Day 1
First leadership exercise and debrief
- Everyone has an idea of what leadership means. And it often means something more.
- This first exercise has the goal of defining the topic and illustrating the various things that can have an impact on success or failure
Constructive feedback
- Skill-building session on how to deliver motivating, constructive and behaviour-driven feedback
- Topic covered early on day 1 to ensure that all future peer feedback during the course is useful for the participants
Understanding your people
- Communication skill building session
- How can you use active empathy to really listen and get to know people
Introducing strategic action
- Leadership exercise designed to show the importance of assessing current position and defining priorities before jumping into action
- This session plants the seed for a strategic approach to leadership, which is reinforced during future leadership exercises
Day 2
Adapting your way of leading
- First leaderships exercise to discover different ways you can lead your people
- Advantages and disadvantages of these different ways of leading. How do they help you achieve "tick-in-the-box" results, employee happiness and competence development?
- Case-based discussion to discover how and when you can lead people in these different ways
Coaching
- Skill-building session
- How to help your people to find their own solutions to their own problems and to define action to achieve specific missions
- GROW coaching model, applied immediately so each participant can see the value of a coaching approach and how a strategic approach to coaching works
Days 3 and 4
Topic order changes in each iteration of training… whereas days 1 and 2 follow above-noted approach to ensure that certain deliverables are on the table before days 3 and 4, since they come back in later sessions/topics
Motivation
- What do people really want from work?
- Intrinsic vs extrinsic motivators
- What are the different ways in which you can get and maintain motivation for (yourself and) your people?
- Through peer discussion and workshop, participants will define real concrete actions they can take for their own people
“Commercial communication” to create more influence
- Role-play exercise “Sell me a pen” designed to show the importance of adapting your “pitch” to the person you want to influence
- What you need to know about people in order to present beneficial arguments
- Mini-exercises : How to present an idea as a benefit for the other and deal with objections in an effective way
Change
- Role-play exercise : Get buy-in from someone for a specific new idea/approach = designed to show different change personality types
- Who are the best people to approach for something new and how do you deal with different change personality types?
- What happens when you bring a change to your people? Which best practices help to deal with these things
- How to use the engagement cycle to adapt your leadership behaviour to different “change needs”
Dealing with difficult leadership situations
- Role-play exercise + debrief designed to create understanding of the results cycle : Situation -> Perception -> Behaviour -> Results
- How your own different perceptions have an impact on your behaviour
- Different behaviour types you can have when faced with difficult and conflictual situations
- Assertive communication roleplays
Teamwork
- Leadership exercise designed to reinforce strategic approach to leadership and to highlight the issues that come up when working as a team
- Note : During this exercise, specific elements are unexpectedly changed in order to show impact on motivation, reinforce change theory and create some “difficult situations”
- Typically, this exercise happens on day 4, in order to bring back different topics already covered
- What are the keys to effective teamwork?
- Through peer discussion and workshop, participants will define real concrete actions they can take for their own teams
Handing over work to your people
- “Inbox” exercise in workshop style : How to decide who should do what work and why
- Participants learn a simple process for defining which tasks should and should not be given to the team, how to define the task in terms of competence-required, choosing the right people for the work (based on requirement for “tick-in-the-box” results, employee happiness and competence development), assessing risk and the required leadership style, communicating the hand-over