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Available dates

Dec 2—6, 2019
5 days
London, United Kingdom
GBP 4995 ≈USD 6483
GBP 999 per day


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About the course

Strengthen your leadership skills in management & strategic direction

This course aims to assist participants to add value to their existing skills as senior managers. It will give those attending tools that can allow them to effectively build on their strengths in leadership, communication and strategic direction. By the end of the course those attending will have focused on some key areas such as business co-ordination, intergenerational communication and motivating others to change.

The course will be facilitated by Robert Conlon, Global Head of Executive Development for Euromoney Learning Solutions. Robert has worked with banks in over 45 countries and is well renown globally for his highly interactive and innovative learning interventions. In this course, Robert will work with five different global leadership experts to create a unique journey that will engergise, and inspire those attending. Each day of the course will focus on a different areas of leadership and will be led by an industry expert in this area.

Our Experts for each day:

Day 1 Leadership in the 21st century Financial Institution Bryan Stiles

Over a 30 year period Bryan had a very successful career globally with HSBC. Bryan held senior roles such as Deputy CEO of China and Head of Group Audit in UK and Europe. An experienced senior executive, he will focus on the leaders responsibilities for marketing, risk / governance and talent management.

Day 2 Leading Synergistically: Breaking silos and building a team focused culture

Simon is a senior team facilitator and corporate trainer. His skills as a team facilitator have been honed by 15 years experience working across Europe, Midde East & Africa with across a range of diverse organisations including Dell, Banque Saudi Fransi, GE Healthcare, National Bank of Kuwait, McAfee, Sky, Aviva, Credit Suisse and Google. Using a combination of thoughtful and genuine listening and questioning skills, a no-nonsense, say-it-like-it-is directness, and good humor, Simon helps teams get clear about what it takes to become the best they can be in their business remit.

Day 3 Developing your Emotional Intelligence and Resilience David Chapman

David's clients report the key benefit to working with him is immediate results, delivering positive change, and increased performance levels. David's speciality is designing and delivering high impact training & coaching programmes for clients such as European Central Bank, EDF, Standard Life, Capital One, Baker & McKenzie LLP, and Schlumberger . David focuses on creating energising & informative learning environments that value simplicity, to ensure development is significant, and profound.

Day 4 Leadership and Conflict Management Sandra Lee

Sandra Lee is a highly experienced and much sought after professional with over 20 years experience in the field of Learning and Development. She is an Associate member of CIPD (Chartered Institute of Personnel Development and a member of CMI (Chartered Management Institute). As a Learning & Development Consultant, Sandra aspires to help others fulfill their full potential through inspiring training, learning and coaching interventions which results in driving performance in the workplace. Some of Sandra’s clients include Alvarez and Marsal, Citi Group and British Telecom.

Day 5 Leadership and Strategic Thinking Dr. Tony Grundy

Tony is an extremely experienced strategy and executive development consultant with twenty five years experience in his independent business. Prior to that he worked with KPMG and with PA Strategy Consulting. He has held line positions at BP, ICI and at a French retailer Charles Jourdan: he has considerable international experience. Tony has published numerous articles and books on the subject of strategy and has a breadth of knowledge in strategy and executive development.

By the end of this course participants will be able to:

  • Align the team around key management objectives
  • Drive strategic direction
  • Create innovation in the organisation so that the business manages change effectively
  • Communicate effectively with personality types
  • Lead your team towards continuous improvement
  • Influence others in the organisation to create more effective outputs
  • Manage change effectively
  • Create a high performance culture
  • Effectively deal with conflict in the organisation
  • Drive a culture of excellence
  • Describe the key motivational needs that drive behaviour and influence performance
  • Assess your own motivational profile, and determine its impact on your management practices
  • Identify ways to determine the motivational profiles of others
  • Develop strategies and tactics to broaden your own management practices and to support the motivational needs of individual employees
  • Apply these to more effectively manage your own direct reports


Day 1

Leadership in the 21st century Financial Institution

  • What are the key challenges for the 21st century FI leader
  • What are the key challenges in facing leaders in the financial sector
  • Are there any universal leadership characteristics

Leadership and Power

  • What are the key attributes of great leaders?
  • What can we learn from great leaders and what attributes can we use to lead the people reporting to us?
  • The history of leadership and the concepts we can adopt as best practice in the 21st Century
  • What are the key attributes required to be an effective leader
  • Sources of Power and how to use them
  • Benchmarking your performance against the best

Creating Strategic Alignment in the Organisation: Organisational co-ordination

  • Creating and communicating our performance objectives
  • Creating a metric driven team
  • Using key performance indicators

Management Simulation

A management structure (3 managers) is agreed amongst the participants and observers are assigned to each manager. (The rest of the participants are team members) A number of tasks are given to the senior manager to be completed within a fixed timescale. Observers monitor the style and communication of the 3 managers during the whole exercise.

During the debriefing session, managers, observers, team members and the course director will give their assessment of the performance of the tasks and their feelings on the management style

Strategic Leadership and Managing Risk in a time of Disruption

  • What is strategic business leadership?
  • In a time of disruption – Brexit, Trump– how do we create strategy?
  • How are we as an executive team delivering on our strategy?
  • Market analysis, thinking strategically, and creating and critiquing strategy
  • Horizon scanning - staying up to date with industry trends, and the competition
  • Round-table discussion led by Bryan Stiles

Day 2: Leading Synergistically: Breaking silos and building a team focused culture.

Building Trust and Integrity in the team

  • The importance of getting the start right: the concept of rapid trust
  • What builds trust in a team
  • The trust team development cycle: how the team develops and matures

How to break silos in your organisation? Creating a “Teaming” model

  • Delegates will be asked to analyse your corporate culture model using the Cameron and Quinn culture model
  • Case Study on silo mentality in banking
  • Reducing the “Silo Mentality” in the organisation using Lencioni’s five dysfunctions of a team model

Understand the Psychometric Profile of your Team

  • All delegates will have complete a psychometric tool
  • During the course, the facilitators will give feedback on the overall behavioural profile of these styles
  • Individuals reveal their behavioural profile to each other on course
  • The team receive feedback on their overall team interaction
  • How does this psychometric feedback change the way team needs to communicate and execute

Analysing your Culture: What is it? What is good about it? What do we need to change?

  • Culture as the key driver of ethics, behaviour and performance
  • Delegates will be asked to analyse your corporate culture model using the Cameron and Quinn culture model
  • Using this model, the team will action using the Stop, Start, Continue, do more of , do less of model

The ‘art and science’ of team performance

  • Teams are natural
  • 21st Century team complexity
  • Belbin’s hypothesis
  • Why Team Roles matter
  • Individual questionnaire and Team Role exercises

Introduction of evening reading:

“Think more expertise will make you more trusted? Think again!”

  • The Trust Equation by Charles Green
  • Introduction of the evening reading
  • Summary of what has been learned to day and a preview of tomorrow
  • Evening Reading

Day 3: Developing your Emotional Intelligence and Resilience

Understanding emotional intelligence

  • What is Emotional Intelligence and how can you use it in your leadership
  • The history of thinking on Emotional Intelligence
  • The work of Daniel Goleman on Emotional Intelligence
  • An attempt at a definition of emotional intelligence: Self-awareness, Emotional resilience, Motivation, Interpersonal sensitivity, Influence, Intuitiveness, Conscientiousness
  • Can you measure EQ as well as IQ? How important is EQ?

Leading with Emotional Intelligence – Being an Effective & Inspirational Leader

  • Styles of leadership
  • Situational leadership model
  • The concept of “maturity in the role”
  • Approaches:- directing, coaching, supporting, delegating
  • The implications of using an inappropriate style
  • Adopting a different style of leadership depending on the person
  • Effective communication - How do I come across
  • How does my style of communication affect the team

Mental Agility and Well-being

  • Your mood is contagious!
  • Re-framing difficult and challenging situations
  • Working out your areas of control and influence
  • The concept of positive expectancy
  • Energy management

Hacking your Creativity: Ways to get you and your team to think outside the box

  • What’s stop us from thinking more creatively
  • Rapid ways to hack our creativity

Dealing Effectively with Pressure

  • Effective planning tools
  • Physiological cues that tell you are under pressure
  • Tips on how to deal with times that you are at the edge of your capacity

Day 4: Leading Change and Managing Conflict

Driving effective change

  • Understanding how people deal with change
  • Moving people from their comfort zone
  • Obtaining buy in
  • Executing the change

Executive Presence & Influencing Skills

  • What is executive presence?
  • Communicating Key Business Messages (KBMs) in your organisation
  • Non-verbal communication tips for senior executives
  • Cialdini’s laws of Influence
  • What builds trust in a team
  • The trust team development cycle: how the team develops and matures

The Thomas-Kilmann Conflict Mode Questionnaire – Your Preferred Conflict-Handling Style

  • What is your preferred conflict-handling style?
    • Competing – getting you own way at the expense of the other party
    • Avoiding – pretending that the conflict is not there
    • Accommodating – letting the other party get their way
    • Compromising – meeting the other party in the middle
    • Collaborating – finding a WIN/WIN solution
  • Which, if any, of these conflict-handling styles is best according to the situation
  • Analysis of your working relationships and your personal use of conflict handling modes
  • Which do you prefer (scoring the questionnaire)

Dealing effectively with challenging interactions

  • What is a solution driven approach?
  • Dealing with objections and disappointment positively
  • Revisiting and discussing expectations
  • Re-framing stakeholder relationships – creating more positive outcomes
  • How being solution driven helps us to move from seeing obstacles to managing situations
  • Effectively handling client / stakeholder complaints. Not taking it personally: The key skill in being professional and not letting these situations personally affect you

Skilfully influencing internal stakeholders

  • The rules of powerful persuasion and influence
  • Reciprocity, scarcity, liking, authority, commitment and consistency...
  • Using these skills to influence internal stakeholders to see the bigger picture
  • Achieving WIN-WIN outcomes for the client and the Organisation
  • Using assertive rather than aggressive or submissive behaviour
  • Transactional Analysis as a way of considering internal skills effectively

Day 5: Strategic Thinking

Creating and Driving Strategy

  • Key business strategic concepts
  • Using strategy maps
  • How to create ownership amongst all staff of the organisation’s strategic goals
  • Cascading strategic goals

Strategic Leadership – the Mix

  • Differentiating their “Leadership Brand”-building a leadership reputation
  • Visionary leadership –James Dyson
  • Taking a closer look at examples of Strategic Leaders e.g. Sir Alex Ferguson - Manchester United
  • Nuts and bolts of leadership: goal setting, delegation, coaching, facilitation, celebrating success, building energy, balancing strategy and tactics, changing direction and communication, “strategic listening* What is strategic business leaders

Making Effective Strategic Presentations

  • Your How CEO’s like to “think strategically” –with input from the speaker’s own unique research in his book “Demystifying Strategic Thinking –Lessons from Leading CEO’s:
  • The role of Strategic Mindfulness in Strategic Leadership/ becoming a mindful manager: monitoring and managing your psychological and emotional state. Lessons from “NLP” –Neurological Linguistic Programming
  • Managing your energy, your anxieties, and your levels of commitment to a course of action
  • The power of concentration and single mindedness in sticking to a direction

A global banking outlook on key financial strategy issues

  • Benchmarking key financials
  • Ensuring that financial strategy creates the correct behaviours and outcomes

Putting into practice and links to the next training

  • What are the individual take-away from the training?
  • As a team what have we learned?
  • Trainers give summary of the programme

Trust the experts

Robert Conlon

The Course Director is a leading global sales and service consultant with a sales management career grounded in blue chip financial organisations such as Barclays Bank and Axa Finance spanning over 15 years. For Barclays International and he was fundamental in the creation of their global relatio...


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