JPA Training Programs
Training for the Challenges Business Leaders Face

Business leaders have faced monumental changes within almost every marketplace over the past 10 years. Technology, outsourcing, financial constraints and more. No one understands this better than JPA-International. Since we specialize in people and their thought processes we can help you adapt to these changing times with customized programs created to deal with the latest topics you face. Topic here run the gamut of issues that most all businesses face, from personnel to ethics.

Over 30 Different Programs Custom Tailored to Conditions

JPA-International provides comprehensive training drawn from over 25 years of experience and a collaborative development of training curriculum based on your company’s needs. Choose the topic that best fits your training needs, but also understand that JPA-International can adjust any program or blend multiple topics to meet your company’s specific needs.

Events range from half day to full week events.  All JPA-International programs can be custom tailors to your needs. We can adjust content for the audience and the time available.  call 760 945 9767, email [email protected], or use our handy contact form to get started Click Here.

Advanced Leadership Skills for Executives: Managing the Business

A two part, highly comprehensive program where you will learn the seven core competencies to effective leadership skills and which skills you need for working with your management team and those you report to as well. Find your role between management and board of directors expectations. Discover what senior managers needs to do to be highly effective.

Managing Your Business, Part 1

Based on a tried and true system of management used successfully by U.S. and international companies, this program can increase your internal performance, customer service and satisfaction, and your bottom line by as much as 20-25%.

You will learn how to identify and evaluate the “critical points for success,” how to implement proper procedures, and how to control the information and processes that will ensure success. Properly implemented, this management methodology can change the direction of a department, district, or your whole company.

Join the 5000+ companies in the U.S. alone who have used this “management system” to create their own success story!

The full program agenda includes:

  1. The “management system” and how it will work for you
  2. Your company and its evolution
  3. Your company’s performance vs. comparable companies in the industry
  4. Hard questions on current management structure and company organization
  5. The importance of management participation and support
  6. Defining “critical points for success” in your business
  7. Corrective actions for the management control process
  8. Customer service procedures
  9. Setting up policy guidelines
  10. Delineating roles and responsibilities
  11. Evaluating resources – $’s and people
  12. Establishing training goals
  13. Communicating management’s support for the process
  14. Setting up checks and balances – the audit process
  15. Accepting responsibility for the process

Managing Your Business, Part 2

This program is designed for mid-level managers and all staff involved in the operational activities of the company. It is based on a well proven management system used successfully by thousands of U.S. and international companies, and can increase your company’s internal performance, customer service and satisfaction, and your bottom line by 20-25%. This is a “must” for companies doing business in today’s competitive and rapidly changing business environment.

Managers and staff will learn how to identify and evaluate “critical points for success” within their departments and/or functional areas, how to implement proper procedures, and how to control the information and processes that will ensure success.

This precise methodology for performing operational activities further results in a dramatic increase in staff morale and motivation through ownership of the process, reduced wastage in time and materials, and a customer base that keeps coming back for more.

The full program agenda includes:

  1. Review of current processes
  2. How processes roll up to impact and meet company goals and objectives
  3. Identify and define “critical points for success”
  4. Making a commitment
  5. Define activities, terms, and/or quality that need to be achieved
  6. Documenting the process
  7. Functional/departmental coordination
  8. Meeting objectives – verification
  9. Meeting objectives – review
  10. Ways of improving service
  11. Follow-up procedures
  12. Taking responsibility

Leadership and Communication Skills

This is your opportunity to create and maintain efficient, effective and motivated teams of auditors, maximize management team performance by focusing on the needs of the individual and the team, understand human behavior and ways to deal more effectively with a variety of individuals, improve your ability to communicate with the management team, their subordinates and your clients.

The course covers:

  1. Leadership
  2. Motivation
  3. Social styles of leaders
  4. Relationship management
  5. Communication techniques
  6. Decision making, delegation, and problem solving
  7. Performance management

Outstanding Presentation and Meeting Facilitation Skills for Leaders

Research indicates that presentation skills are critical to not only any job where presentations are given, but it also critical to career success as well. If you run meetings or give formal presentations, you need this course. Leaders especially need presentation skills due to the high visibility involved in opening, interim and closing conferences, as well as numerous special projects requiring formal presentations.

In this two-three day seminar, the focus is on understanding the different types of presentations one can give (depending on the results you want to achieve), how to get the type of presentation you want down on paper into an appropriate format, and then practicing in front of others.

A special segment on overcoming the fear of speaking can be built into the training or be given as a break out session at a conference.

“Joan’s course was a big help, for me personally and my colleagues, when I was tasked with helping our team become proficient in facilitating workshops. I facilitated my first workshop a month after taking the course, and it helped me go in well prepared and confident. A few years later, when I was the Director, I brought Joan in to teach the course a second time. In addition to the obvious value , the skills and principles that Joan teaches are very useful in a broader context. They help you be a better manager and a better communicator.”
Dave Eden, Site Infrastructure Manager, New Nuclear Project, Ontario Power Generation

Effective Communication and Customer Service Skills for Leaders

Your career and personal success depends on your ability to communicate as you work with people both inside and outside your organization. To be truly successful as a communicator, a much larger skills set is needed, as well as flexibility, meaning the ability to quickly adapt your communication approach as the person, title and situation demands. In this session, we will focus on influencing skills, a core competency of leadership.

You will learn:

  1. The 3 most important ways people both communicate and influence others.
  2. Dozens of strategies and examples to demonstrate how these components operate in different areas of your work.
  3. Similar and different communication approaches of leaders and what this means to you.
  4. Practice exercises on subtle influencing skills.

General Development; Business Process Mapping Skills

Effective processes are the lifeblood of an organization. If the organization has a great vision or product or service, but does not have to means in place to implement or manage any of these effectively, growth and financial performance will be greatly compromised.

This practical, fun and highly participatory two-day “how-to” seminar arms you with skills to analyze the way your organization or any work function within it really operates, to identify risks, efficiency and opportunities for improvement, and to implement changes or new processes that will have an immediate impact on the organization’s objectives.

The course is specifically designed for leaders who require a technical, thorough application of business process mapping as a part of daily operations. Attendees not only learn how to:

  1. Do process mapping and assessing
  2. Assess root causes
  3. Sell “changes” to process owners
  4. Facilitate the individual and group dynamics involved in obtaining information from clients
  5. Apply techniques and skills to special projects designed mainly to assess efficiency and effectiveness using a collaborative, client-centered approach

Project Management Skills

Staying efficient is the key to management and business success. Avoid feeling overwhelmed and the feeling of lack of direction. Learn to tie daily activities to organizational objectives, get and stay organized, and meet the challenge of managing multiple projects at one time.

This program covers the following topics:

  1. Five main steps for managing the audit from beginning to end
  2. The design phase
  3. Planning
  4. Building and maintaining a successful team
  5. Implementation and monitoring of the audit
  6. Other issues related to project management, discussed as needed

(Please contact us for a full course outline.)

Performance Management and Coaching Skills

This program is a comprehensive introduction to results-based performance management, goal setting and coaching skills for all levels of management. We begin the program with an overview, then discuss how you can show your own leadership before you are managing other individual’s performance. Develop your own Performance Management System: A step-by-step process for managing performance and coaching effectively. Learn best practices for coaching your subordinates and giving feedback. We’ll present three approaches for giving feedback and coaching, depending on the situation (and time) and when to use each one.

This is a mult-day event. Call for more detail.

Running Fabulous Meetings

The course is divided into two parts that are integrated together throughout the training. The first part provides generic (but still tailored to auditors) training on the planning, facilitation and other meeting skills necessary to run effective meetings. The second part of the course is geared towards specific types of audit meetings (opening and closing conferences, etc.). Because of time, the topic outline below focuses on meetings with clients, but can be adjusted to address any type of meetings, such as audit team meetings or pre-opening conference meetings.

  1. Introduction
  2. The Seven Components of Effective Meetings
  3. Core Communication Skills for Excellent Facilitation of Meetings
  4. The Opening Conference
  5. The Interim Meeting
  6. The Closing Conference
  7. Extremely Useful Tools for Increasing Meeting Effectiveness
  8. Practice, Practice and Practice

Listening Skills: The Business Leader’s Best Friend

Anyone who has to manage, attend meetings, exchange information, conduct interviews or who manages others as part of their work knows how important listening skills are. This is especially true in Western countries, where we are known to have the worst listening skills of all cultures. Yet little time is spent actually learning what exactly to do in order to listen well!

In this breakout session or seminar, you will learn how to listen!

You will also learn that listening is actually a very active mental and physical process, and you will practice the single most important behavior that will guarantee your ability to listen will increase exponentially.

You will also learn how to break any and all bad habits related to poor listening: interrupting, daydreaming, poor rapport- building and many many more.

The session or seminar will be tailored to the specific roles and responsibilities of the participants. Again, when you leave, you will know how to listen!

The Business Leader as Change Agent

As a business leader you assume the role of change agent in numerous ways each day in their work. Learn how to motivate people both within and outside your department to make changes at how work is being done and to try new methods to improve efficiency. Focus on establishing necessary regulations and policies, and acting ethically and responsibly to encourage the change you seek. Participants will also learn how to organize subordinates to develop best practices in achieving change

call about customized outline of this program

Giving Bad News to Clients/Employees

One of the hardest parts of being an leader is when you have to give “bad news” to a client or employee. Equally, one of the hardest responsibilities of the supervisor or manager is when you have to tell someone who works for you that they are not performing as well as you feel they could. As a breakout session, the focus is on the communication skills needed to give difficult feedback.

As a seminar, this session focuses on both the communication skills and also the procedures that need to be put in place to make both giving and receiving bad news as constructive a process as possible.

All content is tailored to the group, be it managers, executives or in-charges. Good managers know how to give bad news.

In the seminar you will learn:

  1. How to set up a very simple system for managing performance, continuous communication, and preventing problems
  2. Understanding, and getting to, the real problem(s) when they arise
  3. Taking positive and proactive action to address the issue(s)
  4. A step-by-step process for giving bad news in any type of management situation
  5. Specific steps for handling specific types of difficult situations and employees
  6. What to do when you have to prepare for dismissing an employee
  7. How to build a good strong employee (or audit) team to minimize many workplace problems in the future

Developing High-Performing, Results-Based Teams

Developing and Implementing High-Performance Teams is a practical, step by step system for developing and sustaining a high performing team. This method teaches a team, and each person within a team, to dramatically improve relationships, planning, quality and productivity. It can even improve your organization’s culture when used properly.

In this session you will learn:

  1. A step by step process for creating and/or building upon a high-performing team at any level and with any group (i.e.; management teams, project teams, departmental teams, cross-functional teams).
  2. The power and importance of accountability in teams, and what that means.
  3. A few words on a quicker and much easier way to develop vision and/or missions and how to actually use them as valuable tools for teamwork.
  4. A powerful process for addressing the “difficult people” issues that come up when people work together.
  5. A powerful process for setting up goals and key performance indicators (or critical success factors) and how to measure progress towards results.
  6. Important comments about facilitating this process, when it may be necessary to use an outside expert, and how to know you are getting a truly qualified person to help you.

This is a very meaty session jam-packed with information you will not want to miss. The results attained are long lasting and measurable; it is effective for any type of team, including management teams. Our system of team development is often used company-wide to transform the organizational culture into both a customer- and team-driven environment. It will increase your bottom line.

Building Collaborative Partnerships Across the Organization

Most business leaders realize that communication skills are just as important to successful business as technical skills. However, most don’t consider that an indirect but equally powerful reason for excellent communication skills is because they ultimately increase the ability to collaborate with others to accomplish tasks and achieve results. And feeling you are genuinely part of a partnership or collaborative effort is much more fun, and gets you much better information for your audit- than not.

This workshop will cover the important issues related to building partnerships with others across the organization, addressing the unique issues that those in audit especially face in detail. Participants will learn:

  1. Networking skills
  2. Non-manipulative persuasive communication skills
  3. Many strategies for managing both their own emotions and others
  4. The behaviors that actually create the perception and the reality that you are collaborative in your approach.
  5. At the same time, participants will actually feel an increased sense of self-empowerment and leadership as they see themselves obtaining better results while increasing professionalism.

The session is highly geared towards information-sharing and interactive exercises, for a very full and practical session with a strong focus on increasing self-awareness and communication skill level. We promise this: being able to be both collaborative and able to provide real solutions to real problems is the best marketing tool you can have in your company.

Emotional Intelligence: Personal and Professional Development Workshop

Emotional Intelligence is a topic that has become of critical importance. Successful leaders (for better or for worse: from Martin Luther King to Hitler) have always known that the secret to effectively leading others and gaining their trust involves engaging their brain, but much more important, engaging their heart. Emotional intelligence is not how to appeal to the heart; but to both the head and the heart. Furthermore, to successfully lead others you first have to most be able to lead yourself, much easier said than done.

You will learn:

  1. How to make better decisions, manage negative emotions, increase positive experiences (and why this is so critical to your health and your success)
  2. How to read others much more accurately, all of which just increases your leadership skill
  3. What leadership is not, when leadership is unhealthy and/or just plain ineffective, and
  4. How can we prevent, or stop, bad leaders.

What you learn will help you in all areas of your life, and especially increase your effectiveness in your organization.

Managing Resistance and Changing Behavior in Yourself and Others

A change agent is one who uses his or her leadership position and expertise to assist others in making necessary changes to increase efficiency and effectiveness in a work function. We begin with a step-by-step approach to implementing change at the organizational level: what you must make sure to do right, and the pitfalls you must avoid. Learn the psychology of resistance in individuals, and possibly yourself, and how that must be handled in organizations. Find out about whistle blowing: what works, what doesn’t (and why), and what can be done about it. This program can be integrated into other JPA training for an extended session.

call for a complete program outline

Improving Leadership Skills Across the Organization

You pride yourself on your areas of expertise; however, this doesn’t mean you know how to really influence people and make change happen. The ability to lead and influence others by communication, collaboration, and performance management skills require knowing how to handle all types of people; people like yourself, but also people with influence who have very different views of (business) reality. Many times these differences in leadership styles are between what we call “technical” and “non-technically oriented” professionals, of whom are often considered from finance, IT, engineering, research and similar professions.

In this session, we will look at:

  1. Fundamentally different approaches to leadership and perspectives on doing business, none of which are necessarily bad, but they can create much stress.
  2. Your fundamental business perspective and what it means through a powerful assessment you will take during the session!
  3. Using leadership styles to learn how to give constructive feedback about performance issues, changes you want see happen, and manage subordinates better in general.
  4. How and when to use positive and constructive feedback as a means of influencing and motivating others.

Cultural Diversity and Cross-Cultural Communication

You pride yourself on your technical skills; however, you also have good ideas to share and feel you don’t know how to really influence people and make change happen. Welcome to the other side of your job, the ability to lead and influence others by communication, collaboration, and performance management skills.

  1. Differences in leadership styles between technical and non-technical professionals, and how to use this information to influence and increase “buy-in.”
  2. How to communicate clearly technical information and what results you want to see happen.
  3. Using leadership styles to learn how to give constructive feedback about performance issues and changes you want them to make and manage subordinates better in general.
  4. How to use positive feedback as a means of influencing and motivating others.

Stress Management: Manage Yourself While Managing Others

This seminar will give you the final word on what really works to manage stress: Did you know that what causes stress-it’s not all bad! Learn why some people experience more stress more quickly than others and discover your stress threshold and what triggers it. Learn what you can do to build a powerful stress management program that works over time and rapidly reduce stress and become calm quickly Apply these skills to all areas of your life.

This program is custom made for the level of audience. Please contact us for a tailored outline.

Cultural Diversity and Cross-Cultural Communication

This is a very hot topic with larger corporations, governments and military. Learn, with practical suggestions, how to better understand and communicate more effectively with those from different backgrounds. The focus is on understanding people from other cultures and countries around the world, and you will leave the session better understanding

  1. A specific overview of differences- and similarities- between people from different cultures.
  2. The four core components that make up our different cultures around the world.
  3. Unintentional positive and negative stereotyping, and how and why we ALL do it.
  4. Some basic but powerful strategies for communicating better with those from different backgrounds.

Conflict Management and Negotiation Skills Training

An excellent finance professional must have excellent conflict management and negotiation skills. There are numerous situations in your profession where differences of opinions occur, ranging from how data should be collected to how it should be interpreted, to what and how it should be made known to others.

In this seminar, the following topics will be covered:

  1. How conflict evolves and where negotiation fits in.
  2. Your own conflict management and negotiation style, with its strengths and challenge areas.
  3. Other negotiation styles, along with numerous conflict management and negotiation strategies for handling all types of situations you encounter.
  4. How to know the difference between “unknowledgeable” people, “stubborn” people and “manipulative” people, and how to handle each.
  5. Negotiation and conflict management skills with subordinates, peers and even your boss, or others at the highest levels of the organization.
  6. Ongoing applications to the challenges finance executives and managers face today.
  7. I’m So Stressed! The final word on what really works to manage stress. (2 hours to 1 day)
  8. What causes stress- it’s not all bad!
  9. Your stress threshold and what triggers it.
  10. Everything you can do to build a powerful stress management program.

“Joan, Not surprisingly, yours was one of the most popular sessions, with more than 300 attendees, and you received very high speaker evaluation ratings. Great job as always.”
Paul J. Sobel, Vice President, Internal Audit, Mirant Corporation

How Enterprise Risk Management (ERM), Sustainability, And ROI Work Together

Implementing a practical and effective solution, and making ERM part of the fabric of your organization.

Review the challenges of implementing an effective ERM program such as how you prioritize the risks, what is the role of the Board of Directors, Audit Committees, and Executive Management. Who should own the risks identified, what are the inherent and residual risks, and who should be responsible for the mitigation plans. You will learn how to develop a Common Risk Language, and Risk Monitoring and Reporting Processes.

“I recently attended a conference on Enterprise Risk Management where JPA’s Robert (Bob) Brewer presented on the subject. I thought that the content of the presentation was both on target for those in attendance (Auditors, Risk Managers, and Compliance professionals) and Bob was an excellent facilitator to present this very interesting topic in today’s highly regulated financial service environment…..” Click here to read the full testimonial and what other clients are saying about JPA.

Enterprise Risk Management (ERM) is a process, effected by an organization’s board of directors, management and other personnel, a key part of strategy and applied across the enterprise, designed to identify potential events that may affect the organization, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of organization objectives. ERM is a complex area that challenges organizations and Board of Directors in deciding how to effectively implement this critical process. We will discuss how to obtain a Return On Investment (ROI) for your ERM process, and how sustainability is an important part of ERM.

Learning Objectives:

  • Learn How to Determine The Risks For Your Organization – How To Get Started On The ERM Journey
  • Learn How to Weight Risk To Determine The Key Risks – Not All Risks Are Created Equal
  • Learn How to Develop a Common Risk Language – ERM Has A Language That Needs To Be Customized For Your Organization
  • Learn To Determine Risk Appetite – Learn The Steps to For Establishing Your Organization’s Risk Appetite
  • Learn Which Is The Appropriate Risk Framework For Your Organization – Evaluate The Different Risk Frameworks
  • Learn How To Develop and Prioritize a Risk Portfolio – Develop An ERM Heat Map
  • Learn How To Develop Your Management’s Risk Tolerance – A Tactical Consideration For Your ERM Journey
  • Learn Who Is Responsible For The Risk – What Are The Roles Of The Board Of Directors, Executive Management, Chief Risk Officer, and Internal Audit
  • Learn How To Decide To Avoid, Accept, Reduce, or Control A Risk – How Do You Respond To The Risks Identified
  • Learn The Appropriate Risk Monitoring and Reporting Processes – How Do You Prepare a Presentation To The Board Of Directors And Executive Management
  • Learn How To Perform Risk Assessments Effectively – Risk Assessments Are A Critical Part Of ERM, And Are Part Art, And Part Science
  • Learn How To Calculate The ROI On Your ERM Process
  • Learn how sustainability is an important part of the ERM process

Who will Benefit:

This course is designed for people that are beginning their ERM journey, or people looking to advance their ERM process. Following personnel will benefit from the course:

  • Chief Risk Officers
  • Risk Management Professionals
  • Internal Audit Professionals
  • Compliance Professionals
  • Finance Professionals
  • Chief Actuaries
  • Anyone interested in learning more about ERM

Organizational Change and ERM

Enterprise Risk Management is an organization-wide effort that involves many departments and levels of people to make it work. It is a huge effort, no matter how small or large your company is. Whatever role your group plays in implementing ERM, risk management or even risk assessments in your organization, understanding the nature of change and how organizations go through it will make a huge difference in how easy or difficult this will be.

Organizations are complex, just like people, and the more you understand how your organization works and where the implementation of risk fits in, the better off you will be.Learn the secrets from someone who really knows- an organizational psychologist! In this session, you will learn:

  1. What the research shows that makes change work in companies
  2. What causes change efforts to fail in organizations- and a lot of them fail
  3. The specific type of organization and organizational culture you are a part of and the change approach to use with each
  4. A step-by-step process for implementing a change management program in a company, regardless of the size of the company
  5. Examples and case studies given

A Dynamic Ethics Program Supports A Strong Social Responsibility Initiative

– An effective Ethics program to strengthen your social compliance.

The negative consequences of unethical behavior can be detrimental to a company, and can cause significant damage to the brand. Creating an ethical culture is more than “Doing the right thing”, and requires a lot of different touch points. We will explore areas such as conflict of interest, gifts and entertainment, and financial integrity. Recent headlines such as the “Bangladesh Factory Inferno

This presentation will explore how ethical behavior is part of every organization, and developing a strong ethical culture is important to the success of any company. Corporate Social Responsibility is an important commitment by a company to be ethical and contribute to the economic and quality of life of the workforce and their families, the environment, and society.

Why should you attend – Fear, uncertainty and doubt (FUD) liner for the marketing purpose (Between 250 – 500 words):

The negative consequences of unethical behavior can be detrimental to a company, and can cause significant damage to the brand. Creating an ethical culture is more than “Doing the right thing”, and requires a lot of different touch points. We will explore areas such as conflict of interest, gifts and entertainment, and financial integrity. Recent headlines such as the “Bangladesh Factory Inferno Witness: Managers Ignored Fire” and “Your iPhone was Built, In Part, by 13 Year-Olds Working 16 Hours A Day For 70 Cents An Hour” are two examples of many stories that show the importance of a comprehensive Corporate Social Responsibility program. Such an effective program includes strong support from Executive Management, definitive policies within the Company and for the Suppliers, audits and inspections, and a corrective action process.

Areas Covered in the Session:

  • How do you develop an ethics culture?
  • How does a person make an ethical decision?
  • What are the elements of an effective ethics program?
  • What are the communication touch points for a successful ethics program?
  • Why Corporate Social Responsibility is an important ethical issue?
  • How do you audit/inspect the suppliers to ensure compliance with your policies?
  • What is a zero tolerance violation, and how do you handle the violation?
  • What is a effective corrective action program?

Anti-Corruption Program including the Foreign Corrupt Practices Act (FCPA)

– A layman’s approach for a complicated area

The U.S. Government has significantly increased the enforcement of FCPA, and a record number of companies have been assessed fines and penalties. This is a challenging area for multinational companies to enforce compliance in each country they operate regardless of the size of the operation.

The enforcement of FCPA has increased significantly by the U.S. Securities & Exchange Commission (SEC), U.S. Department of Justice (DOJ), and the U.S. Federal Bureau of Investigations (FBI) has established a specialized unit for FCPA. The top 10 FCPA settlements have occurred since 2008 with the first conviction through criminal trial under FCPA in May 2011.

The U.S. Government has added emphasis on the enforcement of FCPA, and a record number of companies have been assessed fines and penalties. This is a challenging area for multinational companies to enforce compliance in each country they operate regardless of the size of the operation. In addition to the U.S. corruption law many other countries have similar laws such as the United Kingdom, China, Columbia, India, and Canada. The FCPA has two key parts which are the Anti-Bribery provisions and the Accounting provisions. We will explore each of these key provisions, and how you can implement a practical program to mitigate your risk in this area.

Areas Covered in the Session:

  • Understand the elements of the Foreign Corrupt Practices Act (FCPA)
  • United Kingdom Bribery Act
  • Key anti-corruption and bribery laws that regulate business conduct
  • Recognize and avoid potential FCPA, UK Bribery Act, or local law violations
  • Identify when and where to seek assistance
  • Establishing a proactive program to mitigate risk in this area

Ethical Challenges and Working Values that Auditors Face

People at work have a number of opportunities to operate in the “gray” areas of what is technically correct ethical behavior. The temptation exists for all of us, and sometimes it is intensified by the awareness that others may do things that operate outside the “expected” boundary.

In this session:

  1. Learn ten typical ways professionals justify doing things that in their gut they know are wrong, and if people in your work area are vulnerable.
  2. Brainstorm and discuss specific situations people like yourself face, and ways to handle them.
  3. Learn what you need to do if you are pressured to commit wrongdoing, or to know of it but “look the other way.”
  4. Learn critical elements of whistle blowing and how it applies to ethics and ethical behavior.

Enterprise Risk Management and Risk Assessments:

How to Conduct Them Successfully Every Time (2 days)

This is a good core and comprehensive introduction to risk assessment and risk management. You will learn different methods most commonly being developed for going about developing a philosophy and approach to managing risk, and then using that to learn how to develop unit-wide risk assessments, including prioritizing risks, integrating in CSA methodologies and using the data gathered to develop relevant audit plans. Please contact us for a full outline.


  1. What is risk?
  2. How should risk best be assessed?
  3. Enterprise risk management vs. risk assessment vs. control (and risk) self-assessment
  4. Two fundamental approaches: the typical/traditional one and the one that works
  5. Gaining people’s buy-in to do risk assessments
  6. Action Plan Part One
  7. Your risk assessment: Yet other considerations


  1. Your risk assessment: Other considerations (Cont’d)
  2. Fitting control self assessment into the RA
  3. Practice, practice, practice
  4. Action Plan Part Two (Final)

Risk Management and Business Process Mapping Training for Business Leaders and Auditors (3-day event)

Developing and implementing a solid risk assessment program has become an area of great interest for most audit functions. Critical to any risk assessment program is the ability to gain outstanding and pertinent information from your clients on where they see vulnerabilities and not just inherent risks, but risks and control vulnerabilities that could be occurring now. In a full 3 day program, you will learn a 7 step process for facilitating a risk assessment with any group from Dr. Joan Pastor, president of JPA International, Inc., considered one of the pioneers for developing risk assessment procedures with the IIA and AICPA. (click “+” for detail)

The seven steps you will learn to do are:

  1. Gain (or increase) senior management and workforce “Buy-In” and sponsorship to identify significant risk exposures.
  2. Educate yourself on the evolution of risk management (ERM/Risk Assessment/ Risk Self-Assessment), how they all fit together in the audit profession, and compare it to what you currently have in place.
  3. Get a comprehensive overview on what is involved in implementing ERM and get a chance to compare tools and techniques you are using with others.
  4. How to facilitate a structured and proven workshop with any level or group of clients and employees with your organization to identify significant risks related to their function and/or the larger organization.
  5. Assess the existence and strength of controls against the risk exposure.
  6. How to introduce risks that you may see exist but your clients don’t and gain their “buy-in” to addressing these areas.
  7. How to use results to update your audit universe and audit plan.

The focus of the 2nd and 3rd days especially is on learning some key facilitation tools for making it safe for people to open up and share deep information (information that you will be able to use to enhance many of your audits), for probing details to get to root causes, to get people to speak up about risks (and even potential frauds) you may or may not know occur, and to have a lot of fun in the process! A special focus will be on learning how to use business process mapping and documentation (BPM) to assess risks and controls.

Many areas of risks –and control vulnerabilities- can be determined through organization-wide assessments and then mapping business processes at the larger organizational level, as well as the business unit levels, whether financial, operational, IT or more. The techniques taught can also be applied to one-on-one interviews, but you will learn why it is far superior to gather information regarding risks and controls from groups of people instead of single person interviews. You will learn what type of flowcharts to use (traditional flowcharting has its strengths and limitations with groups), and what to do when the process is not well-developed and easy to chart.

This model was originally developed by Joan Pastor, PhD with Pacific Bell and Verizon specifically for the audit profession, and has gone through many refinements by Joan and her team to its current level of high effectiveness. Joan also contributed extensively to the development of the CCSA certification, and has been involved throughout the years in the development of goal-directed, risk-based practices in auditing. You will find many applications of this model to your risk, compliance and audit methodologies in general.

Organizational Change and ERM

Enterprise Risk Management is an organization-wide effort that involves many departments and levels of people to make it work. It is a huge effort, no matter how small or large your company is. Whatever role your group plays in implementing ERM, risk management or even risk assessments in your organization, understanding the nature of change and how organizations go through it will make a huge difference in how easy or difficult this will be.

Organizations are complex, just like people, and the more you understand how your organization works and where the implementation of risk fits in, the better off you will be.Learn the secrets from someone who really knows- an organizational psychologist! In this session, you will learn:

  1. What the research shows that makes change work in companies
  2. What causes change efforts to fail in organizations- and a lot of them fail
  3. The specific type of organization and organizational culture you are a part of and the change approach to use with each
  4. A step-by-step process for implementing a change management program in a company, regardless of the size of the company
  5. Examples and case studies given
Meeting & Event Facilitation

The most successful meetings are those that can show measured results 3-7 months after the event. JPA-International provides meeting facilitation services to help maximize the time your business leaders spend together. Our unique process builds participation and focuses on getting buy-in by all participants so groups can move forward once they return to their duties. The following two day event illustrates a typical program facilitated by JPA-International. To get started on your meeting click here.


Building Collaboration and Results Based Teams

Sample program outline below your program will be customized for your audience.


  1. Bring issues to the table: expectations, hopes and concerns
  2. Implement and develop high-performing Executive and Board Teams (EBT)
    1. Special challenges of board and executive teams and how to overcome them
    2. Building collaboration: one of the most profound and successful leadership skills you can have
    3. Building collaboration: its direct relationship to organizational and career success
  3. What makes an EBT strong, successful and long-lasting
    1. Research taken from sports teams and sports psychology
    2. Research taken from positive business leaders and “positive psychology”
  4. Clarifying roles and responsibilities in new leaders or in times of change (optional)
    1. Role clarification and expectations set up for each EBT member
    2. Role clarification and expectations with primary external and internal relationships that have a great impact on the organization
  5. The step-by-step process for building an EBT leadership team
    1. Accountability in individuals and the team as a whole: what it is exactly and how you build it
    2. Developing the focus or updating the vision for the organization
    3. Developing the management team’s focus for itself as a leadership team
    4. Developing “values and standards” to which everyone in the team are held
    5. Developing healthy communication processes and team support agreements for working together to accomplish the work and achieve the vision
    6. Developing goals and projects (or aligning current goals and projects) that ensure the ultimate vision and results the team wants to achieve are met
    7. Making everything measurable so that you know exactly what results are or are not being achieved
    8. Developing a baseline of the current EBT performance
    9. Doing a gap analysis between what is currently being done and what needs to be done, how to fill that gap, and how to measure progress on an ongoing basis


  1. Developing Team Support Agreements (Cont’d)
    1. Special interaction agreements between the head of the EBT and the rest of the team members
    2. Special interaction agreements between two team members (if time; may require or prefer additional coaching after the course)
  2. Developing Critical Success Factors (CSFs) to Measure EBT performance
    1. Measure # 3: The Gap Analysis: measuring the team’s current effectiveness at achieving their vision and goals
      1. Developing group decision-making procedures when consensus cannot be reached
      2. Using the team’s decision-making procedures to select the top Critical Success Factors (CSFs)
  3. Developing Plans from the top Critical Success Factors
    1. Determining a strategy for keeping team members and others outside the EBT informed
    2. Determining confidentiality issues
    3. Setting up the meeting structure for ongoing meetings
    4. Carry this collaborative and results-based approach down and across the organization, if desired
  4. Team Representation: pulling together to cope with the rest of the organization (optional)
    1. Representing your EBT to the outside world appropriately, including media and the workforce
    2. Pulling together to develop and implement strategies for handling challenging situations that impact the team or the department
    3. Encouraging collaborative relationship across the organization and with vendors and customers to obtain mutually beneficial goals and results
  5. Measure # 4: Setting up the ongoing measurement structure for evaluation of the EBT’s effectiveness.
  6. Close: Personal and group action plans declared and made accountable.

The rest of the outline fleshes out some of what is mentioned above.

  1. Organizational and Team Empowerment: the foundation to any group becoming a successful team
    1. Group empowerment: what it is, what it is not
    2. Personal empowerment: what it is exactly and the impact it has on team performance
    3. Living in the victim or mastery cycles: the fundamental belief and behavioral system that self-confidence, all leadership skills, and personal and organizational successes are based in. All human beings have victim and mastery cycles, including executives and board members. Learn why, and why this is good
    4. A demonstration of what happens when collaboration does/does not occur in your EBT.
  2. Developing the leadership Vision and Mission: the guiding force for the organization and leaders
    1. Tying this vision into the corporate vision
    2. Making sure one’s vision is proactive, employee-oriented, and both externally and internally customer-oriented
    3. Developing values and standards for the Board and/or executives and/or all employees to conduct business from, and breaking them down into actual demonstrated activities
    4. Optional: specific work on developing an ethical organizational culture
  3. Developing Communication Skills, Processes and Team Support Agreements
    1. Measure # 1:
      1. Measuring the effectiveness of the team to collaborate with each other: feedback from the team assessment that all participants filled out beforehand
      2. Identify the strengths and challenge areas of the EBT in working together and accomplishing their goals
      3. Establish ground rules and special “support” agreements for communication, leadership modeling, information-sharing, sharing resources, group decision-making, resolving conflicts, evaluation progress, increasing trust, etc., to increase and solidify collaboration as a high-performing team.
    2. Measure # 2: How to determine the effectiveness of your support agreements, implement them properly and update properly as needed.

Note: This is a powerful process meant to iron out current barriers that keep the group from working as a team, as well as building on the strengths already there.