All too often Business Leaders are immersed in the detail of directing their enterprises on a day-to-day basis, whilst neglecting the need to take time out to ‘refresh’ and invest in their own personal development. It has been well evidenced that those senior level managers who devote time to reflect on building their strengths and developing new skills are most likely to be those senior managers who are championing and driving a high-performing team culture.
In view of this, it makes great commercial sense for organisations to stimulate and energize their senior teams and provide this population with the space, environment and appropriate facilitated guidance to fully exploit and capitalise on the opportunities which they face but not always capture.
This program examines the factors which define ‘high performance’ at an executive level and we focus specifically on exploring the personal values which have shaped individuals’ success. Through almost 30 years of empirical research and study, we draw very clear conclusions on how a senior managers personal values can correlate directly with the success of the organisation which they have executive responsibility for. Participants attending this workshop will benefit from taking ‘time out’, refreshing and recharging in a safe and constructive environment, whilst consciously developing immediately transferrable skills that will improve the overall efficiency and productivity of their organisations.
This program focuses on exploring the subtle shifts in organizational thinking, going from a ‘Transactional Management” style towards a more “Transformational leadership” approach. Participants will learn the 4 essential competencies required of Transformational leaders. We will explore and tap into the many tips, techniques and strategies used to ensure that peak performance is achieved and maintained. We define the 4 critical competencies as follows:
- Personal Organisation & Discipline: To deliver key tasks and principal accountabilities through clearly defined and monitored actions of others that report to you.
- Empowering Culture: To create the environment that encourages staff members to have the ‘will’ to work and produce excellent results.
- Effective Problem Solving: To demonstrate excellent problem solving and analytical skills, whilst being able to maintain a clear perspective of the issues being faced.
- Senior Level Development: To possess the tools, techniques, methods and capabilities to create the vision to transform this to reality.
The empirical evidence that confirms why it makes sense for Senior Managers to invest time and resource in authentically building high performing teams is astounding:
- 94% of the world’s most admired companies believe that senior executives who consciously engage with their employees create a competitive advantage. (Hay)
- Organizations in the top 25% of employee engagement had twice the annual net income compared to the lowest quartile and returned 7 times more to shareholders over a 5-year period than the lowest quartile. (Kenexa)
- Organizations with engagement of 65% or greater outperformed the total stock market index with returns 22% higher than average. (Aon Hewitt)
Employee Engagement Task Force “Nailing the Evidence” Workgroup: Bruce Rayton, University of Bath School of Management and Tanith Dodge & Gillian D'Analeze, Marks and Spencer plc Report written by David MacLeod and Nita Clarke
At the end of this five-day workshop, participants will be able to:
- Define the true role of ‘Business Leader’, the demands, constraints and choices.
- Demonstrate proactive behaviours that will inspire ‘follow-ship’.
- Debate and build consensus on the values, benefits and down-sides learned from various leadership case studies.
- Understand personal and corporate responsibility when promoting a diverse and inclusive Team Culture.
- Develop a personal preventative maintenance plan to safeguard mental health
- Discover the motivational keys to each employee.
- Develop clear visionary statements of intent.
- Create a strategy and measurable plan of action to implement in their organisation.
- ‘C’ level executives.
- First line direct reports of ‘C’ level executives who deputise on their behalf.
- Board Level Directors.
- Anyone who has the responsibility for Leading or Managing people or processes within their organisation.
- Those executives who need to support a company culture that encourages autonomy and empowerment will find this program especially beneficial.
This practical results-oriented program is based around the learning concept of engaging the Intellectual, Practical and Emotional drivers to success. Participants will learn in an appropriately challenging, yet highly supportive environment.
The workshop will incorporate short inspiring facilitated discussions with structured lessons from the learning manual; captivating PowerPoint slides with stories to enhance key points; a variety of pertinent video sequences, ongoing learning reinforcement and discussions with action planning.
DAY 1 – The Inspirational Senior Manager – Developing clarity.
- The leader’s role in creating the environment for strong inspiration and motivation
- Identifying the traits that differentiate an executive board level contributor from a senior manager
- The need for achievement, power and affiliation
- Developing ‘engagement and follow-ship’ from your people
DAY 2 – From Transactional Manager to Transformational Leader
- Identifying personal values and how they have shaped your executive leadership competence
- The Impact of Change and the Executives role in driving change
- Autonomy – Mastery – Purpose* Identifying the components for creating the environment for success. *Dan Pink
- Shaping the team to be fit for the future
DAY 3 – The Senior Teams Role in Managing Conflict.
- Identifying sources of conflict in the organization
- Strategies for resolving team and organisational conflict
- Developing a visionary outlook and communicating this with confidence
- Creating a mission and securing commitment from your team
DAY 4 – Personal Organisation & Capability
- Managing the executive workload - defining the trigger points of stress
- Examining the case for living your life, rather than being lived by your life.
- Identifying authority and responsibility vs. accountability – Knowing what and when to let go
- Delegation as a developmental tool in leadership
DAY 5 – Developing Strategy – The Key to Successful Senior Level Connection
- Exploiting the latent creative talent within you
- The steps for effective strategy execution
- Vision to Mission – Mission to Policy – Policy to Practice
- Developing a comprehensive Personal Action Plan for implementation over 3, 6, 9 and 12 months from today