This principle is the core of Dr. Pace’s practice: Successful leaders understand the value of trust and personal responsibility in the workplace.
By incorporating these two values into their vision, effective leaders build their organization and enable others to achieve their work goals. Leaders earn respect when they invest time and attention into the people they work with, and they no longer hear attitudes like, “Why do I dislike coming to work, and why don’t I like the individuals I work with?”
Dr. Pace customizes leadership development programs to enable staff at all levels to become competent leaders. The outcome of her agenda is to shift leaders from ideas to action, transferring sound leadership principles via distributive learning.
Leadership development is the blending of skill and behavior. The leaders must understand themselves and others in order to foster work settings for the achievement of their goals.
The leadership development programs range from long-term organizational change initiatives that leverage formal instruction, coaching and action development plans to half-to full-day workshops, and multi-day training events.
Leadership Development Program Components
Dr. Pace uses tools and 360° assessments to measure current capacities, plus feedback and development plans to ensure performance.
Ongoing Retreat & Seminars
Multi day-one day training sessions that develop skills and build knowledge and retreats are a specialty of Pacemaker. Dr. Pace’s retreats are highly interactive, engaging and full of experiential fun. The research has shown that if the participants “think, do and see,” participants retain more. Dr. Pace also uses various associates to bring added value and to customize the retreat sessions.
Leadership Competencies—Trust and Personal Accountability
Pacemaker establishes detailed leadership competencies that align with the organization’s goals. Dr. Pace’s workshops and retreats hone two skills: trust and personal accountability.
Trust is a powerful benefit for all organizations and their employees. Research shows that one of the reasons individuals leave an organization is the lack of trust. According to management expert Ken Blanchard, “Bureaucratic organizations typically are close to bankruptcy in terms of trust—direct reporters do not trust managers, and managers do not trust direct reporters.”
Dr. Pace includes trust in her seminars, retreats and initiatives as a top-level priority. In a “responsibility” environment (one where employees takes personal responsibility) building trust is the key. Four elements—openness, accountability, responsibility and straightforwardness— are essential to building trust.
Accountability has become one of the biggest issues facing business today. Why won´t people accept responsibility for what they do?
Accountable employees are open to learning, and use their creativity and initiative to think of ways that they can improve their individual performances. So much is written about how to find the best talent, but what does an organization do to retain its talent?
Pacemaker help organizations create an environment where people love coming to work. The approach uses tools that measure the work environment, team effectiveness and management competencies. Accountable employees are more productive, they stay longer and the environment remains a “non-toxic” environment. At Pacemaker, participants learn:
- What kind of organizational culture is necessary to attract and retain accountable people
- What the key factors are in creating that culture
- What to measure to know what you need to change
- What people should be accountable for