I was listening to a conversation about the relief we feel if we hear a platform announcement that our train is arriving and will depart at the right time.

But then imagine if all our activities were so simply certain-knowing not only the the train will arrive on time ,but there will be a timely connection to our destination and we will arrive home safely…but then we will receive some bad news the next day…then we will know what the outcome of that news will be etc etc. Imagine in fact if we knew everything that would happen to us ? including all the highs and lows, all the illnesses and disappointments, everything laid out in absolute certainty ?

This was a “thought experiment” I heard on a podcast recently.

Whilst we often crave certainty, the ultimate satisfaction of that desire sounds potentially awful. So how do we learn to live more comfortably with uncertainty ? How do we learn to thrive stay optimistic ?

Acknowledging the nature of uncertainty and its potential to create hope, happiness and contentment is a key aspect of individual well being and effective leadership .

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The Making a Difference leadership programme provides participants with the opportunity to develop their awareness, confidence and skills in leadership. The programme utilises cognitive behavioural therapy (CBT) techniques and approaches to change leadership behaviour.  The evidence base for the success of CBT as a treatment for a wide range of psychological problems is well established.  This programme utilises CBT assessment and treatment techniques to help participants change the way they think about particular challenges and to conduct Behavioural Experiments which facilitate lasting changes in cognitions and behaviour.

The programme involves four key elements

The Difference You Make

Every small gesture, utterance or action that individuals take has a significant impact upon others around them.  This effect is even more exaggerated for leaders in organisations.  This part of the programme helps participants become aware of the impact that they make and gives them the skills to manage their personal impact through an awareness of physiological issues and the impact on non-verbal behaviour.  Participants actively explore and practice using voice, posture and animation to ensure they have the impact that they want to demonstrate.

Begin at the End

All too frequently in organisations attention is paid to short-term action plans and ensuring that performance measures are indicating good or acceptable progress.  In addition, targets and plans are frequently based upon what is achievable and possible.  Consequently, aspirations and targets may lack challenge and represent small incremental changes; consequently staff may often feel that they are driven by targets rather than the pursuit of ambition.  This element of the programme highlights the importance and the value of highly aspirational visions, ambitions and targets.  A number of case studies highlight the success of clear ambition and aspiration and how this can create a tangible and positive motivation for individuals whether in the world of science, sport or organisational development.  Participants learn techniques in relation to envisioning future success and – through the use of cognitive behaviour therapy techniques – are helped to develop ways of overcoming their individual doubts about their own competence – replacing this with a sense of belief in their own capacity for achieving great things in their chosen sphere of work.

Delivering Excellent Practice

This element of the programme focusses upon some key skills that leaders need to develop if they are to be successful within organisations.  There are three components of this part of the programme:

Communication – using a variety of typologies participants are helped to recognise that different methods and variable content is needed in relation to the various audiences with whom the leader interacts.  Participants practically explore the effective use of language in relation to different communication styles and the use of a range of media.

People – this focusses on the need to know your people.  Leaders must be able to flex their approach to colleagues and be able to recognise those who are stars, mood hoovers, prisoners, rising stars, passengers, etc.  Participants practice their approach to dealing with individuals on a 1:1 and organisational basis. 

Performance Management – it is a well-documented characteristic of organisations that if leaders cannot effectively measure what they are trying to do then they simply spend time doing that which can be measured.  Participants are helped to identify appropriate targets and measures for the achievement of their organisation’s success and their individual progress and development.

Practise, practise, practise Drawing on significant evidence from the fields of psychology and neuroscience, this element of the programme seeks to create within participants the recognition that leadership skills can be developed, honed and improved through meaningful and targeted practice.  This approach is constantly modelled throughout the programme.  An essential component of the Making a Difference programme is a recognition that the commitment and effort of participants outside the sessions is as important as session-content.  Participants are expected to complete “homework” between each session and are encouraged to develop habits of self-reflection and recording of their own development activities

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