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Audience Experienced middle managers and senior managers who wish to clarify and further develop your leadership abilities in order to enhance your contribution to the direction, culture and day-to-day operations of your organisation. It will also prove an extremely useful catalyst for those needing to "change gear", providing practical skills to help you make the shift from managing to truly leading. Skills Gained THIS COURSE WILL ENABLE YOU TO REVIEW YOUR LEADERSHIP STYLE AND ENHANCE YOU EFFECTIVENESS - Articulate your vision & set powerful and motivating goals
- Inspire creativity and innovation
- Build a winning and empowered team culture which promotes open communication
- Articulate your vision of the future
- Challenge processes and foster a culture of continuous improvement
- Enhance the customer focus of your organisation
- Increase productivity and commitment through on the job coaching techniques
- Be a positive agent of change
- Align your behaviours with your values
- Inspire excellence and develop drive, self-belief and self-motivation
Course Outline DAY ONE - MOVING FROM MANAGING TO LEADERSHIP UNDERSTANDING LEADERSHIP - Leadership v managing
- How leadership in the 21st century is different - the new leadership paradigms
- What do great leaders have in common?
- Identifying the key challenges for 21st century leaders
- Creating a coherent set of values and behaviours within your teams and organisation
- Ensuring your organisation is agile enough to respond to rapid changes in the environment
- Why your organisation needs leadership so desperately
- Are you really leading?
- Are you happy with the quiet life or do you like to rock the boat?
- Differentiating between holding a leadership position, and truly leading
- challenging the current ways of doing things
- Adopting the requisite attitudes and beliefs
MANAGING LARGE SCALE ORGANISATIONAL CHANGE - Identifying your beliefs about leaders and change
- 6 essentials of leading organisational change
- Creating a sense of urgency
- 10 reasons why change fails and how to avoid them
- Strategic analysis
- identifying the competitive environment of your business
- analysing your current business strategy
- gaining an in-depth insight into who your customers are (internal and external) and what they expect
- thinking ahead: what will be the future demands and needs of your customers?
- extrapolating short and long term objectives
- What needs to change in the way your team/ business currently works?
- How to build an agile organisation
- Shaping organisational culture
- Evaluating the culture in your team/organisation?
- What changes would you like or need to see?
- Understanding how to exploit the powerful connections between strategy, structure and culture
- How you do, and can, influence your organisation's culture?
- Good enough never is - what continuous improvement really means
- Why continuous improvement is good for your organisation
- What does continuous improvement (CI) mean in practical terms
- Why leaders need to understand CI
- How to create a CI culture in your team/business
- Are you leading a six stigma organisation?
- When innovation is the only way?
- Getting the wrong people off the bus
- Making tough decisions
- Nipping it in the bud: how to neutralise destructive elements before they present a problem
- Evaluating non-contributing team members
- Why business leader Jack Welch advocates firing the bottom 10% of your team every year
- Putting the right pieces into place before you articulate the vision
DAY TWO - ARTICULATING THE VISION - Your vision
- Why vision matters
- How a vision differs from a mission statement and a strategy
- How to articulate a vision for your team
- The importance of audacious goals.
- Values
- Why values matter even more when times are tough
- What are your values?
- How aligned are they with the values of your team/business?
- How can you and should you influence values?
- Using your mission vision values and strategy to encourage superior performance
- Scenario planning
- Preparing for the future in an uncertain world
- Applying scenario planning techniques to help you develop a robust vision
- Presenting the vision with power
- Communicating your vision powerfully
- Winning techniques to ensure your ideas are understood and acted on
- Compelling communication skills
- How to generate passion and excitement
- Translating your vision into realistic and achievable objectives
- What gets measured gets done
- Establishing benchmarks and performance criteria
- Practical methods of measuring progress towards your vision
- The balanced scorecard and the executive dashboard
- Understanding the numbers with SPC (statistical progress control)
- How to spot when the alarm bells are ringing by mistake
- Taking tough decisions
- Analysing different approaches to decision making
- Understanding values-based decision making
- How do you respond to a series of ethically challenging situations?
- What are the ethical challenges in your organisation?
DAY THREE - WINNING COMMITMENT TO ACTION - Managing your own emotional state
- Why emotional state matters and how you can control your own state
- Understanding the flow state
- What's your level of emotional intelligence?
- How to be creative and innovative - on demand
- Building trust and credibility
- Why high trust organisations are more cost effective
- How to build instant rapport
- The four pillars of trust and how to develop them
- Who can I trust? - a diagnostic tool
- Establishing your personal credibility
- Inspiring creativity and innovation
- Creating the right environment
- Allowing fast failures
- Differentiating between above the water line and below the water line failures
- Case studies: how innovation provides companies with a great leap forward
- Wielding positive power and influence within your organisation
- Power, politics and influence
- Understanding different business styles
- Developing your ability to influence the mental and emotional states of others
- A force for the good: compelling others to do the right thing
- Coaching Masterclass
- Hands-on workshop: How to get managers to turn their workgroups into high performance teams
- When the going gets tough
- Decision making in uncertain times
- How to avoid the paralysis of analysis
- When it's right to change your mind over an iffy decision
- Just because you're paranoid doesn't mean they're not out to get you - why some people want you to fail and how you handle them
- How to respond to a crisis and how to avoid getting addicted to crisis management
- It's who you are, not what you do
- Leadership from the inside out
- Making the most effective use of your time
- Getting the right balance between working on the business, and working in the business.
How to make a booking for the MD-LSSM3 course
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