A Center for Human Systems Master Class Program

The Path to Self-Mastery: In situations where effectiveness is essential or change is desired, leaders must replace habitual, automatic behavior with actions deliberately chosen to create the impacts they desire through conscious management of their emotions, thoughts, and believes.

The Secret Sauce for Effective Teams: Understanding human systems (which behave independently from the values and wishes of its individual members) allows leaders to manage the behaviors of their teams. Otherwise, systemic goals, values and beliefs, i.e., culture and group norms, tend to overwhelm the goals, values, and beliefs of its individual member as it seduces them to conform to the system’s goals, values, and beliefs.

No Significant Success Is Ever Achieved Alone: The ability to build personal and organizational support from diverse sources is crucial to effective leadership and goal accomplishment. No one achieves anything of significance without significant support regardless of the western belief that one must pull oneself up by one’s own bootstraps.

Building better Agreement for Better Results: Building the explicit mutually understood and mutually satisfying agreements that support their efficient and effective execution.

Discerning Facts from Assumptions & Beliefs: Assuring we are working with data as up-to-date and factual as possible, rather than assumptions, interpretations, and speculations, avoids the misunderstandings and upsets that bedevil many leaders. On automatic, we assume our assumptions and interpretations are accurate.

The Key to Staying on Target: Operating from the understanding that feedback is only information (neither good nor bad) allows leaders to determine if what they and their teams are doing is moving them closer or further from their goals. In addition, effective leaders when know how to receive feedback without upset and offer feedback that people will hear as helpful.

The Root of All Team Dysfunction: Creating teams that operate through collaboration, leaders can shift teams away fromthe automatic, win-lose dynamics that create hostile conflict and the excessive conformity which stifle synergy and creativity.

The Source of Synergy and Creativity: Differences are the only source of learning that exists. Using differences to accrue knowledge and skill leaders can stimulate the synergy and creativity that are the hallmark of successful teams and organizations.

Turn Your People on to Their Inherent Excellence: Leaders, who support others to identify and resolve their own issues, reach their own ambitions, and discover their inherent excellence, make their lives both more effective and fun.

There will be no more than fifteen participants in either program. This optimizes the attention that each participant gets.

The ten-month length allows the development and reinforcement of skills that work replacing behaviors that have gotten in the way.

The program staff is deeply skilled and experienced in developing learning environments that are emotionally safe. That safety supports participants to explore the discomfort of their learning edges where the most profound learning occurs.

Unlearning behaviors from old beliefs starts with identifying patterns that undermine productive thoughts and emotions. Modification of these behaviors allow us to impact others as we intend. This inside-out process also promotes learning that lasts.

You will immediately be able to apply new knowledge and skills to the challenges of your workplace, then return to the program to learn from a discussion of what you did that worked and what didn’t.

The Rememory app is a performance-based app for continuous behavior change. It empowers you to develop new habits by transforming our natural resistance to change. The technology is clinically proven methodology changes employee behavior by forming lasting habits

Conversations with other participants is strongly encouraged for additional conceptual and application support. New and strong friendships often occur.

The greatest learning occurs when pa•ticipants actually apply what they have learned to their particular situations. Learning in the program is both immediate and immediately applicable.

Jill is an Business Execution Leader of  Core Technology at W. L. Gore & Associates, the maker of GoreTex and plenty other things.

Dear Dr. Broom, though we haven’t seen each other for nearly a decade, you are on my mind. I want to share with you an overdue note of gratitude. You taught a program at W.L. Gore & Associates called ‘Diversity Champions’ (their in-house name for the Leadership & Self-Mastery program). I participated in the 2011-2012 session. I use your teachings still to this day, often on a weekly or even daily basis. Your teachings have had the biggest impact on my leadership practices throughout my entire career across 3 different companies. I use your teachings around sound and current data, dialogic feedback, your version of a ‘big share’ introduction all the time. And of course, my favorite: ‘How’s that working for you?’ Thank you for all that you taught me. I hope you are well and know how much of a positive impact you have made on the many human systems which you have touched.” March. 2022

Conscious Use of Self

Making Agreements Work

Building Support for Success

Sound and current data

Making Feedback Work

Shifting Win/Lose Power Dynamics

Learning from Differences 

Empowerment

Making Teams Work

July 13 – Accountability and Sustaining Change<br>July 14 Ending and Completion & GRADUATION