Tag Archives: leadership

Transformational Leadership | North Wales

Gone are the days when leadership resided only in the offices of Senior Management Teams and other upper echelons of the organisation. These days we need to be developing leadership capacity throughout organisations – and especially in the middle. It’s never been more vital to business results to harness the knowledge, skills and leadership potential of the people who are close to your customers, competitors and employees…harnessing the potential of other is what transformational leadership is all about and it begins and end with self-awareness.

These days the quest for leadership is first an inner quest to discover who you are. Through self-development comes the confidence needed to lead. Self-confidence is really awareness of and faith in our own powers. These powers become clear and strong only as you work to identify and develop them. Learning to lead is about discovering what you care about and value, about what inspires you, about what challenges you, what gives you power and competence, what encourages you. When you discover these things about yourself you’ll know what it takes to lead those qualities out of others. Sometimes liberation is as uncomfortable as intrusion but in the end when you discover things for yourself you know that what’s inside is what you found there and what belongs there. It’s not something put inside you by someone else; it’s who you discover for yourself.

Please note that Transformational Leadership is a 6 day programme and the date above represents the starting date:

Module One: 15th -16th May 2017

Module Two: 7th – 8th June 2017

Module Three: 6th – 7th July 2017

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Transformational Leadership | South Wales

Gone are the days when leadership resided only in the offices of Senior Management Teams and other upper echelons of the organisation. These days we need to be developing leadership capacity throughout organisations – and especially in the middle. It’s never been more vital to business results to harness the knowledge, skills and leadership potential of the people who are close to your customers, competitors and employees…harnessing the potential of other is what transformational leadership is all about and it begins and end with self-awareness.

These days the quest for leadership is first an inner quest to discover who you are. Through self-development comes the confidence needed to lead. Self-confidence is really awareness of and faith in our own powers. These powers become clear and strong only as you work to identify and develop them. Learning to lead is about discovering what you care about and value, about what inspires you, about what challenges you, what gives you power and competence, what encourages you. When you discover these things about yourself you’ll know what it takes to lead those qualities out of others. Sometimes liberation is as uncomfortable as intrusion but in the end when you discover things for yourself you know that what’s inside is what you found there and what belongs there. It’s not something put inside you by someone else; it’s who you discover for yourself.

Please note that Transformational Leadership is a 6 day programme and the date above represents the starting date:

Module One: 4th – 5th May 2017

Module Two: 5th – 6th June 2017

Module Three: 4th – 5th July 2017

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Inspiring Leadership | North Wales

For enlightened businesses and individuals that have the courage and vision to join our revolution and put self-awareness at the heart of their development activities.

Inspiring Leadership is delivered one or two days a month, over approx 4 months. Participants can register for all seven days, or can choose to undertake the programme as one or more of the stand alone one day programmes.

Please note that Inspiring Leadership is a 7 day programme and the date above represents the starting date, the course will run on the following dates:

 

6th April 2017 | 15th May 2017 | 16th May 2017 | 7th Jun 2017 | 8th Jun 2017 | 6th Jul 2017 | 7th Jul 2017

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Inspiring Leadership | South Wales

For enlightened businesses and individuals that have the courage and vision to join our revolution and put self-awareness at the heart of their development activities.

Inspiring Leadership is delivered one or two days a month, over approx 4 months. Participants can register for all seven days, or can choose to undertake the programme as one or more of the stand alone one day programmes.

Please note that Inspiring Leadership is a 7 day programme and the date above represents the starting date, the course will run on the following dates:

4th April 2017 | 4th May 2017 | 5th May 2017 | 5th Jun 2017 | 6th Jun 2017 | 4th Jul 2017 | 5th Jul 2017

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Thriving through Change

It is fairly obvious that companies that manage change well will continue to grow and thrive, those that don’t become stagnant and fail.

But what is not so obvious is the difference that makes the difference when leading through change. In our experience the difference that makes the difference when leading change depends on the levels of self awareness and maturity of the leadership in the organisation.

The truth is change is scary. Change evokes fear and when fear is evoked we become ‘needy.’ Specifically, our psychological need for Certainty, Connection and Credibility is heightened.

We have found that the following three steps are critical when leading through change because these steps meet our three psychological needs head on.

  1. To meet the need for certainty it is critically important to limit the fear. It is the responsibility of leaders to help the team understand that the change is a positive necessity and ensure that everyone understands why the change is happening. If everyone is sure why the change is happening this can help in protecting the team from external and internal threats and in maintaining a confident attitude.
  1. To meet the need for connection it is critical to provide informal ways that the team can connect with each other through change. Change can often result in people ‘keeping their head down’ and hiding from what is happening around them. The underlying fear can create an atmosphere that leads them to become quiet and uncommunicative. If left unchecked this can result in a toxic culture in which things do not get done.
  1. To meet the need for credibility the most important responsibility of a leader is to have clarity around everyone’s part to play in the process and to make people feel a hero in the journey. This seems obvious but it’s not as easy as it sounds. Sometimes leaders think they are ensuring people feel valued, but this can sometimes be more of an assumption than reality. Consistent praise and affirmation is critical to ensure that all team members know the plan and more importantly that they sense their role is critical for contributing to the overall success.

At the core of leading change is the necessity for leaders to stay visible and available and making their primary role that of communicating and connecting with those around them.

‘Courage to Change’ 1 Day Programme:

Chester: 9th May | Cardiff: 10th May

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Let’s Talk Dirty!

We all know the old adage that a consultant is someone who borrows your watch to tell you the time, and then keeps your watch, so the joke goes.

There are plenty of other ones along similar lines, all suggesting that what a management consultant does is charge people an awful lot of money for delivering something they already knew.

The fact that the jokes endure hint at the sense of controversy that surrounds the profession; what does a management consultant really do, is there still room for consultancy in a world of coaching?

This is the question that came up at our Monday morning meeting. We debated whether or not we were in danger of throwing the baby out with the bath water in ‘dumbing down’ our skill set in management consulting, given that LTI was founded on consultancy?

Jo Lord began her days as a learning and development consultant. She was (and still is) exceptional at it. Clients value her ability to take the wider perspective and the objective and knowledgeable advice that she offers. Discussing her work pointed us to another dimension of consultancy that we had not previously considered.

Consulting has an energetic quality to it that is unquantifiable but can be tangibly felt. When you are stuck, the energy of being advised or even told what to do can have the effect of releasing you from stuckness, whether you take the advice or not!

Being stuck in your own perspective is agonising, it generates an internal atmosphere of inertia and sloth and drains you of the energy that is required for insight. Consultants are free from the swamp of your personal inertia and can bring a freeing energy to the stuckness, they see clearly and have the expertise to speak from a place of knowledge. In short good consultancy has an immediate impact. It is the beginning of a conversation.

After our meeting we decided to trial a new idea called ‘Consultation Stations.’ Consultation stations are quite simply an opportunity to come and get a fresh perspective on your workplace challenges without the obligation of ‘bringing in a consultant.’ At the moment this is a trial to test demand, so we are offering 10 free sessions to those who would welcome such an experience.

Jo will be takilearning (62)ng up residence at a ‘station’ near you and sessions will take a couple of hours over a cup of coffee. If you fancy taking some time out to get a new perspective and picking the brains of someone free from the constraints of your organisation, why not get in touch with Jo and book yourself a slot?

Contact Jo: jo@learningtoinspire.co.uk

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The Trust Effect

Let me ask you a question?  As a leader do you think that you should show your vulnerability to your team?  By this I mean letting them see your humanity by saying things like; “I don’t know”, “Can you teach me that because you’re much better than me at it”, “I’m sorry, I shouldn’t have done that”, “I’m not so good at this and I know I need to get better”, or “I need some help”.

I recently asked this question of the Managing director of a small but fast expanding business with whom we are doing some development.  The response was “No, never.  It’s important that the team sees that I am in control at all times.  However, I am very open with my team”.

When I later observed his team meetings it was interesting to see how his team members responded to his request for feedback and openness on his leadership style.  Nobody said a word, the silence and awkwardness was palpable in the room.  After the meeting I asked the team members (away from their leader), why had nobody raised their concerns (of which there were many).  The common reply was that they did not wish to be the one who put their head above the parapet to be shot at.  It seems that despite the leader’s attempt at openness (to his credit), there was an element of fear that was holding people back.  When team members are weighing up the potential social and political cost of expressing themselves there is an absence of trust.  As the leader had never previously shown his vulnerability the team members were not going to risk it for themselves.

When there is a vulnerability based trust in a team people are free to express ideas, joy, concerns, dissatisfactions without fear of reprisal.  This is the trust effect and the cornerstone to any strong, supportive functional team.

From our experience, there seems to be a commonly held myth that leaders show no weakness.  We have found this to be especially true in the more male dominated workplaces such as heavy industries, engineering and mining.  This apparent ‘weaknesses’ includes showing how you really think and feel and who you really are.  Here at Learning to Inspire we believe that there is a growing consciousness of leaders showing their humanity to others and that this is a great strength, not a weakness.

Here are some questions for you to consider:

  • How might you be contributing to a climate of trust or mistrust?
  • How are you at being challenged by team members?
  • What might you gain from some feedback from your team?
  • How might you show your humanity to your team?
  • Do we ever really have control and is it not just an illusion?  Might our teams see beyond our own illusions?

These are the kind of questions we will be exploring on our up and coming ‘Team Health Check’ days…….. where we help you to create high functioning teams.

Cardiff: 3rd June 2016     |    Chester: 10th June 2016

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Adding Drama to Meetings

If I were to ask you what springs to mind when I use the word ‘Meetings’ what would you say? As organisations, we seem to have resigned ourselves to the notion that meetings are unavoidably painful and unproductive – one of the necessary evils of organisational life. But the fact is, bad meetings are a reflection of bad leaders.

According to Patrick Lencioni author of ‘The Five Dysfunctions of a Team’, leaders who are willing to challenge the notion that meetings are unfixable, are able to transform what is a tedious and debilitating process into something productive, focused, even energizing.

The key to improving meetings, however, has nothing to do with better preparation, agendas or minutes, in fact it is our contention that it is the opposite that is required. To address the problem of boring meetings, leaders need to be ready to let go of the control and the hiding place that overly prepared agendas offer.

The first step in transforming meetings is to understand why they are so bad. We believe that one of the key issues is that leaders are frightened of what might happen if they actually let their people loose from the constraints of rigid agendas. If we look deeply at our reasons for tightly controlled meetings we often find fear. It could be a fear of conflict between co-workers, people speaking their minds, or the prospect of ideas that threaten a leader’s credibility. Whatever the cause of the fear the result is meetings that lack what Lencioni calls ‘Drama’.

Lencioni suggests that in order to increase the drama of meetings, leaders need to put the most controversial issues on the table at the beginning of their meetings. In addition, they must insist that their people wrestle with those issues until resolution has been achieved. When they do this they can create genuine, compelling drama, and prevent their people from disengaging.

This level of intense engagement requires high levels of bravery, sourced from equal amounts of self awareness. If you feel you are up to the challenge, then we challenge you to add a touch of drama to your next meeting. Alternatively, if you don’t feel quite ready for this level of risk taking then why not consider attending our Team Health Check taster day….

Cardiff: 3rd June   |  Chester: 10th June

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