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Management Skills > Courses
This two-day course is designed to help senior executives become high performance leaders who motivate and inspire their people. Leaders are primarily concerned with developing an inspirational Vision for where their business is going and establishing the Values (or behaviours) that employees should exhibit as they work towards achieving that Vision. The emphasis is on establishing the direction of an organisation, department, team or product. It is about purpose and judgement; it is about effectiveness or ‘doing the right thing.’ This programme is designed to give existing and aspiring leaders vital insights into the processes and techniques that need to be adopted in order to do this with charisma, power and effectiveness.
By attending this highly interactive and practical two-day course you will:
All senior managers who want to acquire the knowledge, skills and attitudes needed to provide inspirational leadership.
360-degree feedback is a vital component of leadership training and this programme begins with an on-line assessment of the participant’s strengths and areas for improvement, as identified by employees, peers, board members etc. The value of this analysis is that leaders get a much broader sense of how they are perceived by others than would otherwise be possible. It also highlights development needs and shortfalls against competences in an impartial manner. Research also suggests that leaders who are aware of their behaviour, and the impact it can have on others, are better able to motivate their teams and this leads to better retention of high potential staff and improved morale.
The phrase the ‘inner game’ is a term borrowed from sports psychology. It is a reference to the fact that what is going on inside a person’s head (their state of mind) is crucial to good performance. Here we consider the role perception and beliefs of people who are excellent at leading others.
It is difficult to make a positive impression on another person, let alone a whole organisation, if we feel nervous, anxious, hesitant or angry. So before we start to lead people, a vital precursor is to recognise and understand our own thoughts, feelings and emotions in order to build and maintain a calm, rational and self confident state of mind. We call this capability ‘emotional intelligence’ and it is one of the core competencies of the effective leader.
Leadership does not take place in a vacuum, it occurs against a backdrop of economic and political factors. The leader needs to understand these factors if the vision that they develop is to be grounded in reality.
Every organisation has a history, understanding this history is important if resistance to a new vision or company culture is to be avoided. Understanding the specifics of the area to be led involves looking at the origins of the organisation, the existing vision, current values (espoused versus actual), markets served, products offered and key financial ratios.
Stakeholders (which may include the leader’s immediate team, employees, suppliers and customers) will have an interest in the definition of the vision and values once they are developed. The question for the leader is to ask, “What is each of these groups looking for in a compelling vision?” Then build the answers into the finished vision and values statements.
The vision is a short statement of how the leader wishes the company, department, function or team to be perceived by its customers, be they internal or external. It provides the ‘big picture’ for employees to work towards and generates a sense of purpose and direction. At the organisational level the vision should clearly indicate the market position that the company aims to hold. It must provide a compelling answer to the question “What business are we in?” It must also generate excitement and enthusiasm among the stakeholders.
In order to translate the Vision into action the Leader sets high-level goals for their top team based on the steps that are needed to begin to move towards the Vision. They then ensure that those goals are cascaded down through the organisation so that each employee has clear work targets that will contribute to moving the company in the desired direction.
Every organisation, work group or team operates in accordance with a set of values or ‘house rules’. These values, which can be implicit or explicit, specify ‘how we do things around here.’ They determine what kinds of behaviour are acceptable and which are inappropriate. In short, they combine to define the company’s culture.
Leaders drive forward their agenda for implementing Vision and Values by focusing on a small number of key projects or initiatives. These initiatives provide the means for adding a sense of energy and urgency to the Values and Vision. They also give a concrete focus for taking action. Common initiatives include: Six Sigma Programmes, Total Quality Management, Lean Manufacturing, Cycle Time Reduction, Re-engineering etc.
People respond to a request or instruction from a leader because they feel that he or she has a certain level of power or authority to which they feel they should respond. Everyone will respond positively to someone else if they perceive that in a given situation that person is in a position of authority. There are two sources of power that can be used to encourage someone to accept our point of view. These are: personal power (related to the characteristics of the individual) and position power (related to the job the person does.)
For vision, values and initiatives to become fully integrated into the company’s daily work routines (or organisational ‘DNA’) they have to be communicated and reinforced on a frequent and systematic basis. Here we consider the ways and means that we have to make the leaders messages come to life.
Feedback is based upon peer reviews using Boulden assessment checklists. Completing the Boulden assessment checklists is not only valuable to the people involved in a given case study, it also helps those completing them to gain an in-depth understanding of the building blocks that make up effective influencial leaders.
Further information on this course is available by contacting
Boulden Management Consultants:
via our Contact form
Tel: 0844 394 8877