leadership workshops · 2014. 12. 6. · leadership comes from all sorts of people and it is not...

www.nescot.ac.uk/livechange 020 8394 8400 [email protected]

LIVECHANGE LEADERSHIP WORKSHOPS

Leadership Workshops for your business

020 8349 8400

[email protected]

www.nescot.ac.uk/livechange

mailto:[email protected]

http://www.nescot.ac.uk/livechange



1. Defining Leadership

How do we define great leaders? What are the characteristics that great leaders have in common with each other.

Leadership comes from all sorts of people and it is not only those born with natural charisma that can be

effective.

2. Managing v Leading

There is a lot of confusion about managing and leading. Both are vitally important roles for people to adopt, but

what is the difference and when are they both appropriate?

3. Aligning Personal Values to Corporate Values

To be a leader you have to have followers. To have followers you have to be credible in what you do. To live this

leaders must be clear about their own beliefs and personal values and how they align to the values of the

organisation and then act consistently behind them

4. Introducing a Leadership Framework

Leadership is not about personality it is about practice. Whether you are a leader in the Private, Public or not for

profit Sector there are a number of key practices you should adopt to be successful. Five practices of exemplary

leadership are introduced: Model the Way, Inspire a shared Vision, Challenge the Process, Enable others to Act

and Encourage the Heart. These five practices are discussed and dissected during the workshop.

Note: This part of the workshop may be customised to some extent for your organisation.

5. Identifying our performance and deciding on actions

Having accepted the five key practices necessary to be an effective leader in your organisation, how are you

doing? The final part of the workshop looks at how the team are performing in these five areas and allows

individuals to rate themselves privately too.

INTRODUCTION TO LEADERSHIP

People and businesses need leadership to survive and grow, and it has to come from more than just the top Executive team. People need to understand when to manage and when to lead and what the differences mean to the business. LiveChange has created a lively and interactive one day workshop that can be run with top teams down to middle management.



1. Making the case for values

The Harvard Business Review recently said that the signs of a losing organisation were no shared

values. The first session of our workshop looks at the evidence for having shared values before

examining good and bad examples. Participants finally determine the criteria they will set to help them

create their own.

2. What makes a great vision?

A sense of audacity is encouraged for any vision statement. For one thing, it rallies the organization

into a common goal that provides a sense of challenge. Communicated properly, a very strong and

ambitious vision statement give the members of the company a strong sense of purpose that makes

them feel that they are part of something truly worthwhile. Also, a very ambitious vision statement

challenges the company’s leadership to utilize the company resources towards a definite direction. The

clearer the vision is, the more the management becomes encouraged to help realize it eventually. This

results in a more focused effort for the entire business as it seeks to make their dreams a reality.

3. Creating your organisation’s vision and values

Now the creativity of the teams is unleashed! Using various props and all the creativity they can muster

teams run through various fun, stimulating and visual activities before presenting back their findings to

the rest of the workshop. Finally the teams work together to create an agreed set of values and a vision

for the business. This is then discussed, refined and agreed in the workshop.

4. The role of leaders

Finally people discuss and agree what their roles are, as leaders, in engaging people in the vision and

values of the business.

CREATING YOUR VISION AND VALUES

Where you are going and what you stand for are two of the most important things a business needs to have, whatever your size. For many businesses this is confusing. The leadership all have a view, but they are not necessarily aligned and the staff are often confused. As the saying goes ‘If you don’t know where you are going don’t be surprised where you end up’. Values define the behaviours that are expected of leaders and staff. But this isn’t just fluffy intangible nonsense; studies have shown that strong corporate cultures, based on a foundation of shared values outperform other organisations by large margins in terms of profit, revenue and job creation.



CREATING YOUR STRATEGY

Creating the right strategy for your business, your division or your department is critical. How realistic is it? How stretching is it? How bought in are your senior team to it?

LiveChange has created a lively and interactive one to two day workshop that can be run with top teams down to middle management. The workshop is created from a ‘menu’ of subjects that could be relevant to your particular team and customised accordingly.

1. The Marketplace How well do you understand your marketplace? How is it changing and what is the impact on your business? In this session

we consider factors that will have a significant impact on your business such as Political and stability issues, Economic and

regulatory, Customer Relationships, Consumer buying behaviour, Technology and possible emerging markets.

2. Five/six Competitive Forces Using Michael Porter’s Five Competitive Forces model we look at the stability of your business and the impact the different

forces can have. For example what are you main competitors doing? Who are the potential entrants into your market? What

level of power do both suppliers and buyers have over you? Where are there substitutes to your products and services?

Having mapped out the forces we consider what we can learn and apply.

3. Our Recent Performance How has your business been performing? What have been the major successes and challenges in the last few years? What

are the trends telling us and what should be learn and apply to our strategies?

4. Influencing the Customer Looking at every moment, during the lifecycle of the customer and all the ‘touchpoints’ along the way, how much or little

influence do we have and how could we increase our influence?

5. Our Critical Success Factors What is it that is absolutely critical to you to do to make a success of your business? Understanding what the Critical Success

Factors for your business are is vital as a backdrop to creating your strategies.

6. Creating our Strategies Using all the outputs from the previous sessions teams work together to identify the strategies for the next year. Against

each of the strategies we put a measurement framework as well as responsibilities.



BUILDING YOUR TEAM: BELBIN TEAM ROLES

1. What are Belbin Team Roles?

Nine different Team Roles were created by Dr Meredith Belbin and his research team at Henley Management

College in the 1970s. Over a period of nine years, international management teams were studied. Each partici-

pant completed a battery of psychometric tests, so that attributes such as personality and behaviour could be

brought into play and their effects on the team could be considered. As the research progressed, it revealed that

the difference between success and failure for a team was not dependent on factors such as intellect, but more

on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct

team contributions or ‘Team Roles’:

PLANT- Creative, imaginative, unorthodox, solves difficult problems

RESOURCE INVESTIGATOR - Extrovert, enthusiastic, communicative, explores opportunities and

develops contacts

CO-ORDINATOR - Mature, confident, a good chairperson. Clarifies goals, promotes decision

making, delegates well

SHAPER - Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles

MONITOR EVALUATOR - Sober, strategic and discerning. Sees all options. Judges accurately

TEAMWORKER - Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction

Ever wondered why some teams just seem to work and others hit the rocks? When things don’t work it is obvious to all and often has a profound effect on the people involved, as well as on the project or objective to be achieved. Belbin Team Roles provides a common team language enabling individuals and teams to work together with greater self-awareness and understanding. This programme will enable your team to understand where their individual strengths are and how they can contribute most effectively to the team. It will also show you where you might need to bring in different types of people to create a high performing team.



IMPLEMENTER - Disciplined, reliable, conservative and efficient. Turns ideas into practical actions

COMPLETER FINISHER - Painstaking, conscientious, anxious. Searches our errors and omissions.

Delivers on time

SPECIALIST - Single-minded, self starting, dedicated. Provides knowledge and skills in rare supply

2. Who are they for?

Belbin Team Roles are for existing teams, who want to look at their individual strengths and ‘allowable

weaknesses’ and work on improving their team work. They can also be used for assessing people who might be

joining a team to see how well they might fit in. For individual cases, it can also be used for career progression,

where you would like to know more about your real strength within a team environment and also how others see

you.

3. How are people assessed?

The first step is to complete the Belbin Self-Perception Inventory (SPI). This is done on-line and takes about 15

minutes. To increase the validity of the scoring it is necessary to involve Observer Assessments. This is also done

on-line and takes about 5 minutes. These are people who should have known you for at least 3 months.

Scores are then run through e-interplace software and a 4-page report is generated. The detailed information

covers how you fit within each of the 9 Team Roles, your working and management style, a Character Profile

which gives advice on you strengths, weaknesses and the roles you should play, and finally the last page provides

advice on your Personal Work Style, based on a combination of your preferred Team Roles.

4. The workshop

A one day workshop for your team allows you to build on the reports generated on your Belbin Team Roles and

start to understand how your team fits together, where its strengths and weaknesses are and what you could be

doing to optimise the way you work together.

The workshop format is a mixture of discussion, activities, team exercises, DVD and an action session with next

steps. Follow up sessions can then be provided for the team or for individual team members.



LEADING CHANGE

People and businesses need change to survive and grow, and it has to come from more than just the top Executive team. Change isn’t just about the large scale projects, it is also about the small everyday things we have to cope with in business today.

LiveChange has created a lively and interactive one day workshop that can be run with top teams down to middle management.

1. What is change and why is it important? Looking at different definitions of change and people’s own understanding, we unpick what change is all

about. Showing how change models and theories have evolved and what the current view of change is.

Finally sharing real examples of organisations that have failed to change.

2. Change in the Workplace Looking at a range of typical scenarios in our businesses today, people discuss what the typical enablers

and barriers are to successful change. In each of the scenarios people then discuss what needs to be

done to enable change.

3. Making Change happen Starting with a look at some of the key experts and authors in the change field before focusing down on

some key learnings that can be applied. Looking at why change fails, how leadership is vital in successful

change and discussing an eight-stage change process. Finally discussing three global case studies of

successful change.

4. Change in practice People discuss their experiences of change in their workplaces or outside lives and conclude what has

worked, what has not and what to consider in future.

5. Introducing a Change Model for your business This final part of the day can be used to introduce a change model for your business. This section will

need prior discussions with you leadership team to confirm the details of the model that you decide to

follow.



PRESENTING WITH POWER

Making presentations, whether in small groups where you have to put forward your monthly figures or targets, on a one-to-one with your boss, or to a large group of 50 or more people can be nerve wracking at best and career limiting at worst.

It’s all about engagement, whether on a small or a large scale and it needs to be informative, interesting and useful - and that applies to both the giver and the receiver. So why is it that they way people communicate is often confusing, boring and unimaginative?

The LiveChange one-day programme contains a mixture of theory, discussion and hands-on practice (using video playback). It is suitable for managers who regularly present to groups of people and are looking to enhance their skills.

CONTENT 1. Pre-programme preparation This programme is designed to be run with up to 5 people, in an intensive, hands-on session. Before attending the Presenting

with Power programme, participants are asked to think of a real presentation they have been asked to make, or one they may

be asked to present in the future. During the programme they will be working with this example. They should be ready not

only to prepare for a presentation, but to deliver one which is recorded on video camera and played back to the group.

Participants are also asked to consider what it is that they specifically want to improve.

2. Your audience Whether you are presenting at your monthly meeting to a peer group, having a meeting with a boss or subordinate or

preparing for a major presentation, you always start by thinking about your audience. In the same way that you should ‘write

for your readers’ you should ‘speak for your audience’. In this first session we explore a series of questions to enable you to

better understand your audience, their expectations and what you need to consider for your presentation to them.

3. Creating the story Any presentation should be like a story. It should have a start that really engages people and excites them about what is to

come. It should have a middle where the substance of what you need to say is delivered and it should have an end that

reminds people what you have said, gives them something key to remember and perhaps has a ‘call to action’. This second

session looks at how to plan ‘the storyline’ for a presentation.

4. Media and Formats There are many ways to deliver a presentation and an over reliance on the ubiquitous PowerPoint is a mistake. This session

looks at the various options available. How to use visuals and text, how to integrate different media through the presentation,

and what sorts of media to use in different settings.



5. Body Language and Voice This is a key area of presentation as are all the non-verbal areas. Great body language demonstrates passion, emphasises your

key points and engages your audience. Poor body language has the reverse effect. However, like all aspects of presentation

skills, there is no ‘one size fits all’. What you use and how you use it will depend on the occasion and the audience, the size of

the audience and the topic of your presentation. In this session we will practice different ways of using body language. The key

is that it must look and feel natural.

How many times have you found someone boring in the way they try to get something across? Seeing yourself on video and

hearing your own voice will help enormously. This session also looks at how to inject passion, intonation and pauses to great

effect.

6. Movement How much should you move during a presentation? What is the best way to present in a meeting? Should you stand or sit, and

when do you use a flip chart for maximum effect? Is it distracting to your group or audience, or does it help to engage them?

Where should you move to and when should you move and stop? All these and more are explored in this session.

7. Staying calm and focused You’re sitting to the side of the front row, waiting to be introduced as the next speaker, your boss is in the front row and your

peers are scattered throughout the audience. Your palms are sweating, your body feels cold and your mouth feels dry.

Welcome to stagefright!

For most people any form of speaking to groups can be stressful (and often the bigger the group, the more trepidation you

feel). You can take away much of this stress through the right preparation, however on the day a dry mouth, quicker breathing

and increased perspiration is quite normal. So how do you deal with this and what is the best way to look as though you have

no nerves at all? This session will give you techniques and tips to controlling your nerves before you start your presentation.

8. Putting it all into practice The final session of the day puts it all together and participants are asked to use everything they have learned to prepare and

deliver a presentation to the rest of the group. This is also recorded on video and critiqued by the facilitator and other members

of the group.

Copies of all videos are available for participants to take away with them.

Follow up coaching is also available on a one-to-one basis either to enhance individual’s skills further, or to prepare for a

particular presentation.



BRINGING CREATIVITY INTO THE WORKPLACE

Creativity is unfortunately something that few people demonstrate and even fewer companies do well. So why is that?

In the 21st century, businesses need creativity in the way they think and plan for tomorrow. It is such an essential part of most workplaces, but is seldom understood or allowed to flourish.

This half-day programme gives you and your team the knowledge and desire to be more creative everyday.

1. Building the environment at work This workshop will address many of the key questions about creativity:

How do you build an environment at work where your staff will be creative? What do we need to do as leaders to enable and encourage creativity at work? Why the brain is more receptive to being creative in certain circumstances and at certain times of the day?

2. Our brain and creativity Understanding how our brain works; what we can do to fuel it to work at optimum performance and how do the different spheres perform: right = creative and left = logical.

When are our brains at their most creative and how do we harness that ability when we have it? How do we learn and remember things in the best way What hinders and even blocks our creativity at work.

3. Tools and techniques Finally, trying out some great tools and techniques that can be applied back in the

workplace. A hands-on session using a number of highly creative tools.



LEADING WITH EMOTIONAL INTELLIGENCE

How emotionally intelligent are you?

You’ve been called into a meeting and you are completely unprepared. You..

Fake it. If you talk confidently enough they’ll believe you.

Apologise for your lack of preparation. Explain that you were just asked to join the meeting.

Participate as best you can, and promise to follow up with information that you don’t have immediately available.

Complain that you weren’t told of the meeting until two minutes ago.

If you want to know the answer, read on...

Copyright Hay Group Inc,

Why is emotional intelligence so important for leaders? People take their emotional cues from the leaders of an organisation

The greater a leader’s skill at transmitting emotions, the more forcefully the emotions will spread

Leaders’ emotional states and actions affect how the people they lead perform

What is emotional intelligence? In today’s world a good level of technical knowledge and intellectual ability is taken for granted. But it doesn’t help you to stand out from the crowd. Emotional Intelligence (EI) is becoming the differentiator; the way in which great leaders and professionals can stand out.

Emotional intelligence is our ability to:

recognise our own feelings and those of others

motivate ourselves

manage emotions effectively in ourselves and others

Why is emotional intelligence so important? Studies of 500 organisations worldwide indicate that people who score highest on EI measures rise to the top of organisations.

A survey of managers in a UK supermarket chain revealed those with high EI experienced less stress, enjoyed better health, performed better and reported a better life/work balance.

Partners in a multi-national consulting firm were assessed on EI; those high on EI secured $1.2m more profit.

Analysis of 300+ top executives showed certain EI competencies (influence, team leadership, organisational awareness, self-confidence) distinguished star performers.

The Centre for Creative Leadership identified that the primary cause of career derailment amongst top executives was the lack of EI.



Workshop objectives Understand what we mean by Emotional Intelligence (EI) and why it is important for leaders in today’s world

Distinguish between the ‘thinking’ brain and the ‘emotional’ brain and understand how they work

Explore different EI competencies and what they mean in practice

Reflect on what EI means for you, as individuals, and explore your motivation to build your EI capabilities

About the workshop Suitable for middle and senior managers and leaders

Can be run for groups of between 10 and 40 people across or within organisational teams

Experiential learning using a mixture of short presentations, DVD and group exercises. Working in table teams of between 4 and 5 people

Self-Awareness Emotional Self-Awareness Accurate Self-Assessment Self-Confidence

Social Awareness Empathy

Organisational awareness Service orientation

Self-Management Emotional Self-

control Transparency Optimism Achievement Initiative Adaptability

Relationship Management

Influence Developing others

Conflict management Inspirational leadership

Teamwork and collaboration Change catalyst

The Emotional Intelligence Model Copyright Hay Group Inc,

EI



REACHING YOUR POTENTIAL: EXECUTIVE COACHING

The LiveChange Management Coaching Programme is a one-to-one intensive programme for senior and middle managers. It is designed for managers who want personal support and coaching to help them firstly, to be clear on what their long terms goals are and then to take actions to achieve them. The coaching programme is designed to be run initially over 6 months, to include eight, two hour, one-to-one meetings. Progress is then reviewed and additional meetings scheduled as required. Often a programme will run over a year or more. The programme includes unlimited email and phone support and the use of LiveChange offices, near Guildford or at Nescot in Epsom, to conduct the meetings if required.

Goal Setting The programme begins with establishing the client’s goals. This is the key to the start of the programme. What is it that the client wishes to do or achieve? A long-term outcome goal (between 5-10 years ideally) needs to be discussed and agreed between the client and coach. This will be supported by:

a. The Process Goals: the smaller goals along the road to achieve the outcome goal b. The timeframe c. The success criteria (how the client will know when they have achieved the goal

Whilst the outcome needs to be agreed early on, often it is the immediate concern(s) of the client that are raised. It is fun-damental to the coaching programme that the following questions are answered early on:

a. What brings the client to coaching? b. What will they need/want/have to do differently? c. What will they have to stop doing?

Taking Action Having established the outcome goal and the immediate concerns around why the client has sought coaching, the role of the coach is to help the client to focus on actions that they can take to bridge the gap. These actions are set during the meetings and discussed at the next meeting. When considering the actions that the client is going to take a number of issues are likely to surface:

a. Does the client have enough of the right resources to take the actions and achieve the goals they have set? Re-sources can mean any of the following:

i. Personal qualities (skills and capabilities) ii. People (colleagues, family and friends to support them) iii. Objects (books, technology, videos etc) iv. Role models (who may have achieved the goals before) v. Time (to dedicate to the achievement of the goal)



b. Has the client considered the wider consequences of taking the necessary actions and achieving both the process and outcome goal? These consequences can be in terms of:

i. The effect on other people around you ii. The cost of achieving the goals in terms of time, money and opportunity iii. What might need to be given up or left behind iv. How will the current balance in your life be affected when you achieve your goal

c. In addition to considering the consequences of achieving the goal set by the client an equally important question to

consider will be ‘What are the consequences of NOT achieving the goal?”

3. Client Beliefs In the first few meetings it will become clear to both the client and the coach whether the client believes that they can achieve their stated goal. Empowering beliefs will help the client to achieve their goals, whilst limiting beliefs can considerably hinder progress. The role of the coach will be to bring these out during the meetings and address them. In short, in order to achieve the stated goals the client needs to believe three things:

a. Possibility – I believe it is possible to achieve my goals b. Ability – I believe I am capable of achieving my goals c. Deserving – I believe I deserve to achieve my goals

4. Being Conscious and Changing Habits We spend over 90% of our waking time doing things that are unconscious. In other words, we repeat the behaviours that we did the day before without thinking. It is these unconscious behaviours that become the habits that form our world and give us security. When a client comes to coaching they are in effect saying that they want to break some of their habits and change some of their behaviours, otherwise how can they possibly achieve their goals if they act the way they did the day before. Working with the coach, the client will need to start by being conscious of what they are doing on an hour-by -hour and day-to-day basis. Only by being conscious can they start to change their behaviours.

leadership workshops · 2014. 12. 6. · leadership comes from all sorts of people and it is not...

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