What we teach

The best trainers train on many levels at a time.

If you come to one of my leadership trainings you’ll see me teaching leaders to be better leaders, and to be more successful at achieving the outcomes they desire. But if you look very carefully, you will see that I am doing far more than simply teaching leadership skills:

  • When I ask participants to look at the managers and leaders who have bought out the best in them, inevitably they tell me that the best leaders were the ones who cared, who were genuine and honest, who listened, and were visionary. And the worst leaders were the opposite. So while I am teaching about leadership, I am also teaching people helping people to realise the importance of being more caring, honest, visionary, etc. And I am teaching people helping people to realise that success is determined, not so much by what you know, as by who you are.
  • When I teach leaders about decision making I am also teaching them to see new possibilities and to see things from many viewpoints (including those of their enemies).

Because the training helps them in every area of their lives, the training is implemented, and practised, till it becomes a part of who they are, rather than merely remaining as some interesting knowledge that they were taught.

  • When I teach people about customer service or conflict resolution I am also teaching them to be non-reactive, to manage their emotions, and to demonstrate and communicate respect even if others are hostile.
  • When I am teaching leaders to be visionary (and how to be successful at strategic planning) I am also teaching them to focus on their long-term aims, and to identify their underlying values—and to focus on achieving these.
    • And most people’s real aim is happiness. And the best way to achieve long term happiness is through contribution (and love). [Although this might sound like a nice platitude, when people realise this, it is literally life-changing.] 
    • Most leaders began with very positive hopes and aspirations. Even rebel groups often have positive goals that were the initial inspiration for their movement. If I can re-connect people with these original goals, they will be far better leaders than otherwise, and significantly less corrupt.

Another critical component of my work is to help leaders update their strategies. e.g. If an ex-rebel President used to succeed by intimidating people, then he will continue to intimidate people unless a skilled trainer helps him to update his strategy.

    • Another critical component of my work is to help leaders update their strategies. If an employee used to work for a terrible boss, then there is a high chance he has learnt to avoid taking risks—even if they’re in his employer’s best interests. He may have learnt not to share his bright ideas. And he may have learnt that its easier to coast along rather than seeking to be excellent in his job. If he now works with a terrific employer, there’s still a great chance he subconsciously continues to use the same strategies he developed previously—unless he has the opportunity to work with a skilled trainer to identify and update these strategies. (If a rebel leader becomes a President, then his subconscious strategies will include what worked in the past—e.g. Being feared, being tough, being unpredictable, intimidating people, killing off those who oppose him, etc. If he doesn’t have the opportunity to work with a skilled trainer to identify and update these strategies then he will continue using them in the future.)
  • When participants learn about their personality profiles—like the DISC or MBTI profile they are also learning to appreciate the hidden strengths of others and to respect and accept people who operate and think differently than themselves. And they are learning to accept their own weaknesses (as the flip-side to their strengths) which enables them to be more modest, less judgmental, more effective, and less hypocritical.

My focus is actually not so much on merely teaching, as on helping people to realise elements of life that they have already glimpsed at, but not yet solidified into a way of being and operating and thinking.

  • When I am teaching people to be better listeners (whether it is a training on leadership or customer service or sales or conflict resolution or relationship skills or parenting skills) I am also teaching them to be more focused, to be more present, to connect more, and to be less distracted. At the same time I’m teaching them to listen to what the person is really trying to communicate, rather than just the words they are saying. And I am helping them to speak the language of emotion, rather than just of logic.
  •  When I am teaching selling or persuasion or communication skills, I am also teaching participants to speak into the models of reality, and the values and the understandings of the people they are communicating with. Not only do they become far more persuasive, but (by putting themselves into the shoes of others) they actually become more loving… and their relationships with their marriage partner and their children improves too.
  • When I teach people to always seek win/win solutions, I am not only helping to overcome conflict, but I’m helping to create the focus on adding value which will help them to be successful in all areas of their lives.
  • When I am teaching managers about change management, I am also teaching them about their inner psychology, and how they can change their own lives for the better.

When I am teaching selling or persuasion or communication skills, I am also teaching participants to speak into the models of reality, and the values and the understandings of the people they are communicating with.

  • When I’m teaching presentation skills, I’m also teaching participants how to be centered, how to be powerful, how to tap in to one’s emotions, how to connect energetically, how to deal with stress, and how to inspire.  (On average, participants rate their presentation capacity as having improved by 70% after just two hours.)
  • And throughout my trainings, I am teaching people to be significantly more self-aware, to take personal responsibility, and to realise that they determine how they feel (which is a profound realisation). I teach them to understand themselves and others better, and the result of this is that they become far more powerful, more loving, more successful,  more understanding, and more motivating & motivated.
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    This helps them as individuals, as lovers, as parents, and it helps them to be better salespeople, better managers, better business-people, and better leaders.
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    And because the training helps them in every area of their lives, the training is implemented, and practised, till it becomes a part of who they are, rather than merely remaining as some interesting knowledge that they were taught.

Even more important than knowledge, are the attitudes, approach, thinking, frameworks of understanding, motivations, identifications, and ways of operating that people utilise.

  • As alluded to at the beginning of this thought, my focus is actually not so much on merely teaching, as on helping people to realise elements of life that they have already glimpsed at, but not yet solidified into a way of being and operating and thinking. Like other trainers, I believe that knowledge can make a huge difference in helping people to succeed (at work, in life, or as leaders in any field). But I believe that even more important than knowledge, are the attitudes, approach, thinking, frameworks of understanding, motivations, identifications, and ways of operating that people utilise. And so my training focuses, not only on providing knowledge, but also on changing the attitudes, approach, thinking, (and frameworks of understanding, motivations, identifications, and ways of operating) of participants.

- Tony Lenart,

www.PeaceAndProsperity.org, support@peaceandprosperity.org,
Phone: International Roaming +1-202-6810008 Landline +61(0)2-96866003 Uganda +256772788000

P.S. 10 years after attending such trainings, the average feedback is that the training improved the person’s effectiveness by 80%.

  • Initially I didn’t believe this, and presumed people were just trying to be nice to me by saying a large figure. But when I would challenge participants that this must be an exaggeration, they would proceed to detail a long list of what I had taught them many years ago, and the impact each of these elements have made in their lives.
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    Many people are confused if they hear that I helped end two armed conflicts. They know I have no army. And they see that I am not acting in any official capacity carrying a lot of power.
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    If they hear that I have helped companies and individuals to make hundreds of millions of dollars additional profit, then they become even more confused. (Most business-people assume that helping to end wars has nothing to improve their businesses.)
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    Hopefully, this article explains a little more about how I do what I do… and why the impact is often so large.