On July 9-10, 2013, Diamond6 partnered with First Canoe Strategies and Consulting, Inc. to host a very special leadership event for a major US company with international interests. First Canoe, based in Honolulu, includes leadership training and leader development among its core competencies, primarily working with companies based in Hawaii or conducting business there. Seminars can also be packaged for groups from companies based on the mainland that are traveling to or through Hawaii for conventions, off sites, strategic planning sessions or other similar events.
Those who are familiar with the Diamond6 leader training that takes place on the Gettysburg battlefield would recognize the format of the recent event hosted by First Canoe in Honolulu. The foundation of the seminar is based on one of the toughest, best known crucibles for leaders in America’s history—the attack on Pearl Harbor on “A Date Which Will Live in Infamy”, December 7, 1941. On that day, leaders were forged, leadership lessons were learned, and principles were tested that hold enormous value—and relevance—for the leaders of any organization who face tough decisions and the requirement to “make it happen” in an environment of great uncertainty or crisis.
Similar to the Gettysburg experience, Diamond6 and First Canoe facilitators took participants to key vantage points overlooking the sites where leaders took action, made decisions, and otherwise shaped the course of the battle that day, ultimately setting the course of history. At each stop the conversation focused on an important leadership topic:
- Pearl Harbor and “Battleship Row”—How does the company adapt to new technologies?
- Hospital Point (the site of the emergency grounding of the USS Nevada after the initial attack)—How can our leaders make fast decisions in a crisis and get out ahead of the competition or a looming problem?
- Hickam and Wheeler Airfields—Where do we see examples of “groupthink” in the company, and does it have us “lined up on a runway” vulnerable to unexpected surprises?
- Fort Shafter (“The Pineapple Pentagon”)—What is the difference between authority and responsibility? Do we have each allocated appropriately?
- The Punchbowl—Do we understand our organizational culture, and is it conducive to our operations?
The seminar also included time for group discussion and reflection. Some key insights that participants surfaced at these sessions included:
- The Power of the Few: how individual leaders can make a difference for the entire organization.
- Inspirational Leadership: the importance of a motivated and motivational leader.
- Crisis—Danger and Opportunity: how to seize the opportunity and hedge against the effects of danger
- Information and Knowledge: the difference between the two, and how to turn information into knowledge.
- Decision Making: how and when to make decisions, or decide not to.
- Leading the Boss: how to get the decisions and guidance you need to do your job.
- Effective Communications: how to make them the standard in the company.
Based on the survey administered at the end of the session, the experience was both valuable and enjoyable. Some sample comments:
- “Well prepared, planned, and executed by very professional people…” (An assistant to the company’s vice president)
- “All of the seminar was highly impactful, not just one particular part…” (A mid-level manager)
- “I would definitely recommend this seminar to my industry friends…” (A mid-level manager)
- “The participants were “wowed”, with some saying that it was their best training ever!” (Corporate Vice President)
For more information on First Canoe or the “Date Which Will Live in Infamy” Leadership Seminar, go to http://firstcanoe.com or send an e-mail to Crissy Gayagas (President and Founding Partner) at email@example.com. Seminar information is also available through Diamond6 at www.diamondsixleadership.com or firstname.lastname@example.org