The PCA Leadership Development Model
Whether you are the leader of a major PLC or an aspiring executive that has been identified as a hope for the future, coaching is the business resource that will enable you to reach your full potential.
Overview
LEADERSHIP IN YOUR ORGANISATION
The introductory segment provides an assessment of leadership in the context of “where we are now” and “where we want to be” for your particular business and industry.
Core elements of the programme
A review of your company values and the role of leadership in your organisation
The need for leadership in the current environment
An overview of leadership types and their strengths and limitations
Establishing role models that can act as future anchors of behaviour
KNOWING ME KNOWING YOU
This section is designed to provide each manager with an in depth understanding of their own strengths and styles of behaviour and how to use this knowledge to get the best out of people and provide people focused leadership.
There are a number of assessment tools which we can use in this process and the most appropriate will be selected after consultation.
Key elements of the programme:
Values Assessment – Understanding your own core values and beliefs as these are the drivers of behaviour and help people understand why they can be in conflict with others and why they do what they do
360 Degree Assessment - Undertaking a 360 degree assessment will establish how others see your leadership style, strengths and weaknesses
Strengths Finder – we believe that leaders should understand and focus on their strengths more than their weaknesses – “become the person we are, not who we are not”
DiSC Profiling – understanding our (and others’) behaviour is the key to change. We use DiSC profiling to help people identify different behaviours and using that information to improve communication, avoid conflicts and utilise the strengths of others to produce better winning solutions
Emotional Intelligence – self awareness is a core competency for great leaders and our EI assessment provides delegates with an in-depth understanding of 8 measures of their EI. Used in a coaching context this is a very powerful tool to improve personal effectiveness and leadership competencies - "Everybody can get angry - that's easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason and in the right way - that's hard."
Do As I Do – Your behaviours are key to how others respond to you as leader – we look at codes of conduct, how to set an example to others and to “encourage the heart” (using tools and techniques to recognise successes, celebrate events, provide recognition)
LEADERSHIP ESSENTIALS
In this section we focus on selected core competencies from a menu:
Change – we live in difficult times and there is a need for leaders to embrace change and deal with the consequences and overcome resistance to change.
Creating A Vision – Know where you and the organisation is going, understanding and creating values and the mission
Performance Management – how to set targets/objectives, appraise performance and deal with underperformance
Communication – identifies communication types, transactional analysis, questioning and listening skills
Time Management – Often requested this session can be used to help leaders maximise the use of this most precious resource
Developing The Culture You Want - helping understand how to create a unifying culture and establish clarity about “the way we do things around here”
CREATING POWERFUL TEAMS
All leaders have to work with and through teams – this part of our journey shows leaders how to overcome the 5 dysfunctions of typical teams and create ones that “make better decisions faster”
Absence of Trust - Great teams trust one another on a fundamental, emotional level and are comfortable being vulnerable with each other about their weaknesses, mistakes, fears and behaviours.
Fear of Conflict - Teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to an organisations success. They do not hesitate to disagree with, challenge and question one another all in the spirit of finding the best answers, discovering the truth and making the best decision.
Lack of Commitment - To become a cohesive team, a group of leaders must learn to commit to decisions when there is less than perfect information available, and when no natural consensus develops. And because perfect information and natural consensus rarely exist, the ability to commit becomes one of the most critical behaviours of a team.
Avoidance of Accountability – we teach leaders on a team to confront their peers about behavioural issues that hurt the team. But when the goals of the team have been clearly delineated, the behaviours that jeopardize them become easier to deal with
Inattention to Results – teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus on what is best for the team. They do not give in to the temptations to place their departments, careers and aspirations or ego-driven status ahead of the collective results that DEFINE a team
LEADER AS COACH
This section is designed to take the learning “into” the organisation and helps establish a core competency of all great leaders – Leader as Coach!
Using techniques based on our own training from the Adler School of Coaching we will provide some initial tools and techniques that will help the delegate use some coaching techniques to improve performance of managers.
Mindset – establishing how coaching differs from “telling” and uses the strengths of the coachees to improve effectiveness and get them to commit to action
Relationship – role of confidentiality, establishing trust, assessment and reflections
Process – establishing goals, timescales, meeting process
Conversation – using the ICA model, developing listening skills, questioning skills