PROGRAM DETAILS

‘Leading with Purpose’

The Ultimate 10-Day Masterclass to Achieve and Maintain Total Commitment

Program Overview:

Senior Management frequently become immersed in the detail of directing their businesses, 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 managers who consciously take time to reflect on building their strengths and developing new skills are most likely to be those senior managers who are championing and leading a high-performing culture with purpose.

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 guidance to fully exploit and capitalise on the opportunities which they face but not always capture.

This programme examines the factors which define ‘Leading with Purpose’ at a senior level and we focus specifically on exploring the core values which have shaped individuals’ personal and professional success. Through more than 20 years of empirical research and study, we draw very clear conclusions on how a senior manager’s personal values connect directly with the success of the organisation which they lead.  Participants attending this masterclass will benefit from taking ‘time out’, refreshing and recharging in a safe and constructive environment, whilst consciously developing those transferrable skills that will improve the overall efficiency and productivity of their organisations.

The 21st century requires a new kind of leader because there is an increasing realisation that the business of most organisations is the business of ‘people’. The organisational activities merely represent the playing field of practising this ‘people business’.  In addition, the nature of work is going to be radically different from current practices in 10 to 20 years’ time because of the 4th Industrial Revolution. (4IR) We will explore how best to understand and manage the consequences of 4IR during this masterclass.

Participants will learn that by applying the nine purposeful behaviours contained within the three strategic leadership competencies, greater success will follow. We define this behavioural and competency framework as follows:

Three strategic leadership competencies – Nine purposeful behaviours:

1. Lead Self:

• Curiosity – Constantly searches for new knowledge and insights and demonstrates eagerness to learn, by seeking information from the widest possible variety of sources.
• Reviewing – Creates and maintains channels, systems and processes of measurement to monitor performance against a balanced range of factors in order to learn from experience and thereby improve future performance.
• Self-Development – Understands own development needs and recognises, creates and seizes opportunities to improve own performance.

      2. Lead Others:

• Questioning & listening – Identifies the key elements of others’ communications and gathers further relevant information through effective questioning, listening and summarising.
• Planning & Resourcing –                Plans an effective course of action taking into account the interests of all relevant groups, plus the resources needed to achieve successful completion.
• Sharing – Shares information, insights and learning readily with others and receives information and feedback from them in order to achieve business goals jointly and effectively.

     3. Lead the Business:

• Driving for Quality – Relentlessly pursues the highest standards of performance in order to meet the needs of, and deliver the best results for, all groups interested in the organisation’s success.
• Judgement – Makes high quality decisions through evaluating all the relevant data and reaching unbiased conclusions.
• Vision – Identifies and communicates a clear picture of a future desired state

The Evidence for Senior Management to ‘Lead with Purpose’:

• 94% of the world’s most admired companies believe that senior leaders 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

Learning Objectives

At the end of this ten-day masterclass, participants will be able to:

Lead Self through:

• Gaining comprehensive insight into a broad selection of current leadership theories and 4IR.
• Realising dimensions of SELF as basis of Leadership in the context of the Three-Part Mind.
• Developing ways to practice EQ, Inspire and Motivate others
• Developing a personal preventative maintenance plan to safeguard mental health

Lead Others through:

• Setting Direction for the team and developing agility, resilience and flexibility.
• Demonstrating proactive behaviours that will inspire ‘follow-ship’.
• Debating and building consensus on the values, benefits and down-sides learned from various leadership case studies.
• Discovering the motivational keys to each employee.

Lead the Business through:

• Understanding personal and corporate responsibility when promoting a diverse and inclusive working culture.
• Identifying Ethical & Moral Dilemmas and taking appropriate action
• Developing clear visionary statement of intent
• Creating a strategy and measurable plan of action to implement in their organisation.

Target Audience

 ‘C’ level executives.

• First line direct reports of ‘C’ level executives who deputise on their behalf.
• Senior Managers.
• 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 programme especially beneficial.

Training Methodology

 This practical results-oriented programme will appeal to a broad range of learning styles and personalities. 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, ample time for Q&A which will reinforce the key messages within an open and engaging learning environment.

Programme Content

 DAY 1 – Lead Self: The Self-aware Senior Leader.

• 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
• A historical overview on leadership theories and models
• The 4th Industrial Revolution
• Skill needed for 4IR and the future world of work

DAY 2 – Lead Self: Intrapersonal Aspects of Leadership

• The SELF:
• Affect (A) – emotional practises,
• Behaviour (B) – habits and patterns,
• Cognition (C) – routines
• Emotional Intelligence
• Motivation and how to do it
• Inspiration for Leadership Impact
• The four panels: SELF, WORK, PEOPLE and IMPACT and the rules of VUCA Leadership

DAY 3 – Lead Self: Interpersonal Aspects of Leadership

• Defining leadership vs management
• Setting Direction and defining its elements: Values, goals and missions
• Affect – Direction: Developing Resilience
• Behaviour – Direction: Developing Agility
• Cognition – Direction: Developing Flexibility and Adaptability
• Urgent and Important priorities; getting a grip on your time

DAY 4 – Lead Self: 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 responsibility vs. accountability – Knowing what and when to let go
• Delegation as a developmental tool in leadership

 DAY 5 – Lead Others: The Leaders Role in Shaping and supporting a committed culture

• Acknowledging the power and influence your employees have, over the success or failure of your business plans
• Identifying the sources of strength and inspiration within your employee peer group
• Providing perspective to acquire commitment to achieving the business imperatives
• Identifying sources of conflict in the organization
• Strategies for resolving team and organisational conflict

 DAY 6 – Lead Others: The Leaders Role in helping others manage Change.

• Identifying personal values and how they have shaped your executive leadership competence
• The Impact of Change and the Executives role in driving change
• Effective team communication approach and strategy
• Shaping the team to be fit for the future
• Developing a visionary outlook and communicating this with confidence

DAY 7 – Lead Others: The Conditions for gaining respect, credibility and high integrity

 Key steps and techniques to build trust and commitment

• Building a mentoring relationship
• Inspiring an innovative leadership style
• Leading an organisation/team through transition
• Steps to take to maximise Personal Presentation and Impact

DAY 8 – Lead the Business: Taking the considered corporate viewpoint

• The strategic triangle: An Elementary Game – Organisational purpose, means and the authorising environment
• Fit for the Future? – The challenges of determining your ability to drive a healthy management culture
• Raising your levels of influence and impact
• A tactical understanding of effective networking
• Illustrative cases of environment-shaping
• A strategic view of pro-active planning

DAY 9 – Lead the Business: Defining Work Ethics & Establishing High Moral Standards:

 Identifying Ethical & Moral Dilemmas

• Judgment Issues
• The “It depends” theory
• Reviewing the historical route of employment equity across various cultures, societies and countries
• Understanding the difference between the legal obligations and ethical choices facing an organisation
• Identify and resolve situations where individuals may have different perceptions and apply different values

 DAY 10 – Lead the Business: Developing Strategy – The Key to Successful Board Level Connection

• A global perspective of the various models of strategic leadership
• Exploiting the latent creative talent within you
• The steps for effective strategy execution
• Securing collective commitment to your leadership vision from your team
• Vision to Mission – Mission to Policy – Policy to Practice
• Developing the framework for your ‘Leadership Strategy’ for implementation over 6, 12 and 24-months from today