Colin Chodos
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Biography
Colin is a Director of Corporate Connection Strategies, a specialist consulting company that assists organisations with Strategy, Change Management & People Development. He is actively involved at Board and Senior Executive level in facilitating and implementing change & strategic initiatives for organisations.
Colin’s experience is a result of successfully benchmarking organisational culture, leadership effectiveness and customer loyalty in order to provide his Clients with practical ‘hands on’ solutions to drive productivity and business profitability. He is Chair of 2 Advisory Boards – The Global Beauty Group and Premier Technologies
He has been a keynote speaker at the Telstra Business Awards and is regularly invited to lecture at CEO and executive forums internationally.
Colin lives in Sydney but frequently travels across Australia and NZ for business.
Comments from TEC presentations
- "Excellent facilitator, enthusiastic and very good getting members to participate. Good content, simple but effective"
- "I liked the format and presentation style, lots of talking with us, not at us"
- "Really good refocus on facilitation for leading"
- "Colin has made me more aware of my impact in meetings and has given me some techniques that I did not think about before"
TEC Awards
- Mick Robertson Award: 2005
- Best New Speaker: 2004
- Outstanding Performance: 2007
- 100% club: 2011 and 2012
- Speaker of The Year: 2017
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Presentations
Subject Matter: Leading Transformational Change
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
Are You Managing Change Or Is Change Managing You?
A 3 hour workshop, especially created for TEC, this session addresses one of the key challenges in Australian management, that of managing and leveraging the positive effects of change.
The change model is unique, dealing with the emotional aspect of change, as well as procedures and processes. Examples of topics to be addressed:
The Psychology of Change
- Emotions model
Leveraging Change
- Why 'change'
- Strategies for managing and implementing successful change:
- Opportunity to review people, processes and procedures
- Planning the change campaigns (Harvard case study) - Political; Marketing; Military
- Techniques and tools for co-operation and implementing change
- The role Managers and Leaders play in driving successful change
- Keeping your friends close and your enemies even closer
- Tipping Point Management, widely acclaimed Harvard Business School strategy and case study
Change and Culture
- One change strategy does not fit all
Subject Matter: Corporate Culture; Customer Engagement / Loyalty
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
Harnessing The Power of Your People: to deliver great service, productivity and profitability
The business model concepts are cutting edge and practical management initiatives supported by the widely acclaimed Service Profit Chain (SPC) model created by "Harvard's Heskett et al". This model is based on the principle that capable and satisfied employees have a direct bearing and impact on customer satisfaction, customer loyalty and company profits. The SPC concepts have been successfully implemented by various organisations in the USA and Australia. It provides management a simple and effective methodology to create corporate awareness of service issues and their impact, and measurable strategies to achieve a customer centric culture.
Specially crafted for TEC groups, this workshop examines the key 'stepping stones' components, their influence as business drivers, alignment of management and employee views to business goals and objectives.
Example of likely topics to be addressed:
Employee Capability
- Building a cycle of capability
- Reviewing employee capability and ability
- Investing in employee development and training
- Hiring for attitude, training for skills
- Creating an empowerment culture to deliver results.
Employee Satisfaction
- The value of employee feedback / assessments
- Practical strategies 'putting feedback to work'
- A Manager's role in creating satisfied employees
- Satisfaction - 'An effective tool for reducing employee turn over'.
Employee Loyalty
- The difference between satisfaction vs loyalty
- Why people leave their jobs - current trends
- Reward and recognition - what really works?
Employee Productivity
- Empowerment and productivity
- Managing the stakeholders expectations.
Customer Satisfaction
- The difference between customer satisfaction vs loyalty
- Measuring emotional satisfaction
- Moments of truth - awareness and influence.
Customer Loyalty
- The effect and impact of employee satisfaction on customer loyalty and profits
- Establishing employee awareness of the impact of customer loyalty
- How a 5% increase in customer loyalty can return up to a 70% increase in profits
- Lifetime values.
Subject Matter: Leadership / Role of CEO; Developing your Talent; Team Building
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
High Performance Team Development
In most businesses the 'speed of the pack' is determined by the speed of the 'leader'. Developing a high performance team that can keep up with the entrepreneurial spirit of the leader requires a special type of leadership and focus.
During the highly interactive resource session, we focus on;
- Developing a 'high performance team' check list
- Also discussions and provocative debate questioning
- How would your people rate your 'leadership team'?
- Macro vs micro teams
- Phases of team development
- Leadership responsibility in developing high performance teams
- Developing a 'team charter'
- Selecting the 'right people' on the team
- Team effectiveness - 'Yak Activity' to illustrate team behaviour.
The 2nd part of the session deals with 'goals' and considerations of how the leadership team can drive success;
- How to successfully cascade and implement goals into the business
- Creating a 'desire for achievement'
- Short term vs long term goals - a practical approach
- Tactics for implementing goals
- Developing a goal implementation checklist.
Subject Matter: Presentation Skills; Communication Skills; Agile Thinking
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
The Art and Skill of Facilitation
Why acquire facilitation skills?
A skilled facilitator has the ability to extract the most useful nuggets of information across a group of people. In doing so, strong facilitators readily achieve desired business outcomes by:
- Working to a clear action plan
- Managing diverse groups of people.
Benefits to you and your organisation -
- Enhanced personal confidence: manage people in small to larger group settings more effectively
- Strategic incisiveness: identify the end point and recognise the 'gems' that get you there
- Leadership credibility: operational effectiveness can be significantly improved
- Driving ideas and solutions: techniques are imparted to extract great contributions from individuals in the groups setting
- Improved meeting outcomes: the outputs generated from a well-orchestrated session are enhanced
- Quality input from teams: facilitation is as much about listening as it is about leading.
Outcomes: Participants will learn practical ways to -
- Profile participants and manage seniority sensitivities
- Construct appropriate agendas and facilitators 'run sheets'
- Positively engage a group/audience
- Connect with people- build instant rapport
- Manage conflict within groups
- Dispense with distracting issues and behaviour
- Manage follow-up action plans with agreed ownership
- Change mundane topics into engaging interactive activities
- Use ice-breakers
- Maximise venue seating options
- Understand when technology can work against you
- Use participants to review session material
- Measure facilitation effectiveness
- Effectively manage time.
Subject Matter: Corporate Culture; Leadership / Role of CEO; Agile Thinking
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
Organisational Energy
‘Creating the right energy levels can influence company performance!’
Specially crafted for TEC groups, a 3.5-hour workshop examines how as leaders we can influence the
energy levels of the organisations to drive positive business outcomes.
What is organisational energy?
- Organisational energy is the force with which a company works
- The strength of a company’s organisational energy shows the extent to which a company has mobilised its emotional, mental and behavioural potential in pursuit of its goals
- Organisational energy is central for a company’s performance and closely connected with its success.
Examples of Organisational Energy topics and participant take-outs;
The theory and research behind organisational energy
- Ghoshal etal – Unleashing organisational energy
- How organisational energy is measured
- Understanding the various 'energy states' -
> Comfortable inertia / Resignative inertia / Corrosive energy / Productive energy
- The impact on productivity and effectiveness driving the bottom line.
Which factors drive the creation of organisational energy
- Discussions to highlight the various factors
- TEC member companies personal experience.
The role of Leadership in creating productive organisational energy
- Understanding the 5 major influencing factors -
> Leadership / Strategic direction / Teamwork / Commitment / Confidence
- Which are the priorities?
- Which can I influence?
Strategies to achieve productive energy
- Case studies best reflect how energy levels can be transformed
- When to use various strategies
- Mobilising / Focussing / Maintaining energy.
Practical takeaways
- Reflection on and identification of my company’s energy levels
- Identification of leadership characteristics to improve and impact organisational energy
- Energy change strategies and tactics
- Direct bottom line connections
- Personal energy chart.
Subject Matter: Business Process Improvement / Lean; Leadership / Role of CEO
Suitable For: KEY; TEC; TECR;
Duration: 3.5 hours
The TEC LAB Workshop
Improve your leadership effectiveness by discovering the secrets to implementing TEC processes in your business!
Amazingly, it’s been more than 10 years and 250+ presentations since my first TEC Session in Qld to Barry Upfold’s Group. Over time, I’ve observed that no more than 10% – 20% of TEC Members make use of the valuable processes they learn in TEC ‘within their own companies’.
The reason for my NEW TEC workshop is to maximise the opportunity for TEC Members to leverage their leadership effectiveness!
I firmly believe TEC Members will get additional value and increase the engagement of their people if we are able to more robustly translate TEC processes into Member organisations.
What the workshop will explore and Members will learn?
- The opportunity for TEC Members to implement TEC processes in their organisations
- The benefits to CEO’s and Managers (KEY Groups) of implementing these processes
- The impact on accountability and productivity to deliver increased profits
- An understanding of why these processes work within the TEC groups?
- The secrets, strategies and tactics of how Leaders can implement TEC processes!
- Measuring the impact and improvement
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The CCS Workshop Methodology
Our objective is to provide a holistic and integrated approach to both material content and facilitation methodology.
Our ‘road tested’ success is based on the Empowered Learning Techniques TM which achieves the objectives using and including strategies that;
- Take into account ‘Adult Learning’
- Ensure relevant material components
- Encourage participation
- Maximise participant contribution
- Leverage commitment and existing experience levels
- Provides a fun learning environment.
The construct of the workshop also takes into account the CEO / MD profile of the syndicate participants, as well as the need to achieve credibility and buy-in.
