In the mountains, we use guidebooks to help us understand the strange new world that we’re about to enter.
Guidebooks contain written and visual descriptions about the mountain’s features and potential routes to the summit. But they don’t give all of the information away—that would take the fun and excitement out of it! Rather, they give us clues to help us move with confidence through the doubt and uncertainty that we all experience every time we venture into the unknown.
This guidebook is intended to do the same for you—to give you a feel of what we can offer and how we might be able to collaborate (it also includes our fee breakdown).
This is your event and it’s your money on the line—so you’ll want to make sure it’s the best it can possibly be!
This is where we take the relationship a little bit further.
Taking anywhere from half a day to three whole days, we delve further and deeper into the contextual ideas presented during Patrick’s keynotes. Whereas the keynotes tend to focus more on the WHY (why a solution is needed) and the WHAT (what the solution is), Patrick’s workshops focus more on the HOW (how to implement the solution). So if you’re looking to develop new skills for your people to help them and to help your organisation work through uncertainty and complexity, these workshops are the perfect solution.
We offer these workshops in three formats: the first are Workshops 1-3 which you’ll see immediately below and which in restaurant speak are like the set menu. We offer them like this because they work pretty well, just as they are. If you’re not quite sure what you want, these can be a good place to start.
Specific organisational change initiatives and senior leadership, mid-level management and emerging leaders development days and retreats.
Pre-event planning and meetings, pre-event diagnostics (if appropriate), tools such as Operation: Climb
This workshop follows on from the keynote and book of the same name. If the book was to your liking, then you’ll love this workshop. It unpacks a whole heap of HOW your people, teams and organisations can be more agile and innovative by learning the three skills (sensemaking, full- spectrum decision making and getting critical), the three insights (strengths, weaknesses and risk attitude) and the three traits (growth mindset, always be learning, and anti-alpha) of the Alpine Style/Light and Fast Model, and finally, the three components which tie it all together (mission, engagement and antifragility).ENQUIRE NOW
This workshop follows on from the keynote of the same name. It contains similar content to the above Workshop 1, but it’s tweaked just enough to make it specifically relevant to organisational leaders. In this workshop we might deploy the HBDI thinking styles preferences diagnostic, as light and fast leadership has a strong foundation upon internal development and self awareness—and knowing and understanding one’s dominant thinking styles is crucial to this.ENQUIRE NOW
Following on from the keynote, this workshop focuses specifically on the three skills of the Alpine Style Model, which include sense making, full-spectrum decision making, and getting critical. Patrick believes that these three skills are akin to the must read instruction manual for every person using their brain in complex and uncertain (i.e. dangerous and risky) environments. Once these skills are wired, your organisation will be MUCH closer to reaching zero harm.ENQUIRE NOW
1. Sensemaking: the problem with life is that it is most clearly understood backwards, but it must be lived forwards. Sensemaking is the skill we use to develop and test plausible hypotheses of the unknown (i.e. the future) to structure the unknown into something a little more known.
2. Full-spectrum decision making: in today’s world, when we are in a state least suited to doing so, we have to make increasingly difficult and complex decisions. Full-spectrum decision making circumvents this by providing a high-quality decision-making process.
3. Getting critical: most current team-building methods are a waste of time: they confuse team building with team socialising. Getting along in a team is a nice to have, but of greater importance is the capacity for psychological trust, enabling criticality between members.
4. Strengths: rather than a team of well rounded individuals, alpine style teams themselves are well-rounded, consisting of members will individual strengths that complement one another. In other words, do more of what you’re good at.
5. Weaknesses: the strengths-based approach is not considered normal; rather, we have all been raised in a society which focusses on a model of deficit: if you’re not good at something, you must work harder at it. We reverse this process. In other words, do less of what you’re not good at.
6. Risk attitude: most organisational discussions about risk are only negative; that is, they only focus on the downside of risk. But we define risk as uncertainty that matters. It has upside, too! Understanding this idea enables us to shift our risk attitude, which is crucial in order to enable as to launch rapid-fire missions in this new world of work.
7. Growth mindset: the key premise of a fixed mindset is the belief that the qualities (of a person, team or organisation) are unchangeable. A growth mindset on the other hand is one where the qualities are changeable and able to be developed improved.
8. Continuous learning: any organisation getting ready for the future needs to be a learning organisation: one where learning is part of the culture. The societal narrative however is one where education is a finite process which ends when we enter the workforce.
9. Anti-alpha: the role of the traditional charismatic alpha leader with an aura of invincibility and control is no longer required. Anti-alphas have no desire for control, and are not afraid to express emotion and vulnerability—they know that that’s where the magic happens.
10. Mission: this is how autonomous alpine style teams launch projects in the new world. They test the route for weakness, and then launch an all-out mission. They take only what they need, and nothing more.
11. Engagement: this is how alpine style teams continue to work through the discomfort of uncertainty and volatility. Because they have autonomy and are working to their strengths, they know how to operate in a state of Flow.
12. Antifragile: this where the purpose of any future-ready organisation lies. Ready to move with the forces of change, and improve through them. It’s fundamentally different approach to the traditional way of making businesses as robust and resilient.