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We have a range of training modules with a core set of topics that we run regularly for our clients. However, we also use these as a foundation for building specific training or themed workshops based on each client’s requirements.
In addition to the individual training and workshops on specific topics, we provide training and coaching programmes for senior managers and leaders.
Emotional intelligence — the ability to recognise and manage your own emotions and empathise with others — has a significant influence over how someone leads, collaborates and builds relationships. Furthermore, their level of emotional intelligence is a significant indicator of their future success, both personally and as a leader.
Emotional intelligence is not, as once thought, an innate ability. We can enhance our emotional intelligence if we understand what emotional intelligence is, recognise our own strengths and weaknesses, and use that knowledge to improve.
Resilience has always been important and recent events have highlighted just how much. Emotional intelligence and resilience are closely related. For example, managing your own emotions in a stressful situation is a key indicator of resilience.
So in this training we explore the concepts and principles of emotional intelligence and resilience and learn how to improve both.
In the end it is always about relationships.
Whether it is influence, collaboration, leadership, building a team, supportive colleagues or satisfied clients, stakeholders and customers; they all depend on good relationships.
The success or failure of any activity, and the reputation of whoever is leading it, depends to a large extent on their ability to build and maintain effective relationships with those involved.
A leader must be able to build good relationships with people who can influence or have an interest in what they do; or whose actions or opinions may have either a positive or negative impact.
In this training we explore the principles of influence, how to identify stakeholders in its widest sense and how to build relationships.
Coaching is now a key skill for anyone in a senior role because it is an effective, proven approach that delivers results in developing people, solving problems, increasing performance and improving productivity.
Using the principles and techniques of coaching, leaders, managers and senior professionals can work with the diverse personalities in a team to improve performance, handle conflict and solve problems quickly. However, they do not have to become professional coaches to use the coaching skills required to work with individuals and their team in this way.
To use coaching effectively they must know when and when not to use coaching and how to integrate coaching as an approach without losing sight of the fact that they must still manage and lead.
The concepts of coaching are straightforward, but effective coaching relies on other inter-personal skills and self-awareness. Therefore, this should be considered a more advanced course and participants should have an appropriate level of knowledge and experience to benefit from the training.
Thinking and acting strategically is expected of anyone who is in a leadership role. So for someone moving into a senior role it is essential that they are are clear on what is and isn’t a strategy, as well as how it should support their own and the company’s goals. In addition, they must be able to explain their strategy to everyone involved.
In the first session we review the principles of strategy, the potential pitfalls and how to overcome them, and discuss how to present a strategy clearly and unambiguously.
Change is inevitable. However, the biggest challenge for any leader is not working out what to do to effect the change, but leading people through the process and making change permanent.
In the second session, we review change, its effect on people, how it affects performance and why it is important to lead change.
As a separate activity, we can run a strategy workshop where we work with your whole team in the morning to review the principles of strategy. Then in the afternoon we facilitate a working session to begin strategy development.
In this way you can ensure that the whole team is on the same page, understands and supports the goals and is engaged early in the process.
The leadership programme is for managers who are in a new senior role or as an internal leadership programme. It is a series of linked modules with each module building on the previous one to provide a comprehensive range of leadership skills.
The programme starts with an introduction session and each subsequent module always begins with a review of how each participant is using their new knowledge and skills.
The focus of this module is on self-awareness because good leaders understand how they work and the impact this has on others.
They recognise that leading effectively depends on recognising the differences and similarities in others and adapting their approach to get the best out of people. In particular how to work well with people who think and work differently to them.
Ultimately, the success of a leader depends on the capability and performance of their team. So it is essential that they know how to build a capable team that they trust. A team with individuals who have a wide range of skills, knowledge, perspectives and approach, but who cooperate and support each other.
An effective leader recognises that a high-performing team is first a group of unique individuals, each of whom requires a different approach to get the best from them. Only then can everyone in the group work well together.
Thinking strategically, developing a strategy, implementing and managing change are key leadership activities. So it is important for anyone taking on a senior role that they are very clear on what to do and how to do it.
Good relationships underpin any successful activity. So identifying your stakeholders, formal and informal, and building a productive relationship with them is essential.
A good leader is recognised for their ability to develop people who go on to do well and to work with individuals to create a capable and productive team.
Coaching is a proven, effective approach for developing people, solving problems, increasing performance and improving productivity. So learning when and how to use coaching as a leadership skill is another important tool for someone in a senior role.
Based on our First 90 Days programme, we explore the five key stages in a new senior leader’s first 90 days that provide the best possible start in a new role. We also cover how to ‘reboot’ if any of the key stages were missed in the past.
Senior managers handle significant budgets and while they are operating in a corporate structure, they must still understand the principles of finance, profitability, budgeting and reporting.
So while this is a leaderships skills programme, we believe new senior leaders should also have excellent business acumen, so we often include this module in our programme. However, it is an optional module delivered by an associate company that we recommend.
The first 90-100 days is a critical period for someone making the transition to their first or a new senior position. What they do during this time, and how well they do it, will have a significant impact on how successful they will be in the long-term.
This programme provides one-to-one development and coaching support during this important period and takes a new leader through the five key stages they must complete to ensure the best start possible.
Their first task is to understand their new environment: the stakeholders, key people, culture, shared values and the unique processes, procedures and practices.
Your business area doesn’t work in isolation, so it is important that you understand how it fits into the organisation and how your objectives contribute to the company’s goals.
Often overlooked, their own style, capabilities and personal development are important too. They must evaluate their current skill profile and find out what new skills and knowledge they will need in the future.
Ultimately their success will depend on their team, so their next priority is to evaluate the team: who is in the team, what can each of them do, what do they know about the individuals, how do they work together and how do they work with other people.
Completing the first four stages means they are now in the best position to develop a strategy and answer three key questions.
What do I want to achieve?
What resources do I have and what do I need?
How will I deploy those resources to achieve my goals?
