Junior leaders’ programme
Great managers use change as an opportunity to inspire optimum performance from their organisations. By recognising the multiplicity of skills, values and learning styles in their teams, effective managers inspire people to lead and motivate others to achieve continual performance excellence. We help our clients to demonstrate a return on investment by ensuring that all leadership training is focused on core business goals.
Level
Programme is appropriate for learners at entry and intermediate levels.
Objectives
- To develop greater awareness of self and others
- To develop depth of understanding and capability in leadership
- To identify the key steps in delegation
- To understand how to motivate self and others
- To appreciate how to facilitate high impact meetings
- To develop skills in influencing others through coaching and feedback
- To build confidence through demonstrations and practical simulations
Process
Experiential exercise – Magic Stick – fun, interactive exercise focusing on communication, teamwork and leadership.
Your baseline – Learners to complete a SWOT analysis on their capability as a developing leader. Feedback and discussion. Johari window – self-awareness and building relationships. P.I.E. – performance, image, exposure – building credibility.
Leadership fundamentals – Mean by leadership. Definitions. Action-centred leadership – task, individual, team. Leadership styles – autocratic, democratic, laissez-faire. Research – Kouzes & Posner’s 5 leadership practices.
Learning and behaviour change – How we learn and the challenge of behaviour change – comfort zones, habit, conscious choice through self-awareness.
Experiential exercise – Delegation, Motivation and Facilitating Meetings – 3 leadership skills are covered through an experiential process of demonstrations, practice exercises, feedback and review of research and theory. Self-assessment – McClellend’s 3 Motivators – achievement, power and affiliation.
Organisational context – Understanding organisational behaviour. Power and politics. Political quadrants matrix – politically aware vs. unaware / integrity vs. game playing. Stakeholder analysis.
Experiential exercise – fun, interactive exercise to demonstrate our tendency to tell / instruct rather than ask / coach – value of a question-centred coaching style that helps people to stop and think for themselves – empowerment.
Influencing as coach – Principles of high impact coaching. Role of the coach. GROW coaching process. Coaching skills – listening, questioning, summarising, silence, empathy, goal setting, rapport and feedback.
Communication – 3Vs – verbal, vocal, visual. Advocacy vs. enquiry.
Developing relationships – Relationships as the context for leadership. Building trust and credibility. Transactional Analysis (TA) – parent, adult, child ego-states.
Styles and preferences – Character styles – doer, actor, friend, thinker. Self-assess style. Coaching and influencing different styles. Flexing and matching.
Simulations – Learners to practice coaching / meetings – practical scenarios:
- Taking turns, a learner will coach a role player or fellow learner
- Another learner coaches the coach
- Feedback and discussion – strengths / development areas for learners
- Repeat this process (3 practice sessions per learner)
Options
1, 2 or 3 day workshop for approx. 8 to 10 learners, with 1 or 2 facilitators, with the possibility of using professional role players.