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About the course
Strengthen your leadership skills in management & strategic direction
The London School of Management & Leadership offers an unparalleled opportunity for senior managers and leaders to develop the skills and expertise needed to drive productivity, performance and cultural change within your organisation. You will learn how to use tools and frameworks to build on your strengths in leadership, communication and strategic direction. By the end of the course, you will have enhanced skills and expertise across a number of key areas such as business co-ordination, intergenerational communication and motivating others to change.
This intensive five-day programme is facilitated by Robert Conlon, Global Head of Executive Development at Euromoney Learning, who has partnered with five global leadership experts to create a unique journey that will energise and inspire those attending. Each day of the course will focus on different areas of leadership and will be led by an industry expert in this area.
By the end of this course, you 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 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 cultureSimon McAuliffe
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: Leadership and Strategic Thinking Richard Gigg
Richard is an Entrepreneur, business leader, coach and motivational speaker who disrupts peoples thinking and beliefs. Following a successful military career leading men in active service, Richard worked within the technology services industry for 20 years, managing, directing and creating companies for institutional investors. For the last 12 years Richard has been a professional business coach having trained under the tutorage of Darren Shirlaw, founder of the Shirlaws international coaching business. The experience of working in multiple market sectors, plus working in partnership with both large and small suppliers gives Richard a deep understanding of business which he uses today to help business leaders at all levels achieve balanced and productive lives.
Day 4: 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 5: 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.
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
- Discussion: Robert Conlon and Bryan Stiles
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
- Practical Exercise: Team will build a performance pyramid for the organisation
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
- Exercise: Building trust in the team
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
A high energy “teaming” game will be played by the executive team. Some delegates will play the C-suite team, middle managers and individual contributors. The game will be based around rapidly forming teams, executing strategy and collaboration.
After the exercise the facilitators will feedback on what their observations were.? What do we do as an executive team well? What do we need to change so we can encourage more collaboration across the organisation?
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
Trainer facilitated discussion: How do we use behavioural feedback to improve the way we lead 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
Practical exercise: Using the Cameron & Quinn culture model the executive team will work together to create an analysis and action plan on cultural transformation in your organisation
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
Build and Execute Your Growth Strategy
Session 1 Understanding the barriers to growth Intro - Context and Content of the day, Personal background Understanding the barriers to growth – understanding how decisions made in the boardroom can stop the flow of money in the business and how time is often wasted trying to fix the wrong part of the business.
Session 2 What happens when a business lacks focus? A look at some real life examples of businesses who have failed to create, or have created market differentiation, to achieve growth in revenue and profit. Understanding the
Session 3 Positioning against the competition A practical guide on the process to build a unique position in the marketplace. A position that will attract clients, staff and investors. Understand how a contextual view of your market place can help you stand out and make business development an easier task.
Session 4 Overcoming the fears to buy Understand why people choose not to do business with you. This session will help you save time and money in where you spend these two valuable commodities. A strategy to make it all happen – a simple but effective approach to making your ideas into reality.
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
Exercise: Reducing decision making fatigue 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
Exercise: The tem uses a number of techniques to become more creative 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
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
- Case Study: “Change Management in a Retail Bank”
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 Video: Cialdini’s laws of influence
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
Video: Cialdini’s laws of persuasion and influence
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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