Tag Archives: organisations

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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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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