Leadership Development Workshops

The Essentials Workshop

Introduction to Corporate Culture
Identifying the “different styles” of Corporate Culture
• Sustainable, Vulnerable, Volatile
Defining or Creating the Ideal / Preferred Culture
Measuring Levels of Teamwork

The Essentials Workshop

Introduction to Corporate Culture

We would define the Corporate Culture as the shared beliefs and values guiding the thinking and behaviour styles of members. It defines:

• What is normal.
• How decisions get made when you can’t be there.
• The way we do things around here.
• How people will act under pressure.
• The glue that holds the organisation/ company together.

Identifying Different Styles of Corporate Culture

• Sustainable
• Vulnerable
• Volatile

Defining or Creating the Ideal or Preferred Culture

We task the team members to “investigate and propose” back the advantages and disadvantages of each of the styles.

They are also expected to come back with recommendations on how much, or to what extent the styles should be present.

So in describing the ideal team or department or company, the group comes back with the behaviours, characteristics and elements that they consider they need to get their jobs done. Some tie this in with their business plans, overall vision or mission statements and charters they may have.

This can include extensions like:

1. What sort of behaviours would I see you demonstrate as part of this ideal?
2. As a colleague- what would I experience?
3. As a client or customer- what would I experience?
4. As a provider/subcontractor to you?

Measuring the Levels of Teamwork

Group Survival Exercise and GSI

These two activities use material from Human Synergistics and are designed to remind and revisit the material and to measure the effectiveness of the team by completing a classroom based activity/ problem solving task.

The Essentials Workshop with a Twist

The Essentials Workshop + Defensive Driving (Outdoor Component)

Combination of education with some car gymkhana style where we introduce semi competitive stages or components- in a fully supervised environment- where a person is timed over a stage or section- not against other cars at the same time!

Cars provided by driver education group.

Notes on these sessions
These components provide the participants with not only some additional road/ driver orientated knowledge but also a platform for us to later reflect on in terms of behaviours e.g.

1. Were you trying to get better each lap, extending yourself, trying new things, trying to do a better lap time?
2. Were you upset when someone else passed you or were faster than you?
3. Were you encouraging of others- interested in how they were going- did you ask?
4. Were you concerned or pre occupied by what others did or did not do?
5. Where you intimidated?
6. Cautious?
7. Brave?
8. Feel positive?
9. Set yourself little goals or compare yourself against others?
10. Did you want to talk about your achievements?
11. Get annoyed at yourself?
12. Blame others?
13. Enjoyed seeing others enjoying themselves?

The Learning Platform

Agreeing the “right style” of leadership

Provides clarity on “game plan” and agreed behaviours and leadership styles.  Assists in performance management issues, appraisals and also recruitment/induction process.

Direct Feedback on individual and group Leadership Styles

LSI - diagnostic phase

This essentially provides the candidate with a snapshot of “what is he/ she doing that is good/ effective” and “what is he/ she doing that is not”. The process and material I use, provides the catalyst for the awareness- acceptance-action learning model shown below. As you can see from the diagram the goal is to move towards the creation of a development plan, or confidence in the style as it is today.

The material from Human Synergistics that I use for this element or phase is not only very robust and accurate, it is also amongst the best-presented and professional diagnostic material currently available in Australia.  I have also found the fact that the material also allows you to benchmark against other managers and leaders in Australia/ New Zealand to be very important.

The LSI fits into the Skills Gap analysis by providing what is often referred to as closing the Knowing- Doing Gap.  “I know what I am supposed to do”, or “it has been pointed out what I am supposed to or need to do”, “this shows me what I can do about this”, to close the gap, to align the behaviours, actions and thought patterns to specific outcomes.

The LSI will show the person:

• What sort of thinking patterns (and resultant behaviours and Leadership Styles) are currently being used.
• Which of these are effective and which are counter-productive?
• What needs to change?
• How do they do that from today on?

 (Also acknowledges what they are doing well, need to continue etc)

Included in this diagnostic phase is the following:
 
Provision of LSI material, Meelup Management would:

• Create the on line data collection system for the diagnostic LSI from Human Synergistics. (Uses the person’s email address).
• Assist them to scope out whom they are going to include as participants- to provide them with feedback on their individual thinking patterns/ behaviours. Also includes monitoring the return rate.

Individual one on one debrief:

• When results are available to take the person through their own individual results, structured over a one and half- hour- to two hours debrief, including self-development guide from Human Synergistics.
• Focussed discussion on their results, development plan as a result.