PROGRAM DETAILS

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Introduction:

Leading Self & Others with Purpose may sound like a rational and obvious course of action for every leader to take. However, all too often, even the most experienced senior leaders in Industry and Public Service neglect to invest sufficient time and resource reflecting on their own competence, successes and achievements.  Equally very few take the time to equip themselves with the skills, tools and techniques to be at the top of their game, as they lead, coach or mentor others to success.

This five-day development program focusses on providing Leaders in all aspects of industry and public service to take time out, reflect and appreciate just what it is that is going so well for them professionally, then make clear plans and commitments to maintain these successes. In addition to this, we also explore areas which may be more challenging and provide the appropriate guidance and support through the provision of a variety of upskilling opportunities.

It is the leaders responsibility to ensure their direct reports are given every opportunity to grow and succeed in their role.  For this to become a reality, the Leader is required to Lead Others with Purpose.  This means role-modelling best practice; providing clarity where confusion exists; shining the light on the path ahead; instilling confidence and belief, but most importantly taking action that results in you earning their faith, in you as their leader.

This program is practical in nature, with greater emphasis on the actions which can be taken in the real world as opposed to deciphering models, concepts and theories that very often have little bearing on real life occurrences.

Whether or not you are a Private Enterprise, a Government Agency, a Public Service or a third sector Charitable Organisation, you are above all a ‘People Business’, delivering your products, services or solutions through the people who are at the very heart of your organisation. Your success as a leader will be determined by the success of your people.  That is why this is probably one of the most important personal development programmes you will ever attend.

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

Two strategic leadership competencies – Six purposeful behaviours:

1. Lead Self:

1. Curiosity – Constantly searches for new knowledge and insights and demonstrates eagerness to learn, by seeking information from the widest possible variety of sources.
2. 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.
3. Self-Development – Understands own development needs and recognises, creates and seizes opportunities to improve own performance.

2. Lead Others:

1. Questioning & listening – Identifies the key elements of others’ communications and gathers further relevant information through effective questioning, listening and summarising.
2. 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.
3. 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.

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 five-day Development Program, 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.
• 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: Intra & Interpersonal 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
• 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 3 – Lead Self – Lead Others: Personal Organisation & Capability – The Leaders Role in Shaping and supporting a committed culture

• 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
• 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 4 – 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 5 – 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
• Developing the framework for your ‘Leadership Strategy’ for implementation over 6, 12 and 24-months from today.