Leadership & Management

Below is a more detailed example of how we have approached Leadership and Management training in the past.

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Phase 1

Strategy differs materially from tactic; the latter belonging only to the mechanical movement of bodies, set in motion by the former -19th century Anon

Define the Game you want to play:

Leadership is the most important game you will every play, and there are strategies to win every time.

Understand the ‘Players’

• Identify and understand the preferences of the key people (players) who make up a balanced team with the appropriate attitude and aptitude to co-create the culture that is the best one to help you win

Strategic and creative thinking

• Innovate – build the capacity to change minds, have open ended thought and imagination sessions that are specifically designed to generate possibilities

What are your Strategic Objectives?

• Set Strategic objectives and understand the scope of your game where your business fits in and links with other opportunities

What are your Goals?

• Establish short, medium and long term specific, measurable and achievable organisational goals, the parameters in which you will operate and how you will deal with change

Using SWOT internally and externally (competitors and/or suppliers)

• Strengths, weaknesses, opportunities and threats.  Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.  If the objective is NOT attainable a different objective must be selected

Where are the Risks?

• Identify uncertainties (risk) and establish plans of action for sustainable development and growth

 

Leadership

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Phase 2

Playing the game, how you work together demonstrating the values, attitudes and behaviours that drive performance and create an effective working environment.

You can’t build a better world for people. Only people can build a better world for people, otherwise its just a cage. – Terry Pratchett

Leadership Behaviour

• The approaches and characteristics
• Engaging and gaining commitment
• Communication, inter-personal skills and behaviours
• Managing different people differently
• Managing conflict

Styles of Leadership

• Situational Leadership and leading through change

Levels of leadership

• Lead and work in integrated teams, be an engaging and inspiring leader

Decision making

• Identify the choices, use analytical and intuitive thought to make tactical decisions driven by consequences
• Measurable outcomes

Your meaning of winning

• Design with you team the scoreboard that will reflect what winning means to you and your organisation

 

Management

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Phase 3

Manage the culture, all stake holders, core competencies, resources and customer experience obsessively.  In each case excel; the reward is motivated performance teams, great business results and customer satisfaction, the reward is yours.

People will judge you by your actions, not your intentions. You may have a heart of gold – so does a hard-boiled egg. – Unknown

Your Environment

• Creating an effective working environment where truth is heard and brutal facts are confronted
• Create a culture of innovation, self-discipline, accountability, responsibility and consistency

Your Behaviours

• The attitudes, behaviours and competencies that drive leaders/managers and consequently their organisation’s performance

Your Abilities

• Understand what you are best at and set team goals that are aligned with organisational strategic objectives.  Impact, influence, innovate and apply team disciplines

What do you want?

• Define and develop a vision, link it to personal achievement and development plans (PADPs)

How do you get it?

• Create a culture of innovation, self-discipline, accountability, responsibility and consistency

Change

• Understand and manage your team through the essential elements of change, with sustainability and succession planning. Create new ways of leading which serve you and your team better

Measurable outcomes

• Create PADP’s (personal achievement and development plans) and use them as a review and achievement tool
• Link personal achievement and development plans (PADPs) to the vision and strategic objectives
• Apply performance agendas for outcomes and activities
• Use delegation as a development process, delegate results, responsibility and accountability
• Time management – make time to manage, make time your ally
• Understand the motivating and demotivating factors affecting each individual

Understanding people

• Refine your understanding of self-awareness, people’s perceptions and spectrums of behaviour-through Insights profiles and many more
• Managing your team in the disciplined pursuit of performance
• Manage performance and conflict
• Understand the effect you have on your employees
• Why do you behave the way you do? Why do you say and do things in the way you do? What effect does that have in the work setting and the people around you?

 

Performance Management

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Phase 4

The process of managing performance starts with self-assessment of the team member, discussion with their manager and agreement of follow-up actions. This is a joint responsibility, shared between the manager and team member and compliments day-to-day working communication and relationships and includes activities that ensure that goals are consistently being met in an effective and efficient manner.

Efficiency is doing things right; effectiveness is doing the right things. – Peter Drucker

Performance coaching

• Getting results through people

Transferring learning

• The manager’s role is to raise performance by transfer of learning
• Set Personal Achievement Development Plans (PADP’s)
• Identify training and development needs
• Empower and motivate through delegation
• Key performance indicators in key result areas
• Give effective performance feedback
• Link performance to reward
• Link PADPs to the business plan and strategic objectives
• Time management
• Build confidence and competencies

Managing performance

• Agree expected levels of achievement and support that achievement process
• Improve performance through exchange of views, self-evaluation, acknowledgement of success and identification of areas that change
• Foster good communication between all staff
• Identify and develop potential for progression and encourage staff to achieve their full potential
• Understand the core competencies to do the job and measure against agreed expectations

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Expansion

The succession of management is amongst the most difficult challenges that privately held business or small medium size enterprise (SME) will ever encounter.

An owner of a business may have many decades of experience at managing a business but little or no experience with the monumental task surrounding expansion, management change, training or their exit from the business.