consensus, taking responsibility for mistakes and miscommunication, learning quickly from mistakes, taking compliments and critical feedback easily, being coachable, being creative, being visionary, being diligent, being practical, getting a lot done, taking care with work, communicating calmly, being caring, etc
What are the behaviors or qualities of collaborators that trigger, frustrate, and upset you? What do others do in collaboration that can leave you feeling unsafe, unsupported, unseen, and untrusting?
What triggers you to lose your internal stability, collapse or inflate, and/or lose confidence in the group—and so move into a state of reactivity and defensiveness? Think about: people not doing what they say they will do, showing up late or distracted, being negative and complaining a lot, blaming others and not taking responsibility, not learning from mistakes, not listening before making a decision, refusal to take on board other people's ideas, not having their assumptions challenged, not taking the initiative, being indecisive, finding it hard to adapt and pivot, not speaking up, being overly fearful, not putting the work in, not being prepared, wanting to take all the credit, not taking compliments well, not taking critical feedback on board, not seeking consensus, uncoachable, communicating aggressively or intensely, puffing up/big ego, getting caught in fantasies, not getting enough done, making careless mistakes, not being caring, etc
What are your greatest strengths in collaboration?
What do people know you for? What can you be relied upon to contribute / be like / do?
In a spirit of strong vulnerability and radical learning, how do you self-sabotage yourself and let down others in collaboration?
What would people say about you who you have worked with before? How have you contributed to fails?
In a spirit of strong vulnerability and radical ownership, what specific "protective patterns" do you exhibit in collaboration when you are defensive, reactive, needy, or anxious?
How do you feel, think, and behave when triggered? How do you show up in ways that might trigger others? Think about... overstating strengths and resources, puffing yourself up, people pleasing, over-promising but under-delivering, volunteering for things you can’t do, not stepping up enough, doing too many things, scattered attention, overly rigid, difficulty taking on the insights and ideas of others, paying too much attention to others, etc
What are the early warning signs and signals that show up when you feel under stress or triggered in collaboration?
E.g. Avoiding communication, no eye contact, getting defensive, speaking a lot, stopping speaking, stopping caring, moving on to new things etc.
In a spirit of mutual vulnerability and radical ownership, what what cognitive biases are you aware you might have about the world, the project, and your role in it that might undermine the project?
Are you overly optimistic or pessimistic? Do you believe the hype too much or not enough? Do you ignore evidence when it contradicts your beliefs? Do you selectively seek evidence to support your beliefs? Do you ignore your intuition when it might challenge a relationship? Do you put too much faith in your own intuition? Do you check things out with others? Do you seek consensus and not take action? Are you too used to working alone and don't seek enough collaboration? Do you keep going too long when things aren't working? Do you give up too quickly when perseverance might pay off? Do you struggle to pivot or adapt to new realities? Do you change focus too much and not stay consistent and focused?
What do you do as practice to become self-aware of, shift away from, and even transform your self-sabotaging, protective patterns, and cognitive biases?
Are you prepared to get constructive feedback and/or coaching to ensure collaborative success? How do you like to get or hear coaching, support or feedback?
How can people show they appreciate or value you and your contribution?
What is your language of appreciation and collaborative love?