P R O C E S S
Our organizational training and development philosophy:
Effective training is a
P ROC E SS not an event. Requirements:
RACTICAL CONTENT– material that explores principles, methods and purposes
EPETITION – the foundation of all learning
WNERSHIP – by management and staff inside your organization
ONSISTENT MESSAGE – each time presented
ASILY CUSTOMIZED – content connected to the problems facing the organization and individual
UPPORT TOOLS – user-friendly resources for the participants and facilitator
PECIFIC PLAN – for implementation and follow-up
QBQ! has had tremendous impact on our organization. I have had the opportunity to facilitate the QBQ! program to over 100 employees and nothing but positive feedback! Participants say this is the best course they have ever attended. People are even asking to be placed into a class. And, QBQ! has been very helpful in my own life. I look forward to continuing to spread the message of personal accountability throughout our entire organization! Glenn J. Newby, Safety Manager, BNSF Railway
ACHIEVING EXCELLENCE BY PRACTICING
The QBQ! program can be facilitated by an internally or externally provided facilitator.
QBQ! content is presented on DVD by author John G. Miller.
ACHIEVING EXCELLENCE BY P R A C T I C I N G P E R S O N A L A C C O U N TA B I L I T Y IN BUSINESS AND IN LIFE
F E AT U R I N G J O H N G . M I L L E R
The comprehensive training system provides: The Facilitator: A Facilitator Guide (96 pages) providing practical ideas for tailoring QBQ! and making it real, plus four instructional modules of core content. Average running time of each of these four sessions of material: 27 minutes. When facilitated in a classroom or team setting, the full program can be implemented in four 1– to 3–hour workshops, a half day, or one full day.
In addition to the tools described above, the facilitator receives all the materials the participant does, described below.
The Participant: A 56- page, visually stimulat- ing and easy-to-use content handbook to be completed during the instructional time, two audio CDs contain- ing the entire training system soundtrack, a QBQ! pad and pen, and the book QBQ! The Question Behind the Question by John G. Miller.
QBQ! system tools pictured above: Facilitator Guide, Participant Handbook, QBQ! The Question Behind the Question book, and complete content soundtrack on audio CD.
QBQ! Content Outline
S e s s i o n I : Q B Q ! A To o l f o r L e a d e r s a t A l l L eve l s
Defining the QBQ!
Two Myths of Accountability
A Picture of Personal
The Power of Choice
Our Leadership Role
S e s s i o n I I : T h e “ H o w To ” o f t h e Q B Q !
The QBQ! Guidelines
Stop the Blame Game
How Leaders View Problems
The Foundation of Teamwork
The Value of Action
S e s s i o n I I I : Pe r s o n a l A c c o u n t a b i l i t y i n A c t i o n
Adapting to Change
The Essence of Learning
Serving and Coaching: A Leader’s Job
The Cornerstone of Leadership
• Understanding Communication
• The Power of Serving Others
A Timeless Message
S e s s i o n I V: Q B Q ! C r e a t i v i t y a n d I n t e g r i t y
Careers Require Ownership
The Cost of Organizational Politics
Characteristics of Achievers
The Cornerstone of Success: Belief
Common Gaps of Integrity
An Integrity Test
Believers in the QBQ! Message:
Blue Cross of MN
Radio Shack of
Bausch & Lomb
Ben Venue Labs
Royal Bank of
Papa John’s Pizza
Philip Morris USA
Wells Fargo Corp.
1st National Bank of
Pier 1 Imports
Tyco HealthCare UNUM Provident U.S. Department of
The QBQ! training system on personal accountability has eliminated the "we've always done it that way" mindset. Creating a NO BLAME environment has made staff much more forthcoming about their own performance and ways to improve. Clearly, the training has enhanced overall job
satisfaction— and our surveys are now showing these
Sharon L. Harris, Laboratory Director,
Harris Methodist Hospital