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RbC for Business

For over 15 years, Results-based Conversations (RbC) method has been effectively used by businesses to accelerate results, introduce innovation, manage change and maximize alignment for action.

RbC has been used successfully in the OIl & Gas, Retail, Communications, Manufacturing, Consulting and Technology industries.

Whether used to accomplish Strategic Planning, Project Management, Change Management or establish new Partnerships, RbC unites and focuses organization’s to achieve mission-critical results.

“As an executive with John Deere, I have used the RbC method in a variety of applications to include large corporate gatherings, unit strategy development sessions, and international sessions. 

The RbC method creates collaborative decisions, produces detailed actions, but just as important creates real ownership for those actions.” Denny Daughtery

Director, Global Marketing @ John Deere

“In a global corporation, it is imperative to have an aligned leadership team to have any hope of executing a world-wide strategy.

I have used the RbC method several times to create just such strategies.

Each time the process accelerated results, reduced our overall risk, and created real alignment and buy-in across business lines, andgeographic regions.” Hilary Ware

Chief Human Resources Officer @ Cheniere Energy Inc.

What are Examples of the Value of RbC?

  • In 3 days, an international organization created their annual corporate strategy including substrategies for specific geographic areas with direct input from 80 participants.

  • A large retailer collaborated with its largest supplier to create an innovative win-win partnership after several years of no progress.

  • The CIO of a communication company restructured his entire I.T. organization, in four days, to meet changing company priorities.

  • Two Regional VP’s, who were former competitors, were able to jointly  identify millions in new sales opportunities after being acquired by a new organization.

  • Faced with competing demands for changes and improvements, an organization gathered 70 key staff and developed a prioritized rollout plan for a new ERP system.

What is the "secret sauce" of an RbC Session?

RbC is based on four over-arching assumptions.

1. The answers are in the room.  RbC is not about imposing outside viewpoints.  It’s about having the right participants in the room to get the right answers for your organization.

2. Collaboration is not about addition but about multiplication.  RbC sessions not only produce detailed actions but they also draw out innovative possibilities and allow for the emergence of new ideas.

3. People own what they create.  In RbC sessions, participants are actively involved.  They become emotionally invested in objectives they help to create.

4. Collaborative Session Desgn is the key to achieving results.  RbC is not like “traditional facilitation.  Senior leaders engage in defining the work to be done prior to the session.  They influence the direction of the work during the session to achieve desired outcomes

What is the Real Value of Collaboration?

The answer, to this question, may seem obvious but many do not see the scope of the problem in today’s world.  RbC helps organizations overcome common collaborative challenges including:

  • Empowering a diverse Workforce

  • Enhancing Alliances/Partnerships

  • Managing Organizational Change

  • Challenging timeframes

  • Integrating remote work-teams

  • Discovering innovative solutions

  • Leveraging the power of Ideas

RbC builds effective collaboration as a foundational component of organizational health and performance.  It reduces organizational friction, creates common objectives, motivates people and values their contributions.

What are typical Goals of an RbC Session?

Common objectives for Sessions include:

1. Creating specific action plans for driving organization change across business units

2. Identifying specific organizational changes that will increase performance and accelerate results

3. Aligning multiple viewpoints toward a common goal

4. Building team values across multiple disparate units

How is the Success of an RbC Session measured?

Prior to the RbC session, the RbC facilitator and Session Owner work closely together to create the Session Design.  The RbC method uses a structured approach to ensure objectives and outcomes are defined clearly beforehand.  The success of the RbC Session is based on accomplishing the specific outcomes and objectives.

The RbC Training Experience

RbC training is as interactive and collaborative as an RbC session itself.

It includes knowledge transfer, role-playing, and group discussions.  It incorporates multiple interactions which engage students at both the head and heart level.

The three-day training is both intense and energetic.

Students will be challenged to expand their emotional intelligence as they tackle the challenges of facilitating both small and large groups.

In this training, students will learn how to both design and facilitate collaborative sessions using the RbC method.

The RbC Training Overview

Results-based Conversations (RbC) training equips participants to use the RbC method to both design and facilitate collaborative sessions.

As a trained RbC facilitator you will be able to use the RbC method to conduct collaborative sessions similar to those described on this website.

This training will give you the tools and abilities to understand the general way to conduct RbC sessions and how to customize the RbC Method to meet specific needs and to work in your specific context.

Designing RbC Sessions

RbC is a facilitative method based upon principles, not techniques.

As such, it is guided by a “Design”, rather than in-the-moment facilitation techniques.

A Design is a detailed agenda created by the leaders of a session and the facilitator prior to the session itself. This ensures that the conversations and work done in the session will accomplish the goals and objectives set for the session.

You will develop skills to work with leadership to determine goals/objective and set proper expectations for a successful session.

Using this skills you will then be able to create a proper design to achieve those goals and objectives.

In the training you will learn :

  • How create an effective session design
  • How to  apply the 6 P’s model to establish session objectives and expectations
  • How the key principles of the RbC Method (Attitudes and Action) apply
  • How to apply the RbC Models to create a robust collaborative experience for participants
  • How to create the best venue for your session
  • How to determine the number and type of participants
    How to choose the types of Activities to achieve session outcomes
  • How to sequence Activities for best group interactions
  • How to develop appropriate Assignments for each Activity
  • How and when to best use RbC visual worksheets
  • How to leverage and apply RbC Kits to enhance standard session types

Facilitating RbC Sessions

Facilitating an RbC session is different from traditional facilitation.

Because it is based on Design, the facilitator’s role is more that of a coach rather than a “process cop”.

The facilitators main role is to guide participants through the planned Activities in the Design.  Facilitators monitor both individual and group interactions.

RbC facilitators know when to stimulate creative thinking and when to focus workgroups on detailed action planning.  They are able to create the best dialogue, engage each person and elicit the best thinking all while ensuring the objectives of each Activity are accomplished.  Their focus is enabling the RbC process and not controlling the outcomes.

The RbC facilitator is focused on helping participants have the best conversations, they can, as they accomplish organizational objectives.

During the training they learn:

  • How to create and manage workgroups in the Session
  • How to manage dominant personalities
  • How to incorporate the proper spiritual rhythm for the session
  • How to use the RbC method to address common session killers like:
    • Dominating personalities/roles
    • Wandering into rabbit trails
    • Disengaged/disgruntled participants
    • Information overload
  • How to manage emotional topics/conversations
  • How to lead large group discussions that gather all viewpoints
  • How to lead conversations with Open and Closed questions
  • How to create opportunities for emergence and “aha” thinking
  • How to lead workgroups in developing detailed plans for action
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