The crucial first step in becoming a better leader is to understand yourself. Utilising a highly valid 360 assessment provides each member of your team with considered feedback from peers, managers and direct reports. The results include both qualitative and quantitative information about the teams and individuals leadership competencies and consciousness.
An introductory group session establishes the importance and layout of the program for all team members, paving the way for an open and comfortable environment where the team can be honest, share, provide mutual feedback essential to achieving extraordinary results.
As a group we take the time to consider the definition of leadership. A half day workshop gives each member of the team the opportunity to contribute to a collective idea of what makes a good leader, particularly for your business.
During the workshop we will cover the broad concepts of leadership and consider the key criteria to effective leadership. We look at not just the actions, but also the behaviours and habits of effective leaders, and the impact of these behaviours and habits on organisational performance. Leaving this workshop you and your team will have an understanding of the type of leadership required to thrive in today’s global environment, as well as the behaviours that all good leaders reflect.
Now that a definition of leadership has been established, we go through your 360 assessment results and feedback in a 90 minute one-on-one sessions. By going through quantitative elements of your results we can get a broad picture of your beliefs + thoughts, leadership approach, and actions as a whole. Qualitative feedback can help us to identify when your behaviours are different towards different members of your business, be they reports, managers or peers.
We help each team member to identify their strengths in terms of leadership, relationships and the business as a whole. We then consider professional achievements and career goals, helping team members to consider how they can help to grow and drive the business to impact overall business performance.
Mapping your journey begins with group discussion on the nature of personal accountability. Research suggests that the majority of people consider themselves accountable, but complain that others aren’t. Essentially people judge themselves on their own intentions and others by their results. By exploring this paradox as a group, your team is able to move on to the economics of personal commitments. We will look at commitments as contracts to your future self, and also what techniques you can implement to make sure you follow through. This leads to the creation of your own Accountability Circles, as a method to guarantee your personal responsibility. Find peers above and below you in the team, and invite them to hold you accountable for your goals as well as act as peer coaches.
The mark of highly effective leaders is their openness to feedback so we take time as a group to outline the ‘rules of the road’. This is crucial because for feedback to be effective the group needs to trust each other and be completely open. First we establish as a group that what is said in the session, stays in the session, to welcome more personal sharing. Secondly we all ‘fire our reps’, meaning we focus on being an authentic version of ourselves, not an altered version to present ourselves in the best light. Once the rules are set we are ready to communicate, give and receive feedback, and start our journey to more effective leadership.
Work independently to create your own ‘One Big Thing’ (OBT) leadership goals in terms of both behaviour and change in leadership style. Following this, work with your peer coaches to review the OBT goals, specifically their personal importance and the change in belief they require. By the end of the peer coaching, each person will have their own OBT that is specific, singular and outcome focused.
Individually you will take these OBTs and make commitments to what behaviours you need to start, and which ones you need to stop, to achieve this leadership goal. The focus will be on identifying behaviours that are observable, specific, and concrete, so that they can form your leadership development plan. The group will then listen, brainstorm, challenge and support in order to refine these behaviours, as well as acting as an Accountability Circle. By the end of the session everyone will have their own OBT, a leadership development plan, and an Accountability Circle holding them responsible to their commitment to growth.
Participate in exercises that focus on the need to notice, name and change your self-limiting thoughts. Work with the cohort to analyse what you notice about your positive and negative tendencies in your 360 report. Use group support to update any beliefs that you realise are no longer effective, implement positive change in your physiology, and commit to changing your behaviour.
Imagine crossing a river on a raft, and then carrying that same raft on your back while you walked across the desert, it would slow you down. Changing your behaviour involves ‘putting down that raft’, as you realise just because it served you in the past, doesn’t mean it will help you in the future. Look at your Inner Game (prized beliefs, thoughts and assumptions) and Outer Game (habits and behaviours), to determine what needs to be left behind so you can move towards your vision. Finally, study the economics of making commitments to yourself, and implement methods to guarantee your future self will satisfy these commitments, and stay on course.
Learn why improving trust is important through understanding the payoff when it is there, and the cost when it isn’t. We break up the concept into the five factors of trust; competent, believable, reliable, connected, and vulnerable. Every member of the team undergoes a detailed trust analysis that determines which factors they perform best and worst in. Armed with this information, we discuss strategies to elevate trust across the team.
Next we introduce and define the elements of courageous conversation; being authentic when it counts the most. Many people withdraw from opportunities to have honest discussions with co workers for fear of conflict. We go through recent business examples and analyse the perceived risks of the conversation, the mistakes that were made, and the correct way to pursue it to achieve a positive result for all involved. To assist with this, we show you how to implement a Risk Management Checklist that identifies the safest way to be courageously authentic. Finally, we go through the six cultural changes that will make authentic communication feel less risky in your business.
Your team identifies how well your business is leading change, creating change, and managing resistance. This includes focusing on which people and organisational structures are helpful, and which ones are damaging. The group then works through multiple hypothetical situations and how effective leaders act in the midst of change compared to many other leaders.
We then challenge the most basic assumptions about how individuals deliver value, freeing the team to make integral large scale changes. This is a difficult thought process, as people are naturally loss averse, and transformation asks people to lose what they already know. We then go over the ten behaviours that leadership can instil and implement that make moving forward through a turbulent transition more compelling. Finally we look at how the six systems of business function and reinforce each other. So we can calibrate your system to drive sustainable change throughout your business.
The session begins with arguing the business case for relationship building, and why it is wrong to dismiss it as ‘touchy-feely’ and inappropriate. Inner game strategies are analysed so individuals can replace old beliefs with new ones that better represent the helpfulness of relationships in business. Next we outline specific and actionable outer game strategies that improve relationships with high returns for low investments of time. They can be as simple as listening for 15 seconds after asking a question.
Next we discuss the Four Relationships Toxins Model to learn what behaviours everyone must curtail. Criticism, Contempt, Defensiveness, and Stonewalling are all analysed and discussed in depth, specifically with team members opening up about which of the toxins they deploy. Once an open and authentic discussion is completed, we can discuss how effective leadership competencies can be used as antidotes to these toxins. Finally we work with your team to reach the ideal ratio of positive to negative criticism, which research suggests is 5:1.
We discuss the leadership challenge of successfully running the day-to-day business operations whilst also making the required changes to move the company forward toward the desired future. In essence the team is taught that leaders must live in a dual reality, working in the present whilst embodying the desired state of the future. Next we explore how leaders can manage this creative tension, and become aware of what reactive tendencies can be triggered by this conflict.
The team are given resources relating to the obstacles people can face while trying to achieve their goals. These include ‘hanging on to your raft’, ‘optimism bias’, ‘good crop/bad crop’, and ‘hyperbolic discounting’. Individuals open up in group discussion and dissect which stumbling blocks they most frequently fall over. Finally we go over 10 specific practices that leaders can implement to avoid these mistakes, and bring their current reality in line with their desired state.
Systems thinking involves looking at the organisation as a whole, and evaluating its long term health. This discussion opens up a wider scope of leadership development, specifically looking at 3 levels: self, team, and organisation. Through exploration of the topic the team learns that through a greater investment on self, a natural focus is added to the team and organisation.
The cohort will pair up and share their vision for the team as well as writing down ideas for how they wish the organisation would be. This is an important stage, because it helps individuals establish their vision for themselves, the team, and the organisation. This naturally takes the group to ‘Leader Rounding’, which is a set of 6 questions you can ask yourself each week which accurately predict how effectively you are moving towards your goal.
Listening effectively can be more difficult than people are willing to admit, but its importance in the workplace is indisputable. We start with an open discussion that explores the need for effective listening, specifically focusing on peers who do it well, and what benefits it has for them. This extends to include how inactive listening affects the creative competencies and reactive tendencies of the business.
Next we explore the 4 stages of listening; distracted, self-centered, active, and intuitive. It is important for each individual to be honest about which stage they are usually in, and this is a time for group discussion to foster positive feedback, that is also honest and authentic. This allows the team members to understand that there is space for improvement, which is when we present the 5 approaches establishing an active listening mindset: inquiring, echoing, empathising, clarifying, summarising.
We focus on conveying the importance of stocktake not only to the organisation, but also to your team and self. The session uses taking stock of this leadership course as an example of how your business will take stock of its journey. This starts with remembering, ‘where you’ve been’, which is a crucial stage as it enables you to learn from mistakes and triumphs. By taking stock of the past you can more effectively attain your current goals as well as motivating the team by showing how far you’ve already come.
Knowing ‘where you’re going’ can inspire your team as they build towards the future. This involves relaying the big picture plans to everyone in the organisation, so even the newest and most junior employees will be motivated by your long-term plans. Finally we discuss ‘how we’ll get there’, by taking an in-depth look at the path from the current reality to the future vision. This involves 5 recalibration questions that effective leaders will find helpful in staying on track.
At the completion of the program your leadership team will have developed into a more effective team through shifting their mindset, implementing new behaviours that leverage their strengths, being able to give and receive authentic feedback and working together collectively and cohesively.
They will be more capable of:
The program is 13 modules, with each module running for 4 hours, every 2 – 6 weeks. The modules are face-to-face, which allows the group to understand each other, build trust, build accountability, and create create powerful feedback loops. The team receive a 360 report on their combined strengths, along with individual 360 reports that provides them with an insight on your leadership strengths and how these compare to other leaders, including a breakdown on how different groups experience their leadership. Additionally you receive an interpretation manual plus handouts for each module.