BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

Turn Conflict into Stronger Relationships

part-2
“You did this.”
“Oh yeah? Well, you did that!”
“Well, I only did that because you did something else!”
“Hey, I had to do that because you did…”

conflict-resolution-therapy-2And so it goes. It may sound like a playground conversation, but fill in the blanks and you may recognize a “discussion” you’ve had with a spouse, co-worker, family member or friend. It’s an escalating spiral heading nowhere good. How can you curb the escalation and move things in a positive direction?

You can not only derail the escalating conflict, you can actually strengthen the relationship by developing the ability to manage conflict, not simply react to it. Managing conflict starts with listening and truly hearing what the other person is saying and finding 2% you can own.

Accusations are by nature emotional; they’re subjective and often exaggerated. You don’t have to accept the entire accusation being lobbed at you. But somewhere in the claims might be a nugget of truth. Something you can acknowledge and commit to work on.

Look for just 2% of what the other person is saying and take it on. Be willing to say, “OK, there’s a piece of what you’re saying I can acknowledge. Here’s what I’m willing to do about it going forward. Here’s how I’m willing to adjust, to operate differently.”

One person stepping outside the escalation, hearing what the other is saying, and taking ownership of just 2% will defuse the situation. It will often open the other person up to reciprocating. That will lead to more open, productive conversations and a stronger relationship.

The passion and conviction that’s driving a conflict situation can lead to action and commitment. And it can lead to stronger interpersonal relationships.

As we said last week: Good relationships are not defined by an absence of conflict. They’re defined by the ability to handle conflict well.

If you’re willing to own 2% in conflict situations, you can manage conflict situations, not simply react. You’ll be able to turn conflict into strengthened relationships and positive change.

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