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University of Salford, Manchester

Aspiring Leaders Programme

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Next dates

Jun 24—25
2 days
Salford, UK
GBP 1250 ≈USD 1624
GBP 625 per day

Description

Progressing from manager to leader is one of the most difficult transitions for both individuals and the organisations they work for. The Aspiring Leaders Programme (ALP) is a three-day leadership training programme based on developing leadership skills.

Through a combination of taught seminars and a powerful assessment tool, this leader training allows you to make the key behavioural changes needed to reach your full potential.

Delegates will be empowered to develop their skills in the workplace, and will have the confidence to try new leadership methods.

Overview

One of the greatest challenges facing organisations is the elevation of managers to leaders. This is particularly true in the case of middle leaders, as the increase in overhead for organisations trapped in this manager/leader interface is very significant.

Investing in middle managers is a key ingredient of future performance for any ambitious organisation. In fact, the importance of their contribution as they grow into leaders cannot be emphasised strongly enough. The Aspiring Leaders Programme (ALP) focuses on this challenge by developing leadership skills.

Agenda

We understand that it is imperative delegates receive the optimum benefit from the Aspiring Leaders training programme whilst taking time out of the office.

Along with our world-class facilitator we have designed The Aspiring Leaders Programme to be engaging for all delegates, through a mix of video bursts, exclusive diagnostic tools, presentations and group discussions.

Day 1 A.M. Current Reality – In this session we consider the implications of our current way of thinking. We examine the barriers that prevent us from reaching our full potential as leaders and which limit our personal efficacy as individuals. By understanding the barriers to effective thinking, we can begin to take the positive steps towards transformation and raised performance.

P.M. How the Mind Works – We offer a comprehensive model of how the thought process operates on both a conscious and sub-conscious level to form and solidify our beliefs, habits, expectations and attitudes, both as individuals and as leaders. This is critical for understanding how to make changes that are permanent and pervasive.

Day 2 A.M. Effective Thinking – With a clear understanding of how we think, we now consider the type of thinking that we should begin to adopt. Key areas of focus are the establishing of a positive internal dialogue (or self talk), attitudes, and the importance of setting challenging goals aligned to personal and organisational objectives.

P.M. Vision Reality – Having laid a foundation for positive personal and professional transformation, we now offer insight and practical techniques for achieving this. Participants are given a method for setting and assimilating goals and an understanding of the motivation required to do so effectively.

**Day 3 A.M. **Organisational Culture – Culture is the shared beliefs and values guiding the thinking and behaviours of an organisation and of its members. This session examines the impact of a constructive organisational culture on the performance and efficacy of those working within it. Using sophisticated diagnostic tools, we consider current culture in relation to a desired or ideal culture.

P.M. Leadership – The greatest impact on organisational transformation, whether in the private or public sector, comes through the transformation of leadership behaviours. In this part of the course we look at the skillset of highly effective leaders with an emphasis on the impact they have on the people they are responsible for.

Participants will have already completed a Leadership survey and will use the data gathered therein to analyse and interpret their own impact as leaders with a view to making this as constructive as possible.

Learning outcomes

Attendees at the Aspiring Leaders Programme will benefit from:

  • Appreciation of the difference between management and leadership
  • Knowing when and how to manage, when and how to lead
  • Understanding personal behaviours based on self-reporting and feedback from colleagues
  • The ability to assist managers in “letting go”, reducing micromanagement and stepping out of the management comfort zone
  • To move managers into situational leaders
  • To give those in middle management the confidence to try new ways of leading their teams
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