1. 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. 

2. 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.  Targets and plans are frequently based upon what is achievable and possible.  Consequently, aspirations and targets may lack challenge and represent small incremental changes; staff may often feel that they are driven by targets rather than the pursuit of ambition.  This element of the programme highlights the importance of highly aspirational visions, ambitions and targets.  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. 

3. Delivering Excellence

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 – 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 – 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.

4. 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.  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.