Leadership Development Programme

Training Outline

You, the modern leader (part 1)

To begin the programme, participants will have an opportunity to assess how they see themselves as a leader and how they believe others in their organisation perceive them. Later in the programme participants will have the chance to discover what other participants think of them and to assess how close this is to their self-perception.

• Who do you think you are? (part 1)
• Emotionally intelligent leadership

Leading in changing times

This session will address the fast pace of change and what it means for the participants as a leader. The programme will explore the effects of technology on the delivery of goods or services, creation and management of a digital presence, maintaining a strong brand in the face of a fickle customer or client base and the burdens of regulation and compliance.

• Brand and market positioning
• Client retention
• Automation: a blessing or a curse?
• Your digital presence
• Dealing with uncertainty
• Regulation and compliance
• Exploding data
• Financial management
• Your issues – an opportunity for peer coaching

Leading and managing Millennials and Generation Z

By 2025, 75% of the workforce will be Millennials and Generation Z. Their needs and aspirations are very different from those of earlier generations. Participants will address some vital questions: How well equipped are you to lead and manage them? Are you communicating with them in ways that engage and motivate them? How can you retain staff who don’t necessarily want a long-term career with you?

The new generation expects to work collaboratively, and this is a step change for many schooled in more directive leadership. This session will explore the reasons why we must change our leadership style and look at what really works with the new generations who will ultimately run our organisations.

• No more heroics: an end to the cult of celebrity leadership
• Working with a new generation: collaborative approaches to leadership
• Becoming a collaborative leader
• Retaining Millennials and Generation Z

Ethical leadership – ethical business

It is not enough to pay lip-service to business ethics. As a leader you have a responsibility for shaping and enforcing the corporate culture. In this session, we’ll explore what we mean by ethical business and look at how ethical leadership can shape that ethical culture.

• Leadership: inheritance, stewardship and legacy
• What do you mean by ethical business?
• The ethical leader: is it you?
• Enforcing standards

Leading in a multi-national/multi-cultural organisation

If a multinational organisation tries a “one-size fits all approach” to its leadership, it is likely to fail spectacularly. Corporate culture must be adapted from country to country. We’ll look at the fundamental differences between national styles of working and we’ll introduce you to a leading-edge tool to diagnose and change corporate culture – a tool that you can take away and use in your organisation.

• What do we mean by corporate culture?
• Which comes first – national identity or corporate culture?
• Diagnosing and changing corporate culture
• Developing cultural intelligence
• Top tips for leading multinational teams

Diversity, inclusion and equality

Diversity is a numbers game, inclusion is a practice and equality is an aspiration. Many organisations are still stuck at the diversity stage, trying to ensure a mix of race, age, gender, sexuality, and level of physical/mental ability.

• Diversity – tokenism or business benefit?
• Inclusion – what does it really mean to be inclusive?
• Equality – how are you going to get there?

You, the modern leader (part 2)

The group will go right back to the self-assessment that they created at the beginning of the programme and in small groups, they will discover how close their self-perception, their expectations of others’ perceptions of themselves, and their real view of themselves really are. It’s a wonderful opportunity to discover from peers the impression that they create and will give them insight into what they may want to change or consolidate to become an even more effective leader.

• Who do you think you are? (part 2)
• Key learning, action planning and next steps
• Time to reflect on what you have learned and plan what you will now do differently.
• Individual planning
• Paired discussion and challenge
• Public declaration