Answers: Am I going the right direction? Constant course correction. This is about making sure the path you’re on is the right path, identifying any adjustments that might need to be made, and getting back on track so that answer is always an absolute “YES!”

We are not here to simply endure life, but to thrive. It's a choice we all have to make. In this course, Dr. Stacy Taniguchi tells a series of powerful stories from his experience climbing the tallest summits in the world. It will make you want to live a life to Thrive!

Times of leadership transition can represent substantial organizational opportunity, but they also carry substantial risk. They can be opportunities to increase and enhance engagement, but also can cause rampant disengagement. Understanding the science of the 16 Elements and the 6 Pillar Process for Human Achievement, along with their corresponding tools, can help make these transitions go smoothly and successfully.

Answers: How do I ensure success? Architecting an environment that sustains you. This is about having surroundings and the physical space you need to support and enable your effort. It’s people, systems, symbols, score, objectives, and other environmental cues.

Environment and Space, two of the 16 Elements of Human Achievement, have a huge impact in the workplace. As we define them at Life Engineering, Space is what you’re empowered to do and Environment includes what you can do with that empowerment. In this course we’ll explore how leaders can build and leverage empowerment within their teams through intentional permission, autonomy, and innovation. This is ever more important in our remote and hybrid work environments.

We all know individuals who seem to flaunt their extravagant lifestyles either in person or on social media. Those who embrace lavishness and overabundance may do so at the expense of truly becoming extraordinary. When that happens in a leader, it can drive a wedge between them and those they lead, getting in the way of an extraordinary team experience. Through this course, you’ll be able to identify opportunities to personally be more “extraordinary” as a leader; communicate the framework of an “extraordinary” culture to team members; and create a team-based plan to build measurable “extraordinary” features into the team experience.

Answers: What am I becoming? Moving forward personally or professionally. This is about feeling like you’re getting better, progressing as an individual, building competency and capabilities, and being motivated by that growth. It’s being happy about the person you’re becoming.

Answers: Who am I? A foundational and transformative journey of self-discovery. This is about knowing who you are, what you’re capable of, and believing in yourself. It’s about knowing that you’re capable of—and worth—so much more.

Answers: Am I making a difference? Making a difference and caring about the difference you make. This is about having an impact, understanding that impact, caring about that impact, and finding meaning and fulfillment from that impact.

Answers: What happens if I fail? Having something to lose. This is about feeling a sense of ownership—deliberately creating risk or costs for losing to increase the perceived value of our efforts and prevent us from giving up too soon or too easily.

Investment and Score, two of the 16 Elements in the Act Pillar of the Human Achievement Process, can work together in highly synergistic ways that can lead maximizing employee and team investment, while maintaining engagement and satisfaction. In this course we’ll talk about both Investment and Score independently, and then how to bring them together in a way that can help leaders navigate treacherous terrain on complex journeys, but with far fewer bumps and bruises to the team and the organization as a whole.

Effective leaders know the power of community building. As they lead individuals and teams within an organization, they are able to strike the right balance between engaging individuals and doing so within the broader scope of the team and the overall organizational “community.” Communities are made up of individuals who have the opportunity to work together and spark innovation, create value, and succeed in the market together. Investing heavily in your team community is fundamental to supporting the strategic objectives within any organization. This is part four of a four-part series, covering the Achieve Pillar of the Human Achievement Process.

Effective leaders know the power of community building. As they lead individuals and teams within an organization, they are able to strike the right balance between engaging individuals and doing so within the broader scope of the team and the overall organizational “community.” Communities are made up of individuals who have the opportunity to work together and spark innovation, create value, and succeed in the market together. Investing heavily in your team community is fundamental to supporting the strategic objectives within any organization. This is part three of a four-part series, covering the Act Pillar of the Human Achievement Process.

Effective leaders know the power of community building. As they lead individuals and teams within an organization, they are able to strike the right balance between engaging individuals and doing so within the broader scope of the team and the overall organizational “community.” Communities are made up of individuals who have the opportunity to work together and spark innovation, create value, and succeed in the market together. Investing heavily in your team community is fundamental to supporting the strategic objectives within any organization. This is part two of a four-part series, covering the Assemble Pillar of the Human Achievement Process.

Effective leaders know the power of community building. As they lead individuals and teams within an organization, they are able to strike the right balance between engaging individuals and doing so within the broader scope of the team and the overall organizational “community.” Communities are made up of individuals who have the opportunity to work together and spark innovation, create value, and succeed in the market together. Investing heavily in your team community is fundamental to supporting the strategic objectives within any organization. This is part one of a four-part series, covering the Orient Pillar of the Human Achievement Process.

Resilience is a fundamental characteristic of high-performing teams. In this course, you’ll learn to build a team that is capable of rebounding from setbacks, recognize the role resilience plays in generating engagement, and foster psychological safety. In this course we’ll talk about how to create a team environment that encourages resilience as way to respond to challenges. We’ll discuss how to create a team environment that encourages psychological safety and the role resilience plays in producing engagement. You’ll also learn about the “Forest Fire” strategy that promotes recovery or regeneration after failure as a resilience-building tool for teams.

Most leaders intuitively understand that trust matters in a team. Yet they may not recognize how deeply that the level of interpersonal trust with and within their teams actually affects their levels of engagement and performance. In this course you’ll learn to see and nurture those critical connections. In this course we’ll talk about how engagement and performance in a team are rooted in trust. You’ll also learn how trust in a team can be positively impacted by balancing vulnerability and efficiency at both the individual and team level.

Most leaders intuitively understand that trust matters in a team. Yet they may not recognize how deeply that the level of interpersonal trust with and within their teams actually affects their levels of engagement and performance. In this course you’ll learn to see and nurture those critical connections. In this course we’ll talk about how engagement and performance in a team are rooted in trust. You’ll also learn how trust in a team can be positively impacted by balancing vulnerability and efficiency at both the individual and team level.

Most leaders intuitively understand that trust matters in a team. Yet they may not recognize how deeply that the level of interpersonal trust with and within their teams actually affects their levels of engagement and performance. In this course you’ll learn to see and nurture those critical connections. In this course we’ll talk about how engagement and performance in a team are rooted in trust. You’ll also learn how trust in a team can be positively impacted by balancing vulnerability and efficiency at both the individual and team level.

Most leaders intuitively understand that trust matters in a team. Yet they may not recognize how deeply that the level of interpersonal trust with and within their teams actually affects their levels of engagement and performance. In this course you’ll learn to see and nurture those critical connections. In this course we’ll talk about how engagement and performance in a team are rooted in trust. You’ll also learn how trust in a team can be positively impacted by balancing vulnerability and efficiency at both the individual and team level.

Getting unstuck usually means we have to leave our comfort zone... and that’s a lot easier said than done. So first of all don’t feel bad if you feel stuck, and if you’ve struggled to break away from where you are to get somewhere new. Remember these two things...

Answers: Where can I turn for help? Having access to help for when you get stuck. This is about having a guide, a mentor—someone who believes in you, who reminds you of why you fight, who sees the best in you and helps you become that.

Answers: What keeps me going? Leveraging the energy of movement to fuel more movement. This is about staying active and anxiously engaged, because people in motion tend to stay in motion, while people at rest tend to stay at rest.

Momentum recognizes that objects in motion tend to stay in motion and objects at rest tend to stay at rest. In the same way people in motion tend to stay in motion, and people at rest tend to stay at rest. As such, Momentum is directly tied to the energy we need to move forward. It’s important to get the Energy just right to stay aligned. Alignment determines if we’re moving in the right DIRECTION and at the right SPEED toward our objectives. In this course we’ll talk about how to create harmony between momentum and alignment to keep your team moving toward their objectives.

Dr. Stacy Taniguchi tells a short, but compelling story about an experience he had while working Search and Rescue in Alaska. It's a profound message we all must both learn and embrace, repeatedly and relentlessly, if we are going to move forward in life.

Answers: Where am I going? Set your sights on the future and leave your past behind. This is about choosing a destination you care about, having a higher cause, and finding purpose to propel you forward.

An objective is directional—it’s about moving at the right speed and in the right general direction. A plan is a way forward strategy—it’s the next visible, actionable steps in service of reaching the objective. As a leader, knowing your team’s individual and collective objectives and plans will increase your opportunity to engage them more effectively and to achieve greater success. The distinction between objective and plan is an important one to get right, and getting it right can make all the difference in your team’s performance.

Answers: What world do I see? A cornerstone component that determines the experiences we have and the meaning we get out of the lives we live. This is about choosing our focus and taking control of our narrative.

This course looks at leadership through the lens of perspective and identity. The cyclical nature of perspective and identity, where one is either feeding or responding to the other, means that we need to be intentional about both. You’ll learn about how your perspective has shaped your identity. You’ll evaluate how your leadership is shaping how your team perceives new opportunities and challenges. You’ll also design a simple plan to connect each team member’s identity with the opportunities the team needs to pursue.

Answers: How am I going to get there? This is about knowing what to do next and having a clear path forward—with small and simple next steps clearly defined to reduce resistance and maintain forward momentum.

Answers: Do I have to do this alone? Having people and connections that support you. This is about having connection and camaraderie. It’s doing things we care about with people we care about and being committed to and motivated by them.

Relationships and mentorships provide opportunities to support, challenge, encourage, teach, and develop, connect and communicate. Leaders can be more effective when they are aware of what’s happening in the lives of their team members and how those events are impacting the team. In this course we’ll explore the interplay of relationships, the role of a mentor, how all of this converges within the dynamics of a team. We’ll talk about how you as a leader can leverage these fundamental elements to create increased satisfaction and engagement, while increasing both team and individual performance.

Answers: When is enough enough? Restoration through balance and perspective. This is about finding restoration and renewal to prevent failures that come from burnout. It’s about not jeopardizing other important things along the way.

Answers: Is it working? Measure your performance and be accountable. This is about having a sense of winning and losing. It’s about knowing that you’re moving forward, or knowing when you’ve stalled so you can adapt accordingly.

Answers: What do I need to get there? How to get what you need, to do what you need to do. This is about identifying and obtaining the things you need to move forward... the tools, time, talents, permission, resources, or whatever else you need.

These are the fundamental ingredients for activating the energy inside of you to achieve excellence and success in life. Distilled from over 20 years of research, these elements form the foundation of the Life Engineering move-forward methodology.