Creating Leadership

Concept:

To create an interactive programme, which allows leaders in any organisation to develop their personal team leadership skills. Utilising a flexible modular approach around a core concept.

Methodology:

This is a programme built around key leadership competencies, which take leaders through a wide range of content and learning; providing opportunities through our “LEAD” methodology to develop new approaches to their role.

“LEAD”

Look – At a specific Creating Leadership concept
Examine – How it relates to themselves in their role
Assess – How they currently are performing
Decide – On what if anything they wish to do about it

As with all our programmes the content is flexible to suit your needs. Using our RD3 approach we will build a Creating Leadership programme to suit you, your leaders and your organisation.

Core Creating Leadership Programme:

Creating Leadership – not just management

The opening session looks at the concept of Leadership as opposed to management. The creation of a clear vision of where you want you and your team to be and how you utilise this to drive the team forward is a key focus for this session. It also introduces the critical process of working on the team not just in it.

Including:

• The Four key concepts for successful leadership
• Creating a clear focus
• Your role as a leader
• Strategy and the future
• Creating a “vision”
• Turning it into a plan and reality


Leading Change and Creating Culture

If you always do what you’ve always done, you will always get what you always got. Change is the one sure thing in this world; this programme is no different to that maxim. Value comes from not just attending, but from implementing. The second critical factor is how the culture of a team impacts on its performance. This session looks at how change affects a team, also how to “lead change” not just manage it.

Including:

• How change impacts on a team
• Defining a culture
• Leading change
• Making the change stick
• Evaluating the impact
• Creating values which add value


Maximising Management Control

This session identifies the difference between data and information; the stuff you have and the value it adds. Information is only that when it informs, prior to this it is just data. Maximising Management Control looks at the issues facing teams in the 21st Century, the digital and information age. What do you really need to know to understand how you are doing and where you are going?

Including:

• Avoiding information overload
• Do you manage the information or does it manage you
• Vanity or sanity – turnover or profit / ego or effect
• Function over form – does it do what it’s supposed to do


Effective Communication

People who lead need to engage other people; Effective Communication looks at these critical skills and how to utilise them. It examines both personal and organisational communication and how to get value out of both.

• Meetings and Briefings
• Non verbal communication
• Prioritising information
• Extracting information
• Delivering communication


Creating a Revolutionary Offer

To be “Revolutionary”, that is to change the way people perceive your offer. You need to understand how you currently perform and compete. This session’s focus is on how you identify, communicate and sustain a competitive advantage throughout your team and what it does. This is with the team, your peers, your customers and your suppliers.

Including:

• Becoming revolutionary
• Identifying your “bundle”
• Creating a continuous improvement
• Understanding your market


Maximising Performance and Leading Winning Teams

No man (or woman) is an island; this is never truer than in business. We all have a team, it may be our staff, and it could equally be our suppliers. This session looks at how to maximise their performance. It identifies different types of team member, how to get the best from them and how to work with them.

Including:

• How to build a winning team
• Team types and playing to strengths
• Team maintenance
• Performance managing people
• Objective setting


Sustainability:

Is achieved by breaking the days over a period of at least twelve weeks, these minimum gaps of two weeks allow for delegates to practice the previous session in the real world and experience the effect.

The following session is then structured to allow the delegates to feed back on their learning and how they will maintain any positive impacts and learn from each other to develop more options or deal with difficulties.