Understanding yourself

Anyone taking on a leadership role quickly discovers that their own styles and projections may not work with all members of their team

• What are my hardwired preferences?
• How do my hardwired preferences show up day to day?
• How can I adapt my communication style to suit each audience?
• Where do I default to under stress?  
• Is my default mode working with my team?  What can I do about that?

Where do leaders spend their time?

Managing and monitoring people, tasks and projects is only one element of a leader’s role. Discover what lies in the other three quadrants of leadership

• A leader delivers in four ways, a manager in one
• Sustained leadership needs an extended range
• Moving from technical specialist to strategic specialist
• Moving from leader of projects to leader of people
• Making the time for the leader quadrants

Using a coaching style

‘Telling people’ may work for young apprentices who need to be instructed but it certainly isn’t a sustainable strategy for developing self---managing people.  Learn how to use a coaching style with your team.

• Who are my coaching role models?
• Do I give advice or do I coach?
• Do I judge or do I listen?
• How can I move my team towards self-management?
• How does coaching feel different to telling or selling?

Dealing with underperformance

If the leader doesn’t deal with issues of underperformance, who will?  Learn the techniques that work for leaders who proactively deal with both dysfunctional behaviours and unmet performance goals.

• When does coaching stop and counselling start?
• How can I improve my performance counselling discussions?
• How is performance discipline different from performance management?
• How can I give my team members clarity on their core deliverables?
• How can I radically change how I deal with excuses?
• Do I have the skill (and process) to name the gap between what I need and what is being delivered?

Leading change

Strategic planning, identifying core deliverables, describing drivers of success and implementing a performance discipline all require skills beyond the manager role. Learn practical approaches to these core leadership skills.

• Do I announce change or facilitate change?
• Can I always articulate the compelling case for change?
• Am I able to provide a clear and practical vision for the change that's needed?
• How do I bridge the gap between the announcement of the goal and the achievement of the end game?
• What process do I use to keep change on track?

Moving up the organisational ladder

Expect further promotions and plan now to be ready with a CV that demonstrates the leadership achievements that warrant higher office.

• Is my CV ready to go when an opportunity for promotion arises?
• Does my CV look active or passive, stereotypical or unique?
• How am I staying proactive in my own career development?
• How can I differentiate from others vying for positions I seek?
• How can I demonstrate I am capable of higher office?
• How well do I interview?   How useful would increased self-confidence be?