Executive Leadership Programme

About the Programme

Building on best practice in the transfer of learning, our experience in delivering leadership and management development programmes has taught us that the powerful combination of self-managed learning, co-operative learning and the application of theory in the workplace is the best route to achieve business benefits.

Our approach is highly interactive, with emphasis on workshops and practical exercises linked to reflection, self-assessment and feedback. It emphasises outcomes (what has been learned) rather than inputs (what is taught). These shifts challenge the traditional ‘chalk and talk’ approach to teaching in favour of more experiential, personal and flexible teaching methods. The practical approach is particularly pertinent, in our experience, firstly to embed learning, and secondly to initiate the importance of finding the balance between the task and behavioural aspects of learning.

Our underpinning philosophy about learning is that it links directly with successful organisations’ ability to embrace change and to continuously improve, in an environment that serves the individual and the business. Our methods permit, and encourage, a collaborative approach to the design and development of the learning programme so that the particular requirements of the client organisation, such as the demands of the job, are taken into account, and senior management is encouraged to share ownership of the programme. Learning methods for work-based learning are attuned to best practice in the workplace, and incorporate:

Coaching for the senior management team
Assignments which have relevance in the workplace;
Specialist elements which are tailored to the needs of the client organisation; and
Team working, which is formalised through working in Action Learning Sets.

Our approach encourages the development of the reflective learner and promotes individual ownership of the learning programme – the idea of ‘personal responsibility’ will underpin the programme. For instance, following delivery of an event, whether a one-to-one coaching session or classroom based module, assignments may be set that require participants to apply their learning within the workplace – the cornerstone of embedding the learning.
Wherever possible, the assignments are designed with a dual objective:

To support the learning endeavours of the participant and;
To provide additional value to the client organisation by focusing on key issues.

Finally, our work-based learning approach creates an infrastructure to support team and individual learning that goes beyond the life of the learning programme and becomes embedded in working practices. As each group progresses through the programme, they provide support to each other. In our experience, at the end of a programme, participants are happy to provide mentoring support to subsequent groups. The cycle of work-based, lifelong learning delivers visible benefits to the individual, the team and the organisation.

We would recommend that any Leadership Development Programme takes consideration of the following elements:

Personality Profiles
Research carried out by Daniel Golmen has shown that when he compared star performers with average performers in senior leadership positions, he found that nearly 90% of the difference in their profiles was attributed to emotional intelligence factors. The use of psychometric assessments is a key element in the development of self-awareness and emotional intelligence within management at all levels.
Tools such as the Jung Type Indicator (JTI) which is based on the extensive research carried out by Carl Jung are currently used by Cranfield University’s Centre for Customised Executive Development’
The use of 360o feedback tools
The use of 360o feedback tools are also an excellent method of gathering further information and we would highly recommend the use of such a tool to further support the information provided by the use of JTI. This information would then enable a highly customised learning programme to be developed.
We would also recommend the use of a 360o before, during and after the programme has finished as a way of evaluating the impact and behaviour changes required.
For organisations which currently do not have access to a 360o tool we would be welcome the chance to discuss with you the various options currently available within the market place.
Group Project Work
To embed the learning into the workplace we would recommend that any programme designed consider Group Project Work. This would involve the group tackling real and current issues that face the organisations leaders at the current time.
Group Project Work is an enhancement of Action Learning and is grounded in the approach pioneered by Reg Revans which holds that there can be no learning without action and no knowing without the effort to practise and implement what is claimed as knowledge.
Executive Coaching
Coaching is an interactive and two way process that is designed to help individuals to develop rapidly. It is work related and is focused on improving performance or behaviour of the individual. The essential features of executive coaching are that it is a short-term, time limited, goal specific, action orientated programme that enhances an individual’s development.
We would recommend that the client organisation develop an internal capability to meet the coaching needs for future growth by the introduction of a coaching programme.
Diversity and Equality within the workplace
Diversity and Equality are of extreme importance within today’s modern organisation and we would recommend that this subject be covered within any Leadership Development Programme.
At a presentation given on 28th April 2005 by Beverly Alimo-Metcalfe PhD CPsychol Professor of Leadership Studies, University of Leeds pointed out that gender plays an important aspect within Leadership with organisations with a larger percentage of female managers being natural transformational managers.
A study carried out by Weisul, K. (2004). Entitled The Bottom line on Women at the Top’, that was published in Business Week, January 26 stated

“.. On average, companies with the highest percentage of women among their top officers had a return on equity 35% higher than those with the fewest high-level women. Total return to shareholders was 34% higher for the companies with the most executive women, vs. those with the fewest”

LEAD First Programme

The programme concentrates on middle and senior leaders within your organisation and is intended to provide a stimulating and stretching environment for them to develop as leaders.
This development programme will involve 5 modules, with each module 6 weeks apart to allow the participants to fully integrate the learning back into their work environment. Each module is 2 days in duration and can be run on or off site. All modules within this programme are highly interactive and participative; participants are expected to fully interact with each other and the facilitator to gain most benefit from the modules.

Module 1 – Leading Yourself

Development of Self Awareness using JTI © and 15FQ+ Personality Instruments

Research carried out by Daniel Golmen has shown that when he compared star performers with average performers in senior leadership positions, he found that nearly 90% of the difference in their profiles was attributed to emotional intelligence factors.
Tools such as the Jung Type Indicator (JTI), based on the extensive research carried out by Carl Jung. JTI is currently used by Cranfield Universities ‘Centre for Customised Executive Development’.

What is the difference between leadership and management
Exploring the various styles and theories of leadership
Motivating to improve performance

How the use of good motivational techniques can improve your leadership potential

To embed the learning into the workplace we would encourage the use of Group Project Work. This would involve the group tackling real and current issues that face the organisation at the current time.

Group Project Work is an enhancement of Action Learning and is grounded in the approach pioneered by Reg Revans which holds that there can be no learning without action and no knowing without the effort to practise and implement what is claimed as knowledge

Module 2 – Communications and Teams

Improving your communications skills; utilising the psychometric instruments from Module 1

Communicating your vision is important to ensure that you have the correct skills to enable your communication to be effective. This section looks at Transactional Analysis to help you get your message across effectively.

Giving feedback and understanding why it is important
Delegating to enable you to utilise your time better and to enhance the development of others
Building and Leading High Performance Teams

Discover what it takes to build, motivate and inspire not only the teams that you are responsible for but also the other teams in your department/organisation. This section utilises Belbin’s Team Roles © Assessments

Module 3 – Diversity and Equality

Diversity and Equality within the workplace

Diversity and Equality are of extreme importance within today’s modern organisation.
At a presentation given on 28th April 2005 by Beverly Alimo-Metcalfe PhD CPsychol Professor of Leadership Studies, University of Leeds pointed out that gender plays an important aspect within Leadership with organisations with a larger percentage of female managers being natural transformational managers.
A study carried out by Weisul, K. (2004). Entitled ‘The Bottom line on Women at the Top’, that was published in Business Week, January 26 stated

“.. On average, companies with the highest percentage of women among their top officers had a return on equity 35% higher than those with the fewest high-level women. Total return to shareholders was 34% higher for the companies with the most executive women, vs. those with the fewest

Module 4 – Leading and Developing Others

Coaching using the TGROW model (Topic / Goals / Reality / Options / What will you do)

Coaching is seen as vital to the improvement of individuals; and thus organisations. The skills and techniques that go into a being successful coaches are varied and many. This section introduces the TROW model (Topic / reality / Options / What will you do next) and provides the chance to practice

Conflict, how to manage it within yourself and your team

Conflict is inevitable within teams, and knowing how to manage it can lead to your team performing at peak level consistently

Identify and Managing Stress in yourself and others
Negotiating to a Win-Win situation

Not everyone will agree with you. This section covers how to negotiate effectively to reach a Win-Win situation.

Module 5 – Leading & Managing Change

Managing Change within your organisation

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes.
If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects relate strongly to the management of personal as well as organisational change.

Change and Project Management Techniques

Workshop Duration

This workshop can be delivered as a 10-day workshop or as five 2-day modules spread over several months.

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