| Fundamentals
of Leadership assesses
the business context and the leader's competencies to lead under
the circumstances through:
Setting the
context for leadership. We plot the organization on S curves
of change, map stakeholders, and assess leadership styles.
Leading during
change to enable people understand the theory of change and
how the various stages of change require different forms of leadership.
Developing
competency skills such as setting and communicating direction,
influencing those over whom they have no direct authority, surfacing
and resolving conflict, providing and soliciting coaching, collaborating
across functions, and focusing on all customers.
Increasing
business acumen by differentiating between problem solving and
dilemma management. Much time and effort is wasted on trying to
solve what is thought of as a problem (has a solution), but is actually
a dilemma (has options and no solution). We also log how leaders
use and misuse time, to increase effectiveness and reduce burnout.
The
objectives for Fundamentals of Leadership are:
- Ground leadership
role and requirements in an operational context
- Increase
capability to perform the tasks in the cycle of leadership
- Vary leadership
style as organizational change occurs
- Enhance ability
to manage dilemmas and solve problems
- Optimize
the use of time
Leading
through Strengths
- Operationalizing
strengths is more important than finding weaknesses.
- Capable people
are often much too self-critical.
- Positive
feedback motivates employees to keep doing what works.
Leading
through Strengths focuses
on achieving peak performance through:
Developing
self-awareness. It is not possible to lead others without understanding
ones’ self. We assess participants’ leadership skills,
interpersonal preferences, thinking styles, personality types, and
strengths.
Focusing
on strengths rather than performance gaps. We believe that to
succeed, people must identify and build upon what they do well.
Participants learn to operate from strength and manage weakness.
Reducing
self-defeating attitudes. Negative self-talk impedes progress
and reduces the likelihood someone will perform at peak.
Engaging
in experiential learning. It’s one thing to learn theoretically
and another to see how we perform live and how that plays out on
a daily basis at work. Each assessment instrument is linked to an
experience that provides a platform to observe the behaviors addressed
in an instrument.
The
objectives for Leading through Strengths are:
- Hold mindset
that is strength-based rather than gap-focused
- Increase
self-awareness
- Connect experiential
learning to leadership theory
- Provide coaching
time to interpret assessment instruments
Action
Learning
- There is
no substitute for learning while doing.
- Collaborative
brainpower is a mighty force.
- Change over
time is most likely to stick.
- High-level
investment in a problem stirs the pot of innovation.
Action
Learning kills
many birds with a well-honed stone. This project-based program develops
leadership, team and problem-solving skills through:
Enlisting
senior executives support for the selection, definition and
analysis of an issue that has major importance to the organization.
Selecting
high-potential candidates to participate in the initiative.
Participants are hand chosen and invited to be part of an action-learning
project and a relieved from some of their daily work to devote time
to the project.
Providing
participants with subject matters experts, coaches, organizational
support, and facilitators to enable them to provide the organization
with extraordinary recommendations and implementation strategies.
On-going coaching develops individual and team competence.
Spreading
the work over time. Projects run from two to twelve months depending
upon the scope and complexity of the work, the achievement goals,
and frequency of interaction.
The
objectives for Action Learning are:
- Enlist a
cadre of high potential employees in an on-going learning experience
- Analyze,
make recommendations and an implementation strategy for a significant
cross-organizational problem
- Develop leadership
and team skills
- Engage senior
leaders in the development of highly desirable employees
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