Leadership Development Program (Level I and Level II)

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1 Leadership Development Program (Level I and Level II) PR O GR A M OV ER V IE W

2 Our Leadership Development Programs (LDP Level I and Level II) are designed to address the development needs of managers and organizational leaders. Built around a well-delineated leadership model, LDP consists of two levels and helps managers and leaders develop the competencies required to become the organizational leaders of the future. Level I: Foundations of Management Level I is a four-session program that focuses on developing core management competencies to provide current and potential managers with the fundamental skills to manage and supervise others. Over the course of 18 months, participants will complete the four, four-day sessions and will focus on specific topics, including leading in a diverse world; interpersonal communication; conflict management; how to provide coaching and feedback; project management fundamentals; among many others. Level II: Foundations of Leadership The Level II is a four-session program that focuses on developing the skills to effectively motivate and lead teams. Level II is a highly interactive, dynamic experience, focusing on critical thinking, creative problem solving, self-analysis and change management. Level II is about the application of leadership, specifically, how we approach or think about problem solving, decision making and change. Throughout each of the four-day sessions, we explore the tools, techniques, and approaches required for understanding and resolving complex business dilemmas; managing and proactively pursuing change; inspiring employees; and fostering teamwork. Specific LDP session overviews are available below.

3 LDP Level I Session One: Understanding Yourself and Others Day 1 Getting Major Results And Situational Leadership Day 2 360⁰ Feedback Leadership for a World of Difference Day 4 The Art of Conscious Communication Day 5 Predictive Index Introduces the interrelatedness of management and leadership by providing participants with classic and proven leadership models. Provides a framework for leaders shifting from a command-and-control approach, to one that emphasizes accountability through support, coaching and cheerleading. The Level I program begins with the PROFILOR, a 360⁰ assessment tool, which provides a behavioral benchmark of current strengths, effectiveness, and developmental needs through feedback from bosses, direct reports, coworkers and peers. Examines the importance of intercultural competence the ability to work and relate effectively to others who are culturally different (defined broadly) from you. Provides participants the awareness needed to overcome barriers, and enhance and improve communication in their work and personal lives. Participants learn a practical, proven system of objective information gathering which will help assure they will promote and give responsibility to only the most qualified people by matching people with the right job. As a result, employees will become more productive with a higher job satisfaction level. Pinpoint factors that impact the organization s success Recognize the need for strong leadership in today s environment Diagnose the development levels of employees Understand how to choose the appropriate leadership style for the situation Gain a deeper understanding of leadership and managerial strengths and developmental needs Develop a Fierce Focus Individual Development Plan based on assessment findings Utilize human cultural differences as a resource for synergy and creativity Create an environment where everyone feels included, appreciated, and valued Skills to move into consciousness and understand empathy in communication Dynamic listening; deliver feedback that minimizes defensiveness Provide insights into the behavior and potential of employees Learn how to maximize individual productivity by communicating in a positive climate Identify and promote the best qualified people Understand employees behaviors, skills and attitudes

4 LDP Level I Session Two: Hiring, Retaining and Development Talent Day 1 (AM) Effective Interviewing Day 2 Coaching for Impact Victors without Victims: Managing Conflict for a Positive Outcome Finding good talent can be a real challenge, making it increasingly important to select and hire the best people interviewing is an essential part of this process. Interviewing is a critical skill for all managers and professionals because the most highly leveraged competitive factor in business today is the quality of a company s talent. Make better hiring decisions Spend less time and effort preparing for interviews and the interview process Understand and persuade diverse talent to join your team Enhances an individual s strategic and tactical skill set for engaging nonconfrontationally with others. This workshop focuses on a coaching model of leadership and teaches alternative managerial-leadership intervention styles; presents a coaching 5-step interactive communication module; provides a frame work for bringing groups together via the model; demonstrates how to tactically deploy the four strategic components of a working relationship. Conflict is a part of everyday life at work and at home. In this workshop, we will accurately discuss the nature and definition of conflict, identify individual conflict styles and understand the advantages and disadvantages of each style, and better understand tactics and tools for handling conflict. Day 1 (PM) Legal Issues in Human Resources This course reviews the primary legal issues related to human resources. Understand Affirmative Action/Equal Employment Opportunity (EEO) Family and Medical Leave Act (FLMA) Performance Standards/ Appraisals Workers Compensation Understand the psychology of communication Adjust on-the-fly to differing personalities that surface in differing situations Turn every encounter into a solutionoriented outcome Define the Leadership- Coaching role and how to coach during difficult situations Understand the Six Styles of Leadership Understand the dynamics of, and coaching approach to, the Five Generational (age) segments Identify conflict style, strategies, game play and power bases in various and specific situations Recognize the types of conflict and determine the appropriate strategy to handle it Understand how to handle anger received from others and employ de-escalation tactics Identify appropriate ways to disagree without starting an argument or creating hostility

5 LDP Level I Session Three: The Doing of Management Day 1 Negotiation Day 2 Project Management Understanding the Financial Side of the Business Day 4 Business Trends in Technology Effective negotiating is a critical management skill, used within the organization, with clients and with partners. Effective negotiations result in agreements that achieve organizational and personal goals and build valuable working relationships. Provides an overview of the importance and ROI of project management. The class goes through a 5-step process of project management: Initiating, Planning, Execution, Controlling, and Closeout. The purpose of this section is to understand the financial side of the business, key business indicators and why these are important to the organization and to the individual manager/ leader. Provides an understanding of the business trends and emerging technologies, as well as technology strategies and strategic challenges for organizations today. Information on strategic initiatives in the next five years will be presented. Overview of the FC System financial Structure Approaches to Capital Strategies Understanding of Key Ratios Importance of GSE Status Recognize negotiations and negotiating opportunities Understand how to develop power and influence in negotiations Learn to respond to differing personal styles in negotiations Develop strategies and tactics to build agreements can be effectively implemented Understand what a project is Understand project phases and project life cycle Identify project stakeholders follow up on discussion Roles of Stakeholders Identify the traits of project managers Understand the project management process and project knowledge areas Fierce Focus Development Planning Reflection Prior to this session, participants meet with their boss and other key stakeholders to gather input on their Fierce Focus development. Participants work with their learning partner to modify and update their Fierce Focus Development Plan as needed, and to plan for next steps for the final six months of the LDP. Understand the relationship between technology and business strategy Comprehend the technological trends that impact your organization Examine project issues for today Feedback on Fierce Focus development Identify effectiveness of talent development efforts Build accountability into the development process Clarify next-steps for development

6 LDP Level I Session Four: Communicating Your Message Day 1 and 2 Effective Presentation Skills Just Plain Writing Day 4 Leading from the Balcony Provides participants with the knowledge and skills to prepare and deliver effective presentations participants deliver a videotaped presentation. Each participant has the opportunity to self-critique and receive class and facilitator feedback. Participants will learn how to write better, faster and smarter for readers including decision makers, customers, and others. They will also learn more about effective reading through scanning, selective reading and retaining through a single pass through of all types of correspondence and reports. They will apply writing principles by reviewing and revising examples. Leading from the Balcony is a concept that requires employees, managers and leaders to focus on high payoff activities that help you get the most from your team, allows you to eliminate roadblocks and challenges and set your team up for serious success. Participants will be asked to quit solving problems for everyone and begin offering resources, tools and information to your team. Most managers and leaders today spend more than 80% of their time managing and not enough time leading. Focus on audience perception Learn TVPR Tone, Volume, Pitch and Rate and become aware of how they affect the presentation Understand the Five C s: Confidence, Clarity, Colorful, Concise and Conflict (management) Use less is more in Professional Speaking Understand the role of a presentation s opening, body and closing Make powerful presentations by using stories and interactivity Deal with fears, eliminate presentation distractions and enhance creditability Understand how purpose and audience drive structure and style Recognize how effective writing focuses on your readers needs Learn contemporary principles of powerful business writing Define High Performance Leadership Identify why people don t perform at the levels they are capable of Learn how to insure your co-workers are contributing partners to your organization Examine what it means to go from a manager of tasks and things to a leader of processes and people Learn how to lead those around you while working in their midst Identify practical solutions for getting up and leading from the balcony

7 LDP Level II Session One: Thinking about Thinking Day 1 Leadership Profile Day 2 The Leadership of Decision Making and Problem Solving Paradigms and Polarity Management Day 4 Paradigms and Polarity Management Day 5 (optional) CEO Panel Participants will explore the difference between leadership and management. Examine their dominant leadership roles based on the Leadership Profile and identify their individual leadership development needs. Through Kirton s Adaptors and Innovators assessment tool, participants will better understand how they, their colleagues, their teams, and those they supervise, solve problems, make decisions and ultimately approach change all processes that require creativity and innovation. Through the exploration of polarities and paradigms, participants will better understand the decisions and problems leaders are faced with every day. Focus is placed on developing strategies to understand when it is necessary and then, how to engage in paradigm shifting thinking. Throughout the Level II Leadership Development Program, participants engage in and lead an Action Learning Project (ALP). The ALP is an essential component of the program, where participants lead an organization-wide project. Attend a panel discussion with CEOs and explore the primary leadership issues and challenges facing leaders around the country. Provides participants with the chance to interact with and learn from experienced CEOs with a variety of leadership styles and approaches. Recognize individual preferred leadership roles Understand the unique challenges that face midlevel to senior leaders Identify best practices from peers and other organizations Understand the significance of the Adaptor-Innovator difference within any problem and problem solving context Develop strategies to manage problem solving and decision making differences Manage diversity more appropriately and effectively Understand how a problem (which can be solved) is different from a polarity (which can only be managed) Develop the tools for utilizing polarity maps to understand and mange polarities Identify when and where paradigm shifts are an essential part of the solution Focus on individual development and development plans Put into practice and reinforce tools and skills learned during the classroom sessions Provide their organization with valuable outcomes as a result of the project Understand primary leadership challenges facing CEOs and executive teams Develop a broader perspective on how leadership styles are impacted by organizational context Identify and be aware of differing leadership styles and approaches Learn how structure enables and limits business processes and practices Identify particular strategies for paradigm shifting

8 LDP Level II Session Two: Uncovering Hidden Assumptions Day 1 and 2 Systems Thinking System Thinking enhances the ability to resolve complex, systemic, real-time issues. The tools and principles of Systems Thinking will increase the ability to understand, model and resolve complex business dilemmas. and 4 Emotional Intelligence Emotional Intelligence is distinct from, but complimentary to, academic intelligence, the purely cognitive capacity measured by IQ. Unlike IQ, which does not change over one s lifetime, emotional intelligence competencies can be taught and learned through repeated application, practice and feedback. Emotional competence refers to the array of competencies and skills critical to successful work, relationships and health. Define systems and systemic thinking Differentiate between events, trends and underlying systemic causes Describe the difference between linear and dynamic systems Apply an approach to understand, describe and influence complex, dynamic systems Use the 10-step process for building causal loop diagrams Apply tools to your causal loop diagrams for taking action and solving problems

9 LDP Level II Session Three: The Doing of Leadership Day 1 and 2 Leading Strategy, Change and Transitions In this workshop, participants will examine the relationship between strategy, change and transitions, and develop tools for planning, supporting and driving organizational changes. Clarify the difference and interconnection between strategy, change, transition and communication as they relate to leading complex change in your organization Discover the critical factors required for effective strategic leadership Determine what is required to plan and implement successful change Explore what is required to communicate change effectively Identify how to lead people through transition Determine where people are in the journey and develop action plans and 4 Leading Teams Participants learn a conceptual framework for building high performing teams and how to use effective communications to influence others to achieve higher levels of performance and involvement. Participants also learn the knowledge and core skills needed to be an effective team leader. Identify classic opportunities to improve performance Diagnose root causes for project shortfalls Select appropriate leadership behaviors Get agreement and ownership on productivity improvements Insure both short and long-term results Apply lessons learned to the real world Recognize the impact of teamwork Identify the characteristics of high performing teams Understand how high productivity and morale determine a team s stage of development Learn a model, defining predictable stages in the life-cycle of a team Develop the skill of diagnosis Learn four leadership styles, consisting of various combinations of direction and support

10 LDP Level II Session Four: Driving for Results Day 1 and 2 Facilitative Leadership Leadership in the 21st century requires a unique approach to leading others. An approach that emphasizes developing leadership talents in others by instilling confidence, authority, and responsibility; and fostering organizations that are participative, responsive and selfmanaging. This workshop explores how facilitative leaders lead in an age of changing markets, workforce, demographics, technology and organizational structures. and 4 The Leader Within There are transformational powers in every person to be discovered, nurtured, and mastered. This workshop identifies leadership powers that can be accessed and applied by those privileged to lead others. This session goes beyond business talk, and gets to the heart of who people are the human spirit. Learn an approach of developing others through work Develop skills to create environments where people are engaged and fully participate Identify ways to increase value through interaction Identify techniques to control and manage processes

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