Interactive & Educational Track Sessions
Executive and Finance
eCameron has numerous Executive and Finance focused presentations and workshops. Besides developing workshops to help organizations better, have also done work with many organizations including Institute for Management Accountant (IMA, Financial Executives Networking Group (FENG), IT Financial Management Associate (ITFMA), the Reno Education, Seminar, and Training (REST), the Bellevue Education, Seminar, and Training (BEST), and others.
eCameron has numerous Information Technology focused presentations and workshops. Besides helping out internal IT groups we have also done work with many organizations including Society for Information Management (SIM), IT Financial Management Associate (ITFMA), Information Processing Managers Association (IPMA), SIMposium, and others.
eCameron has numerous project management focused presentations and workshops. Besides recovering troubled projects we have also done work with many professional organizations including PMI, Major Projects Association, International Project Management Association (IPMA), PMBA World, and others.
Below is a sample of our presentation; however, we regularly do tailored presentations. Call us at +1 360-521-9051 to find out more.
One cornerstone of leadership is our personality traits. Leaders need to develop and hone nine core traits—accountability, ethics, inspiration, decisiveness, awareness, empathy, confidence, focus, and humility—to ensure they can lead a diverse workforce. This session is a deep dive into these traits using a roundtable discussion format—the audience voices their opinions of what the trait is and the presenter moderates the discussion and giving guidance on what the trait means in a business setting. This highly interactive format session is called a "What Would You Do?" style. In this session, 5 to 10 minutes is spent talking about what trait, what the trait means, and hearing from the group on how they have would exhibit the trait. This brings significant audience interaction, involvement, and broader education.
Leaders make decisions. This requires a core set of actions to gather the best information, hear out the concerns of others, and making a decision that everyone will follow—even if there is not unanimous agreement with the decision. Although there are hundreds of actions leaders must take, there are four core actions that all great leaders do—listening, dialog and discussion, selling a vision, and eliminating blame. This session will discuss those actions in a roundtable format that we call a "What Would You Do?" session. In these sessions, the presenter acts as a moderator spending 10 to 15 minutes per topic working with the audience talking about what the action is, how to best do it, and hearing from the group on how they have carried out the action. This brings significant audience interaction, involvement, and broader education.
Salespeople, Project managers, and business leaders, to name a few, need to change their leadership style for every situation. Situational leadership is more important for these roles than nearly any other role in an organization. Central to this leadership style is commanding the six core strategies—directive, expert, consensus, engaging, coaching, and affiliative. These sets leaders the foundation for building the most appropriate leadership style for the conditions surrounding the current events, people in the room, and external conditions. In this roundtable session, which we refer to as a "What Would You Do?" format, the audience debates the use of each strategy as the presenter poses various conditions and dilemmas that face leaders daily. This creates an educational, interactive and entertaining presentation that builds cohesiveness in your group and relationships that last long after your event.
Nothing starts your day worse than waking up to a CNN News crew on your front porch. That is what happened with Cover Oregon (Oregon’s failed HIX implementation). Now, with multiple lawsuits filed, only time will tell who the real losers are. One thing is for sure—there will be no winners. With all the contracts, audit reports, and court documents in the public domain there is no better time to learn.
Change is difficult. And, even if we can get people to change, will it stick? How about ropes, chains, whips, ropes, blindfolds, watermelons, and elastic bands in a fun G-rated presentation that get the audience on their feet and acting the roles that they may think is hindering them from change.
"Our Changes just don't stick!" That is the cry of too many executives exasperated by the waste of resources trying to get people in their organization to adopt new processes. A major portion of the reason is the lack of an organization change management (OCM) mentality in the organization. This is no more apparent than in the method in which initiatives and their constituent projects are executed. Lack of end-user involvement and adoption accountability are at the core of this failure.
Few will disagree that sponsorship is critical to project success, yet how many times to you hear, “Our project sponsor is not engaged!” Our research shows that 80% of all PMs will tell you that engagement is the primary issue they face with the executive sponsor. Even more serious, when discussing the topic with executives, a very large majority will say that consistent, high-quality sponsorship is the number-one problem they see in executing initiatives successfully.
The dearth of corporate leadership is stifling. Daily executives struggle with this reality. The challenge is creating the best learning environment for employees to debate situational leadership challenges. Too many times they are learning on-the-job and making costly mistakes leaving collateral damage in the workplace. Wouldn’t it be nice to have an environment where people could test their reactions to situations that have actually arisen and debate the appropriate resolution in a safe environment?