Without trust, there are always different agendas that can undermine every interaction.

Foundation Training

Who we are, our personality filters, influences how we interact with others.

Who they are, their personality filters, influences how they receive our interaction and then, interact with us.

The Foundation Training can be a standalone, full day or one-half day workshop, but portions of this section are essential for other workshops to build upon.

Various understandings and perspectives from this portion are needed to support aspects of interaction with understanding and development of others.

Foundation 1. Personality

Using one of three assessments to suit the situation and participant group, we identify what individual filters are in place for each participant and how these filters support themselves and others.

Jaak Panksepp’s research and insights, adds another layer of understanding to this age-old topic of human understanding.

Foundation 2. Maslow

A conversation concerning Maslow’s needs, as drivers in the workplace. We all share some common needs that allow us to become part of any culture.

Foundation 3. Trust

Without trust, there are always different agendas that can undermine every interaction. This can be as simple as understanding the rules of the game.

Foundation 4. Relationships

How we communicate with others, based on personalities and many other factors, creates and defines our relationships, good or bad. We will explore what these traits look like and how to tweak or modify our approach to others and actively support our relationships. 

All modules should be supported by the Foundation Training.

It has been our experience, that if we don’t understand the underlying cause that creates an issue or produces a result, good or bad, we are less likely to be able to recreate or avoid the behaviors or situations that have caused that event.

When performing follow-up interviews, with participants from our workshops, everyone can bring up a few topics that have had a good result and usually one major take away that has had a large positive impact on their life or work success.

Our goal for the last few years has been to focus on those major take-aways, those “aha!” moments and spend more time building the foundational knowledge into the workshops that creates powerful insights into our own and other’s behaviors.

The value of the insights speaks to the “learning to fish” analogy. Once this occurs, when we understand the causes, we can take full responsibility for the result. Responsibility allows true ownership for ourselves and our departments, with all related benefits.

So, our goal is to be more specific and focused during our workshops, but this does require the participants to complete an interview, preparation and reading, prior to the workshops.

All modules can be combined with other modules or workshops to support your specific training and scheduling needs.

The benefits include:

  • Shorter workshops. Less time away from their departments, less expense for each engagement
  • More depth and detail for each topic instead of blending presentations to cover several related but different goals
  • Engagement, role plays, action development, etc., are easier to accommodate with fewer participants
  • Better retention and utilization of information and skills.
  • We can schedule multiple branches during each engagement to keep a common theme between locations for better peer support.
  • Additional workshops can be scheduled at 60, 90, 180 days, etc., to dovetail into and enhance previous workshop results.


We all learn differently. This is one of the reasons developing people is so difficult. “Why don’t they pick it up the way I did?” The fact is, by analyzing the situation using our tools, there are four consistent repeatable approaches, that will help avoid many development missteps with people we are developing. This is an area that new and experienced supervisors alike, struggle with on occasion.

1.1. Can they do the job?

Do they have the skills?

1.2. Will they do the job?

Do they have the desire?

1.3. How do we support them in either instance?

Repeatable worksheets and practices to identify the correct strategy to achieve the desired results.


We may have several teams that we support. What is our role and responsibility in each? Are we a quality team member in each of our roles in each of these teams?

1.1. Real and imagined obstacles

As with any interaction, we need to be aware of our own biases while trying to support other team members in achieving our goals.

1.2. Trust

When we have trust, we feel safe and will explore ideas, suggestions and creative concepts that we might otherwise shy away from.

1.3. Communication

Open, respectful, constructive conflict is a major component to productive teams.

1.4. Support

When we are part of a quality team, we naturally support others and their successes and they do the same for us.

Communication / Conflict / Correction

When interacting with others, each of us brings our own opinions, perspectives and solutions to every interaction. When solutions match, it is easy; But even when solutions don’t match, it can spark creative, productive interaction, with wonderful results, when there is a trusting environment. Without guidelines, understanding and trust, the process might become confrontational and counterproductive.

1.1 Pace and Priority

  • When both of these match, there is less confusion in all communications.

1.2 Goals and objectives

  • When these match, there should be a commitment and support from all participants.

1.3 Rules of engagement

  • When we have an agreed upon course of action, tools to utilize or steps to take when needed, everyone is more comfortable, supportive and productive from the beginning.

360 Feedback

Our success is not based on our personal perspectives alone. It is influenced by all aspects of our relationships with others and their perceptions of how well we are performing and supporting the group. We all have blind spots that can stifle our growth and the decrease the value that we bring to the workplace. A quality 360 experience fills in the blind spots while confirming the strengths and struggles that we all have. Without honest feedback and support, it is difficult to grow and develop.

1.1. How we see ourselves

What is important to us?

1.2. How others see us

What is important to them?

1.3. Our agreements and gaps

Where the perspectives rankings from the groups overlap, this provides confirmation and direction; Where they don’t overlap can provide insight, awareness and direction.

1.4. Comprehensive analysis with development steps

The participant receives detailed suggestions to support them as they move forward.

Customers / Relationships / Sales

Exceptional customer service experiences and positive sales outcomes are the result of quality relationships.

1.1 Rules of Engagement

  • Have a plan to support your customers that ensures a quality outcome.

1.2 R.A.C.E.

This is our acronym for;

RESULTS – what does this interaction mean to you, the client and your organization?

ACTION and accountability. What is going to happen and who is going to do it?

COMMITMENT – have all parties confirmed responsibility, made a commitment to complete their agreed upon tasks?

EXPECTATIONS – does everyone’s’ expectations match?

  • Do you care enough to win the RACE?

1.3 Presentation / Role Play

  • Working through various scenarios with a supportive group will always be a great way to enhance new skills, techniques or ideas.

Hiring / Selection

When we hire someone, we are making a decision that will impact every other person in our department, branch and organization. It is also a potential employee’s introduction to us, our department and organization. What is their experience and opinion concerning this crucial first step?

1.1. NAHS / Structured Approach

A consistent, structured approach to all aspects of the selection process insures a better result with little chance of legal exposure.

1.2. Benchmark Creation

A valid, consistent baseline that will support all interviews more effectively for a more informed decision

1.3. Question Creation

We don’t want to hear fantasy stories or what the applicant wants us to hear; Structure your interview questions to identify past behaviors which are a much better indicator of future behavior

1.4. Role Play Interview

This is a seldom used skill set for many hiring managers and requires practice to improve. We will structure role plays to accommodate the position and department for future practice, comfort and proficiency

30 minute coach

Personal Coaching for Managers and Supervisors, Sales People, Customer Service Reps and any employee that you value and would like to see excel.

What is 30 minute coach?

A 30 minute, one-on-one phone / web meeting with Dave Haddox:

  • specific to the individual
  • specific to the company
  • specific to the task
  • tied to progress on the job
  • focused and driven by the participant
  • confirmed and supported by the immediate supervisor
  • reinforced and directed by Dave Haddox
  • Measured weekly in most situations

5 Part Coaching Model

  1. Identify the areas of concern
  2. Administer the appropriate profile, assessment or survey
  3. Create an action plan
  4. Follow up
  5. Recognition / reward / impact