Critical Leadership Conversations for Promising Leaders

Short description

A two-dimensional process aimed at maximising the development of leadership talent in an organisation

Purpose

To accelerate the development of identified potential leaders within an organisation

Who would gain most from this process?

Senior and middle managers
Newly appointed managers
Employees identified in terms of talent management, graduate and succession planning programmes

Structure of process

360 degree assessments taken pre- and post process covering leadership competencies and emotional intelligence
10 – 12 group action learning sessions each focused on one module
10 – 12 one on one coaching sessions with a dedicated coach to ensure that:

• the most important learning from the modules is converted into the workplace;
• effective self-leadership and leadership development takes place

Modules to choose from (typically 10 – 12)

Personal Strategy – a Plan for Life (Compulsory)
Time Management
Leadership – the key to managing people
Think! And make good decisions
Managing strategically
Business etiquette
Managing your career
Customer relationship management

Take charge of your Life
(Compulsory)
Emotional Intelligence at work
Building Effective Teams
Thriving on Diversity
Performance Management
Influencing and negotiating to win-win
Managing the change process
Selling skills
Presentation skills

Measurement of progress

360 degree assessments taken pre- and post process covering leadership competencies and emotional intelligence
Individual Reflective Assignments
Management reports
Progress against key performance areas
Self-assessment against Kirkpatrick’s 4 levels

Benefits for the individual participants

• The accelerated learning of business and managements skills and a basket of life skills and behaviours that others have acquired on the job over many years, all of which add value to their roles as they move up the management ladder;
• The sustained implementation of these skills and behaviours;
• The more consistent achievement of the individual’s personal best;
• An attitude that keeps the individual forward-focused and aware of new opportunities for growth and development, both personally and in the business;
• Increased self-confidence resulting in the ability to work through any obstacles to change and overcome self-sabotaging and self-limiting beliefs;
• The ability to become self-correcting (correct their behaviour) and self-generating (generate their own questions and answers);
• Clarity on what they want from life – their purpose and vision;
• The ability to set more effective goals and achieve them.

Benefits for the organisation

• Between 500 and 2000% ROI
• Implementation of the behaviours relating to the leadership imperatives identified by the executive team and other leadership skills
• A sound leadership knowledge-base amongst the next tiers of leadership
• Greater emotional intelligence and interpersonal skills within the organisation
• Proactive, positive, skilled and effective employees
• Improved employee networking with other future leaders and managers
• Bottom line improvements
• Results against other objectives
• Accelerated development of targeted staff
• An opportunity to gauge suitability for more senior leadership roles
• Measurable progress