With training Manual

This video-based programme, which includes an introduction and summarising insights by Dr Stephen R. Covey, deals with leadership and barriers, and especially barriers created through change and when shifts in paradigms are required. It is a powerful documentary using the metaphor of the Berlin Wall for the barriers that exist between individuals, teams, departments, or even between an organisation and its customers. In this highly involving documentary format, "Tearing Down Walls" helps people eliminate miscommunication, distrust, and stereotyping to improve performance and productivity in the workplace.

Learners will be prepared individually, as teams, and as organisations to accept change, shift paradigms and communicate better. They will also learn to initiate effective leadership not merely for short-term gains, but for long-term progress. This programme is one of five in the Covey Leadership Library Series.
Key Learning Points:
1. Barriers or walls, for better or worse, are a fact of life in organisations
2. Some walls are functional, whereas others produce frustration and feelings of helplessness
3 Often the most difficult walls to dismantle are the psychological walls between people
4.Psychological walls can act as barriers by discouraging vital communication among departments, teams, individuals, suppliers, customers, and other stakeholders
5. Successful leaders learn how to recognise when walls are becoming, or have already become, dysfunctional
6. Trust and control are two paradigms that greatly affect change efforts • When trust is low, leaders often turn to control as a leadership style
7. When trust is present, leaders can empower others and align structures and systems with principles of effectiveness
8. We cannot simply change structures or systems to solve problems without dealing with the underlying assumptions that are deeply rooted in the people involved
9.The leader who controls others through fear will find that the control is reactive and temporary
10. We must truly seek first to understand people's paradigms before attempting to initiate change