Principles & Strategies of Leadership

The courses include (Each session is 4 hours) :

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SESSION 14 - Leadership and Effective Business Relationships

  • The importance of people and relationships in business success
  • Using DiSC to interpret human behaviour
  • Recognising your natural behavioural style
  • Working with your strengths and weaknesses
  • Understanding the behavioural styles of others
  • People reading using DiSC – DVD exercises
  • Adjusting your style in order to become more effective
  • Understanding behavioural changes under stress
  • Recognising conflicts of style

SESSION 15 - The Differences between Leadership and Management

  • What is leadership and what is management?
  • When to lead and when to manage
  • Management in complex organisations
  • Leadership in uncertain organisations
  • The characteristics of exceptional leaders
  • Reviewing your management behaviours
  • The 13 Fatal Errors that managers make
SESSION 16 - Values Based Leadership

  • Emotional vs. cognitive leadership
  • Articulating values and beliefs
  • Achieving consistency between values and behaviour
  • Inspiring a shared vision in your staff
  • Selling the benefits of common goals and shared vision
  • Enabling others and encouraging collaboration
  • Taking initiative – opportunities for change and improvement
  • Building credibility with staff
  • Sustaining high employee morale

SESSION 17 - Situational Leadership

  • Factors influencing leadership effectiveness
  • Understanding and applying Situational Leadership principles
  • Leadership Style Diagnostic – identifying your natural leadership style
  • Recognising the developmental levels of employees
  • Directing, Coaching, Supporting & Delegating – an integrated model
  • Using the appropriate leadership style to maximise retention and performance
  • Analysing and planning for your team
SESSION 18 - Delegation

  • Delegation as a development tool
  • How to delegate and avoid dumping
  • What to delegate – letting go
  • When to delegate – creating the time to do it
  • The 12 Step Delegation Process
  • Selecting the appropriate person to delegate to
  • Understanding where the responsibility and authority lies
  • Getting ownership and buy in
  • Following up and creating accountability
  • Selling the benefits and making delegation attractive to all parties

SESSION 19 - Managing Individuals through Change

  • Personal attitudes to change
  • Answering frequently asked questions and objections to change
  • Understanding individual responses to change
  • Recognising innate change capacity and change fatigue
  • Building proactive rather than reactive responses to change
  • Dealing with resistance to change
  • Overcoming denial and negativity
  • Reducing obstacles and resolving issues
  • Identifying each individuals barrier point to change
  • Coaching and supporting others through change
SESSION 20 - Strategic Change Management

  • Key drivers of success in achieving change
  • The Murphy Curve – the importance of planning change
  • Applying the “10 Step Change Management” process
  • Clearly defining the nature of a change
  • Creating urgency – establishing clear, compelling reasons to change
  • Tolerating ambiguity and managing the team through uncertainty
  • Determining objectives, tasks and time frames
  • Securing resources for the change
  • Encouraging contribution and ensuring two-way communication
  • Embedding and institutionalising the change
  • Ending a change and celebrating success

SESSION 21 - Business Planning

  • What is a business plan? – Who needs to develop one?
  • How business plans differ from strategic plans
  • Common mistakes in planning and how to avoid them
  • Understanding your current preparedness to move forward
  • Identifying your strengths, weaknesses and frustrations
  • Barriers to success – the McKinsey 7 S model
  • Determining the preferred business scenario
  • Building motivation – articulating the consequences of business as usual
  • Analysing the options – what should you be pursuing?
  • Addressing the challenges of implementation
  • Writing business plans that drive accountability
SESSION 22 - Strategic Planning for Executive Management* *Full day course

  • What is strategy and why is it important to your business?
  • The 4 fundamental tests of any strategy
  • How strategy drives competitive advantage
  • Strategic planning overview – analysis, formulation & implementation
  • Industry analysis (PESTLE), Competitive analysis & Organisational analysis
  • The structure of a strategic plan
  • The 12 steps to writing a strategic plan
  • Understanding the planning parameters
  • Identifying key stakeholders and strategic issues
  • Drafting mission, vision and values
  • Developing measured objectives and setting targets
  • Identifying key success factors for each key stakeholder group
  • Designing strategies to achieve objectives and targets
  • Writing action plans to implement strategies

SESSION 23 - Decision Making and Problem Solving

  • The decision making process
  • Effective decisions = quality thinking x acceptance
  • Low involvement vs. high involvement decision making
  • Step by step problem solving
  • Defining the problem and the pain
  • Describing the desired state or goal
  • Analysing potential causes and identifying the true root cause
  • Identifying possible solutions
  • Brainstorming tools and avoiding limited thinking
  • Selecting the best solution – weighted criteria
  • Developing an action plan – gaining buy-in
  • Implementing the solution and evaluating progress
SESSION 24 - Innovation, Creativity and Lateral Thinking

  • The limitations of argument and adversarial thinking
  • Values and uses for the 6 Thinking Hats
  • De Bono’s 6 Thinking Hats – Black, Yellow, White, Red, Green, Blue
  • Applying the power of parallel thinking
  • Using the Green Hat to make time for creativity
  • Controlling negativity and focussing thinking
  • Increasing productivity and efficiency in meetings
  • Systematic vs. occasional use of the hats
  • Lateral thinking tools – how to increase innovation
  • Harvesting ideas