Training & Development Programs

Leadership Development Seminar – Key Factors

This leadership seminar, often titled Making Managers Into Leaders, covers the three key aspects of leadership:

• Personal
• Relational
• Organizational

Each of these broad categories includes several topics of major significance in the development of one’s leadership abilities.

In each case we create an experience that invites powerful learning moments by the participants. We don’t tell them what to do as much as have them build models of effective leadership in ways they cannot help but see any existing gaps in their own leadership methods and behaviors. Furthermore, early in the seminar we gather their “leadership challenges” that will give us real-world guidance about where to focus concepts and tools. Action learning is utilized — we are helping the participants solve specific issues while transferring tools and methodologies to the managers for doing so.

Personal aspects of leadership:

• Self-Awareness is a key building block upon which we develop our leadership abilities. We need to know where we are on our growth path before we can determine how to get somewhere else.
• Personal Responsibility is a crucial aspect of leadership development since understanding how we show up to others is worthless unless we are willing to take responsibility for appropriately modifying our behaviors to be more effective.
• Resetting their personal zero is an opportunity to see themselves and how they relate to leadership differently than they ever have before — in ways that are very empowering.

Relational aspects of leadership:

• Forward Focus is a key element of leadership that can begin to make the greatest positive impact on people around us. It is a great way to demonstrate personal responsibility and begin to bring out the best in others.
• Personal DNA looks at the little decisions we have made about the people around us and the impact those decisions have on how they show up and our relationship with them. New choices can have a huge affect on performance and relationship.
• Collaborative Discovery/Innovation involves letting go of our ego-driven need to be in control and to have all the answers ourselves. It requires a mindset shift and solid tools.

Organizational aspects of leadership:

• Strategy, Structure & Behaviors reflect different aspects of management and leadership that must be aligned to assure high-performing teams or organizations. Clarity is provided about the differences and factors involved in balancing them.
• Measuring the right organizational results has a significant impact on what gets done and how well it is done. What are the right measurements and what might we need to do differently?
• Group Alignment, whether team, department, cross-functional or entire organization is critical to the business’ success. Key tools for easily and effectively creating that alignment are provided.
• Organizational DNA looks at the culture of the organization both from a what is effective perspective and what might be limiting performance. Tools for shifting negative cultural factors are provided.

Relational aspects of leadership:

• Forward Focus is a key element of leadership that can begin to make the greatest positive impact on people around us. It is a great way to demonstrate personal responsibility and begin to bring out the best in others.
• Personal DNA looks at the little decisions we have made about the people around us and the impact those decisions have on how they show up and our relationship with them. New choices can have a huge affect on performance and relationship.
• Collaborative Discovery/Innovation involves letting go of our ego-driven need to be in control and to have all the answers ourselves. It requires a mindset shift and solid tools.

Organizational aspects of leadership:

• Strategy, Structure & Behaviors reflect different aspects of management and leadership that must be aligned to assure high-performing teams or organizations. Clarity is provided about the differences and factors involved in balancing them.
• >Measuring the right organizational results has a significant impact on what gets done and how well it is done. What are the right measurements and what might we need to do differently?
• Group Alignment, whether team, department, cross-functional or entire organization is critical to the business’ success. Key tools for easily and effectively creating that alignment are provided.
• Organizational DNA looks at the culture of the organization both from a what is effective perspective and what might be limiting performance. Tools for shifting negative cultural factors are provided.shifting negative cultural factors are provided.