The introduction is designed to set participants expectations for the programme, discuss the learning outcomes and what they need to do to achieve the qualification, if appropriate. The delegates will establish how they will work as a learning community.
This session will introduce the delegates to the role of the manager and allow them to reflect on their own management style. They will examine the key management actions required for the role, (including managing people, systems and resources) and will be able to assess their own performance in these areas. The session will include theory on different approaches to management (ranging from classical to emergent), giving them clarity of their own approach and the space to reflect on how this fits with the predominant style in their organisation.
Positive leadership behaviours compliment management practice and the best managers demonstrate these. The delegates will consider what these behaviours are, the impact of them and the benefits that leadership bring within organisations. Delegates will be introduced to key leadership theories and models which will support them to develop their own leadership vision. A key part of the session is giving the delegates the chance to recognise the leadership expectations on them and to develop a plan to meet these.
Personal insight is a key area for leaders at any level and the delegates will be introduced to tools and techniques to help them to consider their own impact and how they work with others. Forming a basis to day 2, the session will support them to get feedback from others, develop themselves as reflective practitioners and practise key inter and intra personal skills.
Our people are the most important part of any organisation and are the key factor in organisation success. Building on team-based approaches to working and using factors that support high performance in teams, the delegates will consider how they can get the best out of their colleagues, understand the role of their team in the wider organisational context and how they can develop a culture of delivering results. The delegates will analyse their own team’s performance against key success factors and will be able to reflect on the management actions they can implement that support individual and team development.
In order to effectively lead positive performance there is a need to understand people. If we understand the basic principles of how people behave in the workplace we have a starting point for understanding and learning from performance issues. Taking lessons from human factor thinking the session is designed to give an insight into why humans behave in certain ways in certain situations. We will look at how we make decisions; the impact of assumptions; the importance of role modelling; positive mind-sets and positive intent as well as learning from situations when they go wrong. The session will focus on practical skills such as the power of listening and use of questioning to compliment discussion and to develop approaches to influence people. A key element in the success of relationships is the ability to manage conflict and work with ‘difficult people’. The session gives practical techniques in this area together with the opportunity to reflect on their own confidence to manage difficult situations.
Leading Courageous Conversations extends to situations where participants may need additional support to lead more challenging performance conversations. The session will look at models of how to construct feedback on a day-to-day basis, help participants recognise the need to have a more structured performance orientated conversation as well as the ‘mind-set’ (i.e. non-judgemental, no assumptions), ‘skillset’ (practical skills for preparing and conducting the challenging conversation) and ‘strategy’ (how does this conversation sit in the performance pathway?) needed for more challenging conversations. At this point, we discuss the need to be mindful of their personal resilience and look at how they can boost their personal resilience.
The final session will focus on shaping future performance. This may follow an everyday developmental conversation, a particularly challenging conversation or in an appraisal conversation. Discussion will include practical sessions around motivation, goal setting, as well as the trust and authenticity needed to lead performance. Following conversations, we aim to instil the message that participants influence performance does not stop. Therefore, the final session will include practical skills on influencing positive performance. Participants will understand their preferred influencing style and how to adapt styles to be effective in different situations.
The final day will focus on developing and improving services. In order for services to develop, there needs to be insight into the current and future drivers facing organisations. This session will support the delegates to analyse the internal and external factors facing their organisation. Using practical tools and techniques to analyse will support them to deliver successful change projects which underpin the programme. Delegates will apply recognised diagnostic tools to their workplace and reflect on their leadership role.
Using their own organisations paperwork, the delegates will be supported to produce a fully planned and costed business case linked to an improvement project they have identified. The delegates will have the opportunity to critique different styles to produce a business case that influences and sells the benefits of their project.
The fundamental tools and techniques to plan and manage work based projects form the basis of this session. Delegates will consider the key area of project success and failure, having the space to plan their own projects. This session will cover the end to end process of project management and the delegates will be able to apply each stage to their own improvement projects. They will also apply the learning from the previous days to analyse and influence stakeholders and use techniques such as RACI to support them though the process.
Using our leadership behaviours can only go so far when delivering change. This session will give the delegates the chance to analyse different models and approaches to change management. This will allow them to select an approach that best suits them in the implementation for their project. Having awareness of any preferred methodology from their organisation, they will reflect on how well it is used and how they can use it to deliver their projects.
The web browser you are using to access this website is unsupported, which means certain aspects of the site wont work properly.
To use the website we recommend upgrading to a modern web browser such as Edge, Safari, Chrome, or Firefox if possible.