The concept of Building Capacity suggests that after a while more knowledge isn't the answer to seeing your employees move closer towards their potential. Creating environments that have them use more of what they already know is. I like to say that my Building Capacity workshops and keynotes help you recover value from every workshop you have taken.
After studying Economics & French at the University of Calgary my industry career included two components. Fresh out of school I worked as a Retail Manager in Toronto, Ontario for Consumers Distributing. Following that I enjoyed a 15 year career in Oil & Gas with Shell Canada. My time there started as a Customer Service Representative in their 1 800 Call Centre before evolving through major account roles in service then sales. My last role at Shell was Marketing Manager for our line of leading commercial lubricants for industrial application. My work experiences run the gamut of front line counter interactions with clients to boardroom presentations to CEOs. i credit my work experience for my ability to connect to all levels of an organization.
As an avid student of human behaviour I'm always looking to reflect real world / root cause problems & solutions in my presentations. I love taking the complex and bringing it down to simple choices people can make.
I'm an author of 2 books: Authorenticity: A Pathway to Purpose and 5 Choices for Effective Leadership. The latter a must have guide for any new leader or a struggling leader wanting a reset. Authorenticity is a personal book helping you figure out "What you were born to do". Authenticity is at the root of Building Capacity. Here are 6 core principles I believe in and messages that ring loud and clear in my workshops/keynotes:
1. Authenticity is important. You move towards potential by growing strengths and managing weakness.
2. Ongoing empathetic and honest Authenticity conversations with each employee are crucial to greater employee/team motivation and rising corporate results.
3. Best decisions are made on data. Collect behavioral data. Do not manage primarily by what you think and feel. Gut intuition is valuable but it is not a feeling. It is experiential data we have internalized over time that helps us be more efficient in decision making moving forward.
4. If you can't see it, you can't achieve it. If you want to change what people do, you need to first change what they see.
5. Common Sense is the clearly communicated and committed to expectations and consequences in any relationship. Early on, communicating for common sense is crucial to foundational results and corporate sustainability. Later on, if you don't challenge it, it will stifle and kill the ability of your organization to innovate and be relevant in tommorrow's marketplace.
6. After a while more knowledge isn't the answer to driving potential. Building the personal capacity to use more of what we already know is.
Lets connect! David
DavidFungCEO & Executive CoachCoachful Coaching Corporation
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