leadership minds learning spaces · presentation of the latest findings in neuroscience,...

Learning Spaces

Our mission is to create spaces to grow agile, mindful, connected global

leaders.

WHAT ARE LEARNING SPACES?

Leadership Minds’ Vision is for leaders around the world to have the space, desire and capability to grow and make meaningful contributions to society. Our Mission is to create spaces to grow agile, mindful, connected global leaders that deliver business results.

Leadership Minds’ Learning Spaces enable your leaders to learn by doing. There are no artificial case studies: all exercises draw on your leaders’ current experiences, and on projects they are currently working on. This maximizes transfer of learning and simplifies applicability.

Our learning spaces are designed around the following principles:

u Experiential and reflective learning. See below for some examples of the activities we offer.

u We provide enough content for participants to discuss and find answers by themselves.

u 10-20% theory / 80-90% practice and discussion.

u Direct transfer or learning: we don’t use case studies or artificial scenarios. All exercises use real business issues and real conversations.

u Senior Leadership participation whenever possible. This could be as speakers, leaders training leaders, or attending presentations done by participants.

What makes our Learning Spaces different?

We create a space where your leaders can discuss new ideas, and learn from each other. After a brief presentation of the latest findings in neuroscience, organizational psychology, business theory or digital, they will engage in one or more of the following experiential activities:

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Lego Serious Play

Internet Research

Peer Coaching Real-Scenario Triads

Group Discussions

Video Discussions

Cards Self-Reflection Mindfulness Use of Space Mapping the System

Improv Theatre

Contact us to discuss how we can help:Phone: +44-795-872-1890 Email: [email protected] Web: www.leadershipminds.co.uk

CUSTOMIZING LEARNING SPACES TO YOUR NEEDS

You let us know what you want your leaders to work on, and we’ll create a learning space to make that happen. We cover topics in the following 4 areas:

What pre-built learning spaces do we offer?We already offer a few pre-built learning spaces, which you can find over the next few pages. Use them as inspiration when thinking about your own. If you like them as they are, then we’re good to go! If you want to customize them in any way, then we can do that for you. The list below shows who is the ideal target audience for each space.

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Agile Change Leadership ✓ ✓ ✓

Authentic Leadership ✓ ✓ ✓ ✓

Career and Reputation Management ✓ ✓ ✓ ✓

Crossing Boundaries ✓ ✓ ✓ ✓ ✓

Influencing with Emotional Intelligence ✓ ✓ ✓ ✓

Leading Agile High Performing Teams ✓ ✓ ✓

Mindful Coaching ✓ ✓ ✓

Organizational Astuteness ✓ ✓ ✓

Presenting with Impact ✓ ✓ ✓

Recruiting Great Talent ✓ ✓

Senior Leadership Development Programme ✓

The Digital Leader ✓ ✓ ✓

Vision, Culture and Values ✓ ✓ ✓ ✓ ✓

Working Virtually and Globally ✓ ✓ ✓

Agile Leadership

Mindful Leadership

Connected Leadership

Global Leadership

Contact us to discuss how we can help:Phone: +44-795-872-1890 Email: [email protected] Web: www.leadershipminds.co.uk

AGILE CHANGE LEADERSHIP8-24 Participants 2 days

Leading change in volatile, uncertain, complex and ambiguous times requires an agile mind-set, and the ability to focus on the human side of change. Those in charge of leading these changes understand the technical aspects of their projects. In this workshop we look at the rational, emotional and behavioural aspects of change to maximize acceptance. What is the “ecosystem” surrounding these change initiatives? How can I communicate to generate empowerment? How and when should I evaluate, learn and pivot? And how can I generate a network of champions that can help from within?

Participants bring their own change initiatives, which we use throughout the workshop to apply the principles discussed. A Senior Leader attends presentations by participants at the end of the two days.

ObjectivesUpon completion of this learning space, participants will be able to:u Leverage uncertainty and ambiguity in a VUCA worldu Influence the rational, emotional and behavioural aspects of their change projects to maximize the

chances of acceptanceu Support their key stakeholders in effectively navigating periods of change and uncertainty with

emotional intelligence and empathyu Enable two-way communication during periods of change, generating a sense of empowermentu Evaluate change initiatives, learning and pivoting as necessaryu Build a coalition that helps embed the change initiative

Outline – Day 1Leading in a VUCA Worldu We live in a VUCA (Volatile, Uncertain, Complex and Ambiguous) worldu Where are you in the Uncertainty Continuum? Where are your stakeholders?u Exploring how you and your stakeholders are thinking, feeling and behaving u The brain and change: rational, emotional and behavioural aspects of changeu Leading Change in a VUCA World model

Rationale and Visionu Why you need a Rationale and Vision for your change project u Tool Practice: 15 Words Project Definition, Threat-Opportunity Matrix, and The Rationale Matrixu Envisioning your implemented change initiativeu Tool Practice: Visualizing the Future, Start/Stop/Continue Behaviours

Stakeholder Engagementu Who are your key stakeholders? What do they care about?u Tool Practice: Stakeholder Analysis and Stakeholder Mappingu Strategies for influencing your key stakeholdersu Negative feelings and emotions about change: why people don’t always necessarily “resist” changeu Tool Practice: Influencing Strategy

Empathising for Resilienceu Emotional Intelligence and Empathyu Video Discussion: Emotional reactions to an airport announcementu Group discussion: Best and worst practices for using empathy to build resilienceu Empathic Listening and Open Questionsu Practice in Pairs: Empathic listening during change

© 2016 Leadership Minds Limited - All rights reserved | www.leadershipminds.co.uk 4

AGILE CHANGE LEADERSHIP8-24 Participants 2 days

Outline – Day 2Communicating and Includingu Best practices for communicating changeu The importance of including your key stakeholdersu Tool Practice: Elevator Speech, Communication Plan, Listening Communication Planu Video Discussion: A manager introducing change to his teamu Group Practice: Communicate your change initiative to a group of stakeholdersu Group Discussion: Key takeaways for communicating with and including your stakeholders

Building a Coalitionu Making your change go “viral”u Identifying your early adopters and leveraging them to build a coalitionu Video Discussion: Starting a movementu Tool Practice: Teams analyse their stakeholders to identify early adopters, and use the Identifying

Change Champions tool to think about who could help them make the change go “viral”

Evaluating, Learning and Pivotingu Sample metrics for evaluating the human side of changeu Agile principles applied to change leadershipu Tools: Lessons Learnt and Minimum Viable Productu Tool Practice: Teams decide which metrics might be relevant for their projects, how and when they

will do lessons learnt, and what would be a minimum viable product for their change initiative.u Pivoting: the change leadership plan is not fixed

Presenting to Senior Leader (optional)u Teams take 20 minutes to prepare to present to a Senior Leader the work they’ve been doing over the

2 daysu Each team then has 15 minutes to present and answer any questionsu Close: Key learnings and next steps

5© 2016 Leadership Minds Limited - All rights reserved | www.leadershipminds.co.uk

AUTHENTIC LEADERSHIP8-20 Participants 1.5 days

There’s no standard list of traits that all leaders should have. In this workshop we’ll explore how each person can discover and express their own leadership approach within the context they have to operate in.

Using a combination of self-awareness, self-reflection, discussion, practice in trios and Lego Serious Play, participants will reflect on the type of leader they are today, and what they want to be known for.

Along the way, we’ll explore strengths, values, learning from experience, reputation, derailers, emotional intelligence and empathy.

ObjectivesUpon completion of this workshop, participants will be able to:u Challenge basic assumptions about leadershipu Be an authentic leader by leveraging their strengths, making value-based decisions, and learning from

past experiencesu Avoid potential bad habits that can derail them as a leaderu Connect authentically with others through emotional intelligenceu Form a clearer picture of the kind of leader they want to be

OutlineIntroductionu Introductions and logisticsu Objectives and expectations

Authentic Leadershipu Leadership Mythsu Being an Authentic Leader

What makes you the leader you are today?u Leveraging your strengthsu Making value-based decisionsu Understanding your leadership journey

How do others see you?u Your reputation / leadership brandu Your online reputationu Avoiding potential derailers

Emotional Intelligenceu The importance of emotions in behaviour and decision makingu Understanding your emotionsu Managing your emotions

Empathic conversationsu What is in other people’s minds?u Active and Deep Listeningu Empathic Conversations

What type of leader do you want to be?u Putting it all togetheru Building a model of the leader you want to be


CAREER AND REPUTATION MANAGEMENT8-24 Participants 1 day

Careers are not linear anymore. Our careers involve much more than a sequence of jobs, and technology enables more flexible working practices than before.

Participants will explore how their strengths, values, interests and past experiences shape who they are, and where they are in their careers. They will also look at their face-to-face and online reputations, how they have been formed, and what they can do to influence them.

Once participants understand how their careers have emerged throughout their lives, what matters to them, and how they are seen by others, they will be in a much better position to be in control of their own destinies.

ObjectivesUpon completion of this learning space, participants will be able to:u Leverage their strengths to build successful careersu Make career decisions aligned to their values and interestsu Use their own jobs to learn from experience and develop learning agilityu Manage their face-to-face and online reputationsu Take control of their own careers

OutlineBuilding your career around your strengthsu Identifying your strengthsu Leveraging your strengths throughout your careeru Contributing your strengths to your organizationu Addressing development needs

Values and Interests u Identifying your valuesu Making career decisions around your valuesu Your interests and being in a state of “flow”

Your reputation u What makes your face-to-face reputation what it isu You.com: Your online reputationu Managing perceptions while staying true to yourself

Learning from experience u Reviewing your career so faru Best practices for learning on the jobu Developing your learning agility


CROSSING BOUNDARIES8-24 Participants 1 day

The most important challenges we face today are interdependent. They can only be solved by collaborating across vertical, horizontal, stakeholder, demographic and geographic boundaries. Based on two research projects by the Center for Creative Leadership, spanning five continents and lasting 10 years, the Boundary Explorer tool helps leaders explore how to create direction, alignment and commitment across these 5 boundaries. These ideas will be applied to concrete “nexus challenges” that the organization is facing at the moment.

Every organization has its own particular form of leadership culture to achieve this direction, alignment and commitment. Sometimes these beliefs and practices converge, and sometimes boundaries get in the way. Exploring what these leadership cultures are, and how they relate to this organization’s “nexus challenges”, can open new doors for collaboration and crossing boundaries.

ObjectivesUpon completion of this learning space, participants will be able to:u Appreciate the interdependent nature of some corporate initiatives and challengesu Foster respect by increasing the understanding of different perspectivesu Build trust through expanding connections across groupsu Advance interdependent new ways of working togetheru Create fresh, memorable metaphors and stories about a complex challenge that engage people in

finding solutions

OutlineIntroductionu Why span boundaries?u Your nexus challenge/project

Boundary Spanning leadershipu What is boundary spanning leadership?u Group activity: boundaries that affect your organization and your current challenge/projectu Why is boundary spanning needed?u Five types of boundaries: vertical, horizontal, stakeholder, demographic and geographic

Strategies and Practicesu Three boundary spanning strategiesu Six boundary spanning practicesu Applying the strategies and practices to your challenge/project

Spanning Leadership Culturesu Present and Future desired leadership cultureu How do we relate to each other internally within our own group’s culture?u How do we relate with other groups now?u How do we want to relate to other groups in the future?

Bringing it all togetheru Implications for your challenges and initiativesu Building trust across boundariesu How do we need to operate differently with other groups?


INFLUENCING WITH EMOTIONAL INTELLIGENCE8-24 Participants 1.5 days

Understanding our emotions, and those of others, is an important part of influencing. The reason for this is that emotions play a key role in how our brain operates. The more we understand what others think and feel about a particular situation, the better prepared we will be to influence them.

We can’t “read people’s minds”, but we can observe, listen and ask powerful questions to understand their point of view. Once we’ve done this, we can engage in meaningful conversations that generate a sense of ownership in others. When we’re influencing more than one person at a time, we need to adapt our style to each particular situation and personal preferences.

ObjectivesUpon completion of this learning space, participants will be able to:u Become aware of their own emotions, and how these affect othersu Demonstrate empathy by actively listening and asking powerful questionsu Adapt their influencing style to different situationsu Have meaningful conversations that generate a sense of ownership in othersu Plan their influencing style when mobilizing various stakeholders

OutlineIntroduction to Influencingu What is Emotional Intelligence? How can it make you a better influencer?u Research on influencing and what it means to you

Emotional Self-Awareness u Emotions as a key part of how our brain operatesu Understanding and naming emotionsu Increasing our emotional repertoire

Emotional Self-Regulation u Helpful and unhelpful emotionsu Spotting unhelpful emotions before they become a problemu Regulating our emotions

Empathy u What is in other people’s minds?u Active and Deep Listeningu Powerful questions

Adapting your Influencing Styleu What is influencing?u What is your natural influencing style?u Different styles for different situations

Meaningful conversationsu Preparing for a meaningful conversationu Opening, conversing and closingu Evaluating the conversation

Influencing Strategyu Identifying key stakeholdersu Mapping the key stakeholders’ level of supportu Creating an influencing plan


LEADING AGILE HIGH PERFORMING TEAMS8-24 Participants 1 day

A team leader’s success and effectiveness is based more on their ability to guide the work of others than the individual results they contribute. This becomes more challenging in uncertain times, or when they have to deal with matrix, virtual or remote teams.

Understanding what makes a team high-performing, and how to create that environment, is becoming increasingly important, as teams face more complex environments.

Collaboration and trust become even more important when dealing with uncertainty, as agile leaders rely on empowered teams to get things done. Innovative Problem Solving is also explored, as a way of creating new solutions for the constantly changing needs of our clients.

Participants will walk away with a toolkit and a plan that is relevant to their own teams. This will ensure the workshop is immediately applicable to their own team environment.

ObjectivesUpon completion of this learning space, participants will be able to:u Identify the key success factors of a high performing teamu Create an environment to enable their teams to be high performingu Build collaborative and empowered teams that remain agileu Work effectively with matrix, virtual and remote teamsu Build their own personalized toolkit, to deal with issues relevant to their own teams

OutlineLeading High Performing Teamsu Stages of Team Developmentu Why some teams get stuck and don’t achieve high performanceu The key success factors of a high performing team

Collaboration and Trustu Bringing down barriers to collaborationu The importance of empowerment and trust in remaining agileu Building agile teams – listening and adapting

Virtual and remote teamsu Typical challenges that virtual and remote teams faceu Building successful and productive relationships remotelyu What technologies can remote and virtual teams leverage?u Advantages and disadvantages of each technology

Matrix teamsu Challenges and opportunities of a matrix structureu You’re not the only manager they haveu Making the matrix work for you and your team

Your toolkitu Creating an action plan for your teamu Tools that are relevant specifically to your action plan


MINDFUL COACHING8-24 Participants 1 day

Successful leaders achieve results through others. Coaching is a leadership style that unleashes the potential in individuals and teams, generating accountability and commitment. Coaching is not the solution for every single problem, or the style of every conversation. Good leaders identify coaching opportunities and, when they arise, know how to make the most of them.

Coaching mindfully means being fully present during the conversation. Mindful coaches build rapport by being present, and develop empathy by listening deeply and asking thought provoking questions. Mindful coaches also know when it’s the right time to give meaningful feedback, and how to do it in a way that avoids defensiveness and inspires action. Mindful coaches empower others to find their own solutions and come up with their own action plans, developing agile self-directed teams.

ObjectivesUpon completion of this learning space, participants will be able to:u Differentiate coaching from mentoring and other types of conversationsu Build rapport with the person being coachedu Demonstrate empathy by actively listening and asking powerful questionsu Give behavioural feedback that inspires actionu Have meaningful conversations that generate a sense of ownership in othersu Build agile self-directed teams

OutlineIntroductionu What is Coaching? u How is coaching different from mentoring and other useful conversations?

Coaching as a Leadership Styleu Identifying appropriate coaching opportunitiesu Essential coaching skillsu Building rapport

Empathy u What is in other people’s minds?u Active and Deep Listeningu Powerful questions

Meaningful behavioural feedbacku Feedback in the context of a coaching conversationu Identifying the right opportunity for giving feedbacku Giving behavioural feedback that minimizes defensiveness and inspires action

Mindful coaching conversationsu Preparing for a mindful coaching conversationu Opening, coaching and closingu Evaluating the conversationu Coaching in the moment

Coaching as a tool for building agile self-directed teamsu What’s an agile self-directed team?u How does coaching help teams be agile and self-directed?u Helping the person being coached to generate an action plan that is truly owned by them


ORGANIZATIONAL ASTUTENESS8-24 Participants 1 day

Organizational Astuteness is the ability to understand individual sensitivities, power dynamics, relationships and how the organization operates. Individuals with high organizational astuteness are able to influence others in the organization to drive initiatives that they care about.

Some people have a negative view of organizational politics because they link it to manipulation, being Machiavellian or self-serving. The reality is that only those that know how to combine technical expertise with the ability to understand what is important to others and how to influence them, are more likely to succeed.

This course will help people understand which aspects of being organizationally astute they need to develop, read and map the relationships and power dynamics in an organization, and plan their influencing and stakeholder engagement strategy to ensure their initiatives succeed.

ObjectivesUpon completion of this learning space, participants will be able to:u Appreciate the importance of organizational astutenessu Assess their own perceptions about organizational politicsu Identify who the key stakeholders are, and what they care aboutu Create and implement an influencing strategy that maximizes their chance of successfully rolling out

initiatives they care aboutu Adopt organizationally astute strategies to navigate power dynamics, politics, agendas and individual

styles

OutlineThe organizationally astute leaderu Assess our own attitude towards organizational politicsu Why being organizationally astute is important for any senior leaderu What the organizationally astute leader looks like

Becoming Organizationally Astuteu Strategies for the organizationally astute leaderu Mapping the Territoryu Case Study

Developing a stakeholder engagement and influencing strategyu Identifying key stakeholdersu Assessing the key stakeholders’ level of supportu Creating an influencing planu Revisiting the Case Study

Influencing the Key Playersu Customizing your influencing strategy for each playeru Helping everybody winu Applying these strategies to your own situation


PRESENTING WITH IMPACTUp to 10 Participants 1 day

Leaders often have to present in various forums, including business meetings, client meetings, town halls and team off-sites. Senior Leaders may also have to represent their company by giving external keynote speeches. Some leaders struggle with technique, others with nerves, and some with both.

Neuroscience and psychology have a lot to teach us about why these experiences might generate fear or anxiety, and we can learn from the best on how to present with impact.

During this workshop, leaders will have an opportunity to practise all the skills discussed, and walk away with valuable feedback that they can use to make their next presentation a success.

ObjectivesUpon completion of this learning space, participants will be able to:u Manage nerves and anxiety when presenting to any groupu Deliver impactful presentations that audiences will remember u Find the combination of techniques that work best for each leaderu Leverage their strengths as a presenter, and address areas for improvement


You and your audienceu What may be going through your mindu What may be going through your audience’s mindsu How to manage your nerves and anxiety to maximize impact

The Senior Leader as a presenter u Body language and voiceu Pace, pauses and breathingu Assessing your audience and adjusting your styleu Presenting to international audiencesu Other useful techniques

Practice and feedback u Practice presentation skillsu Get feedback from facilitator and other participants

Finding what works for you u Understanding the audiences to which you present most oftenu Identifying your strengths and areas for improvementu Developing a plan to make you an impactful presenter


RECRUITING GREAT TALENT8-24 Participants 1 day

Hiring the wrong candidate can be very costly for an organization. The hiring manager has to understand what are the competencies required for the role, be confident using interview questions, probe for further information, and adequately document the interview.

Biases are very common in interviews, and being aware of them is important to ensure a fair recruitment process. The feedback form used to give feedback to candidates needs to include specific examples that can be used by the manager or HR to give meaningful feedback.

This interactive course will ensure that hiring managers are properly equipped to conduct interviews using your organization’s questions and forms, and that you recruit the best available talent.

ObjectivesUpon completion of this learning space, participants will be able to:u Distinguish competency-based interviewing from other types of interviewsu Identify the key competencies needed for a vacant roleu Avoid common unconscious biases while conducting interviewsu Use your organization’s interview questions to assess candidates effectivelyu Ask probing questions to evaluate accurately the required competenciesu Write meaningful feedback forms that can be used to give actionable feedback to candidates

OutlineIntroductionu You are representing your organization as a hiring manager

Different Types of Interviewsu Biographical Interviewsu Competency-Based Interviewsu Other interview types

Analysing the roleu What a good job description looks likeu Identifying the key competencies for the roleu Preparing good questions to ask for those key competencies

Your brain is not perfectu Typical unconscious biases during an interviewu Identifying those biases that you are most likely to haveu How you can prevent these unconscious biases

Conducting an interviewu Preparing for the interviewu Typical interview structureu Practise conducting an interview

Writing meaningful interview feedbacku Good and bad interview feedbacku Writing a report that candidates can benefit fromu Giving feedback to candidates


SENIOR LEADERSHIP DEVELOPMENT PROGRAMME9-20 Participants 2 days

Delivering results through others requires self-aware senior leaders that can flex their behaviour, understand and manage their emotions, and build teams that move quickly towards high performance. During these 2 days, leaders will explore these ideas, learning from each other and becoming more self-aware about their leadership style and personality type. This will allow them to coach others with confidence, and create an action plan that they can use right away with their teams.

ObjectivesUpon completion of this learning space, participants will be able to:u Differentiate between management and leadershipu Become aware of the importance of managing emotions to be an effective senior leaderu Apply personality types to leading othersu Use the leadership style required for each situationu Coach direct reports with confidenceu Build high performing teams

OutlineLeadership and Managementu The role of a leaderu Relationship between Leadership and Managementu Benefits and limitations of both approaches to leading people

Leadership and Emotional Intelligenceu Understanding our own emotionsu Reading other people’s emotionsu Managing our emotions and adjusting our behaviour

Leadership and Typeu Our preferred communication and leadership stylesu Personality Types: recognizing our and others’ preferencesu Personality Types and Decision Making

Leadership Stylesu What are Leadership Styles?u Employing a range of leadership stylesu Applying the appropriate leadership style to the right situation

Coaching as a Leadership Styleu Coaching in the context of your role as a leaderu Identifying appropriate coaching opportunitiesu Developing coaching skills

High Performing Teamsu The characteristics of high performing teamsu Applying a model to develop high performance in your teamu Creating a plan that applies to your particular team


THE DIGITAL LEADER8-24 Participants 1 day

Senior and Middle Managers in organizations need to understand enough about “digital” and technology to utilize it fully. Information Technology departments can take care of the details, but a basic understanding of how social media, virtual communication tools, and internet/intranet technologies work, will empower managers to achieve more with less.

Technology enables these managers to communicate with larger audiences, gather valuable input to accelerate the implementation of change initiatives, actively manage their online reputations, keep virtual teams engaged, and build social capital through bigger and deeper networks. Understanding the limitations of these technologies is also important, so managers use these tools as a complement of, and not as a replacement of, face-to-face interactions.

ObjectivesUpon completion of this learning space, participants will be able to:u Communicate with wider audiences through technologyu Use technology to accelerate change processesu Build an online reputationu Leverage technology to build networks rich in social capitalu Appreciate the limitations of technology

OutlineIntroductionu What do people mean by “digital”?u Why should I care as a leader?

Making your voice heard u The best technologies to communicate internallyu The best technologies to communicate externallyu Do’s and don’ts of internal and external communications

Finding out what’s on your employees’ minds u Bringing a lot of people in by leveraging technologyu Best practices in using virtual technologiesu How do people relate to technology?u Technology and change

Your online reputation u You already have an online reputation, whether you like it or notu What makes your online reputation what it isu Managing your online reputation

Networking and Social Capitalu What’s the value of your network?u Advantages and disadvantages of social mediau Staying in touch with more people while spending less timeu Analysing your network


VISION, CULTURE AND VALUES8-20 participants 1 day

This workshop explores, using a variety of creative techniques, a company’s vision, its corporate culture, and the values that all employees should live. It also helps employees or intact teams define their own vision, and their own version of the culture and values. It is a great solution for integrations, mergers, and culture change programmes.

ObjectivesUpon completion of this session, participants will be able to:u Live the company’s values in their everyday interactionsu Connect the values with the company’s cultureu Feel energised and willing to be part of the corporate cultureu Apply the values in the implementation of their own strategy

Pre-workBring an object that represents the culture of this company, or another company participants come from (for integrations/mergers)


Understanding Your Company's Cultureu Senior Leader or Video to introduce key aspects of the company’s cultureu What is corporate culture? How does it differ from national culture?u Activity: Use the object you brought to discuss what is the culture of this company, and how it compares to

a previous company you worked for.u Activity: Build a Lego Serious Play model that answers the question: “How do you interpret this company’s

culture? How would you describe the company to another new starter?”

Creating a Vision for this Leadership Team (for intact team sessions)u Activity: Build a Lego Serious Play model that answers the question “What difference in the world will this

team make?”. First individual models and then connect all the models.u Activity: Facilitated discussion to come up with a 15 word vision statement

Exploring Our Valuesu Quick introduction to what each value means according to this companyu Activity: In small teams (one per value), find a video on the internet, using your mobile phone or tablet,

that represents this valueu Activity: Project each video and discuss why your team thinks it represents that value. Discuss with the rest

of the group their thoughts, exploring each value as a result.

Living the Values to achieve our Visionu Activity in teams (one per value): Do a collage that shows how you would live each value in your everyday

interactions with others. What behaviours will they observe as a result?u Activity: Gallery walk where participants look at each collage and discuss how living these values would:

u Help us achieve our visionu Benefit our interactions with internal or external customers

Applying the Values to our local Growth agendau Senior Leader to present the key aspects of the local growth agendau Activity: In trios, rotate amongst all the collages, and refer back to the Lego models, to discuss the answer

to the questions:u How would living these values help us achieve our local growth agenda?u How would living these values make us a stronger leadership team?


WORKING VIRTUALLY AND GLOBALLY8-24 Participants 1 day

In the 21st century, your teams may not be on the same floor, in the same building or even in the same country. And your clients are increasingly global. Understanding how to work remotely, and to succeed across cultures, is a key skill for modern senior leaders.

In this workshop participants will explore how best to influence and connect with others when they are not dealing with them face to face. What works best? Why? They will also understand what adjustments they have to make to their communication style and behaviours depending on the cultures they are dealing with.

ObjectivesUpon completion of this learning space, participants will be able to:u Distinguish the issues and challenges that can impact virtual leadership successu Create, develop and maintain good virtual relationshipsu Develop enough familiarity with virtual technologies to be successful across bordersu Assess your own cultural intelligenceu Interpret your own behaviours and attitudes from a cultural viewpoint u Identify ways to work with different cultures


Working virtually and remotely u Typical challenges that virtual and remote teams faceu Building successful and productive relationships remotelyu Other strategies for virtual and remote teams

Virtual technologies u What technologies remote and virtual teams can leverageu Advantages and disadvantages of each technologyu How the brain deals with technology

Cultural Intelligence u What it means to be culturally intelligentu Why being culturally intelligent is importantu Assessing your cultural intelligence

Culture and behaviours u How and why culture impacts behaviouru Becoming aware of the impact of culture on our own behavioursu Becoming aware of the impact of culture on other people’s behavioursu Adapting our style to different cultures


(c) 2014 Leadership Minds Limited - All rights reserved | www.leadershipminds.co.uk20

OUR MISSION IS TO GROW AGILE, OUR MISSION IS TO GROW AGILE, MINDFUL, CONNECTED GLOBAL MINDFUL, CONNECTED GLOBAL LEADERS THAT DELIVERLEADERS THAT DELIVERBUSINESS RESULTSBUSINESS RESULTS

Email:[email protected]

Phone:+44-795-872-1890

Web:www.leadershipminds.co.uk

Linkedin:uk.linkedin.com/in/marianotufro

MARIANO TUFRODIRECTOR

Mariano is a global specialist in SeniorLeadership Development, Talent

Management, Executive Coaching and High Performing Leadership Teams. With more than21 years of experience working with blue-chip companies, his passion is applying the latest findings in neuroscience and technology to developing leaders at all levels. Mariano combines his global experience and solid academic background with accelerated

learning principles, social learning,mindfulness and the

performing arts.

Agile leadersleverage uncertainty, thrive in

change, learn from mistakes andconstantly adapt to new circumstances.

Mindful leadersare fully present, listen with intent, are aware of their

thoughts and emotions and build empathic relationships.

Connected leadersbuild networks rich in social capital, manage their

online and offline reputations, build communities and leverage technology.

Global leadersleverage cultural differences, make the mostof a matrixed environment, build successful

virtual teams, and communicateeffectively across borders.

VALUESRigour:

All our solutions are based on solidresearch in neuroscience, psychology,

business and technology.Applicability:

Leadership is learnt by doing, so we providea safe environment for experimentation and

exchange of ideas. Connected leaders learn more.Partnership:

Working as a trusted advisor, we aim to understand your leaders and join with you to develop them.

Transparency:We say what we think, and we avoid surprises.

Agility:Quickly adapt to changing clients'

circumstances and learnfrom mistakes.

SERVICESLearning Spaces:

Fast, engaging, applicable sessions where yourleaders will learn from each other and work with real

business issues.Team Development:

New leaders joining an existing team, new teams needing to get to knoweach other and agree how to work together, and existing teams needing to

unblock whatever is preventing them from achieving high performance.Executive Coaching:

We can work one-to-one with your senior leaders using a coaching approachthat is based on solid neuroscience and psychology. Typical scenarios includerole transitions, expanded responsibilities, organizational politics, impact and

influence, international assignments, and cultural awareness. Leadership Consulting:

Applying the latest findings in neuroscience, psychology, business and technology,we will partner with you to grow agile, connected global leaders.

Social Media Consulting:In the Social Age we live in, your leaders need to understand how to build an

online reputation, both within and outside your organization. We combinea unique understanding of organizational behaviour and technology, and

can help your leaders succeed in this new environment.Keynote Speeches and Moderation:

Areas of expertise include the application of mindfulness toleadership development, social media, web reputation, impact

of technology at work, and diversity. We also moderatelarge leadership conferences and events.

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