Leadership & Management

What does ‘high performance’ mean to you? Can you define it? If you can define it, can you drive your people towards it or keep them there?

Sometimes it is difficult to know whether you and your teams are operating at the optimum level for organisational success. Indeed, it is often challenging for people to ‘see’ how they can contribute to an organisation’s overarching goals, in a way that fits the culture.

We recognise these challenges and we see them at every level of the organisations we work with. Our leadership & management programmes are not only designed to integrate with organisational culture but are also targeted at the individual; making it a personal journey to greater success.

For over 20 years we have helped leaders and managers develop greater self-awareness, clear mind-sets and effective skill sets, across a wide range of industries, in good times and bad and through relentless change. With clarity, practicality and being grounded in reality, our leadership and management development just works.

Areas of expertise include Performance Management, Feedback, Coaching, Situational Leadership II, Influencing and Motivation.

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Strengthen Results

The structured element of the journey has to end at some point but this does not mean an individual's ongoing development does as well. The design of the journey must therefore incorporate elements that continue to reinforce the learning. Participants will be given an opportunity to stretch themselves and continue to create impact with their newly learnt skills and techniques.

Additional reading, targeted activities, mentoring and training opportunities, presentations and the creation of relevant learning content can all work well at this stage.

Develop & Practice Skills

Once a foundation has been built and participants feel they have a basic understanding of a subject, technique or skill, they now need to develop the ability and confidence to use it. During this part of the journey, participants must start to feel better equipped to do things in a different way and this is usually best addressed in the classroom environment.

Role/real plays, plenary discussion, case studies and facilitator feedback form the basis of this stage but workplace assignments and peer to peer conversations can also work well.

Build a knowledge foundation

Not all learning has to be done in the classroom and participants are encouraged to build their subject expertise as soon as possible. This foundation work will also ensure that any time spent in the training room is used appropriately in terms of the all critical practice and group discussion.

E-learning modules, pre-workshop reading, video content, observations and interviews can all play their part.

Commitment to the journey

Traditional training and development often fails because participants only start to think about their development on the day of the event itself. Any successful journey (or programme) requires an investment in time and effort and participants must recognise that they will need to do more than simply turn up. During this phase, participants are asked to think about what they could achieve if they demonstrate high levels of effort & commitment, not only for themselves but for the organisation as well, greatly increasing the levels of accountability.

Conference calls, webinars, creating personal performance maps, setting learning objectives and manager development conversations are typical examples of how to build participant commitment.