| Jasper Global Corporation HQ | Jasper Global Corporation UK | Jasper International Academy | Centre for Cyber and Economic Crime | Centre for Management Leadership and Business Skills | Centre for Investment Securities and Economic Development Skills | Centre for International English Language Learning | Partner Approved Centres | Research | Consultancy Services |
Sector Vocationally Related Courses – Management Leadership and Business Skills
Investment in leadership development and education is huge business, approaching $50 billion in the US alone in the year 2000 according a study carried out by the respected Massachusetts Institute of Technology (MIT). Despite this level of investment, the picture of failed leadership persists, from the halls of government to the next start up. In particular, the track record of success for CEOs is not pretty. Research shows that most development programs fail to deliver expected returns.
Psychology Today examined research carried out by a number of international eminent publications and authors to understand the reason for high leadership failure rates. In the past two decades, 30% of Fortune 500 chief executives have lasted less than three years. Top executive failure rates as high as 75% and rarely less than 30. According to the Centre for Creative Leadership, 38% of new Chief Executives fail in the first 18 months in the job. It appears that the main reason for the failure has nothing to do with competence, knowledge or experience, but most have to do with hubris, ego and a lack of emotional intelligence.
To some extent we are to blame, we being employees and the general population going about their daily business. We commonly misinterpret displays of confidence as a sign of competence and this is generally found more in men than in women. The implication is that the same psychological characteristics that enable male managers to rise to the top of the corporate or political ladder are actually responsible for their downfall. In other words, what it takes to get the job is not just different from, but also the reverse of, what it takes to do the job well. As a result, too many incompetent people are promoted to management jobs, and promoted over more competent people.
Centre for Management Leadership and Business Enterprise Skills
So what is the solution?
Leadership development initiatives need to focus on the following core areas to really make a difference in the type of leaders we have leading our organizations:
- Emotional Self Mastery
- A deep understanding of the dynamics of human behaviour on an individual basis
- Ongoing engagement
- Good training design
- An individual personal stake in self-development
- Confusion about leadership versus management
- Making a connection between leadership development and its application
The Jasper International Academy Course Portfolio has been designed to address the issues highlighted in the above introduction concentrating on the needs of leaders, managers, employees and small business owners in a very volatile and constantly changing business environment and marketplace that requires real leadership to succeed.
Centre for Management Leadership and Business Enterprise Skills
A portfolio of titles has been designed for four distinct audiences:
- Small Business Owners
The courses within each segment are pan-business sector in that they are suitable for any individual in any business and aimed at their role within business. Individual course duration is three, four and five days and comprise of more examination and analysis than traditional taught modules.
Centre for Management Leadership and Business Enterprise Skills
The People Value Suite:
- 1. Creative Problem Solving | Click to open more information on course |Creative Problem Solving
Creative Problem Solving – 3 Days
Successful organizations recognize that critical thinking and creative solutions to problems significantly enhance business potential. Today’s decision makers must employ a variety of thinking styles, methodologies and creative processes to achieve competitive advantage.
In this course, delegates develop the skills as a critical thinker and problem solvers. They learn to leverage personal thinking preferences using tools and techniques based on cutting-edge technologies and know-how.
- Make better decisions through critical thinking and creative problem solving, recognizing the difference between problems, symptoms and solutions, by recognizing and defining problems
- Adapt to different thinking styles in group and team environments, diagnose situations and priorities
- Foster an innovative environment in your workplace, foster creative and logical thinking and thinking out of the box
- Recognize and remove barriers to individual and group creativity increase ability to innovate
- Systematically analyze a target problem and overcome the fear of failure
- Present your ideas clearly and concisely for maximum stakeholder buy-in
- Transform your creativity into practical business solutions
- 2. ‘I am the Strongest Link’ | Click to open more information on course |I am the Strongest Link
I am the Strongest Link– 3 Days
Are you really the strongest link?
The modern workplace is a breeding ground for power struggles according to Victoria Labalme, a communications expert from New York. The hierarchical structure of a business, in itself, instigates this dynamic so how can you successfully negotiate a workplace rife with power struggles, ruthless colleagues and an indifferent boss and still manage to progress?
Personal behaviour in the workplace plays a vital part in how you are perceived as an employee. Your interaction with your colleagues and superiors plays will play major part in your wellbeing at work, after all your will often spend more time with work colleagues than with your family!
This course covers managing power struggles from an employee perspective, how your behaviours influence your promotional prospects, how working dynamics have changes from hierarchical to collaborative, how you can be heard, become more influential and become a more valued member of the organisation.
- Understand power dynamics in the workplace
- Understand the culture in your own organisation
- Understand the differences between power and influence
- Define different types of workplace behaviour
- Understand how workplace behaviour affects your career
- Learn to use power to your own advantage
- Develop strategies to be more assertive and be heard
- Develop a personal action plan to improve your own performance
- 3. Managing Upwards | Click to open more information on course |Managing Upwards
Managing Upwards – 3 Days
The Collins Dictionary defined ‘Managing Up’ as: ‘To build a successful working relationship with a superior, manager, or employer’.
Sounds easy? Don’t be too sure as managing up has its pitfalls like any other strategy within the manager/subordinate relationship.
Rosanne Badowski should know. As co-author of "Managing Up: How to Forge an Effective Relationship With Those Above You." she served as executive assistant to Jack Welch at General Electric Co. for more than 14 years. "Doing what you can to make your manager's job easier will not only help them do their job, but you will be considered a valuable asset to your manager and to your organization," she says. "You want to be described as indispensable."
By mastering the "managing up" concept, you can help others recognize your value within the organization. "It will give you an advantage when you are being considered for greater job responsibilities," says Ms. Badowski. "It will help in your career advancement, and it gives you an edge over the competition when you are being considered for promotions."
On the other hand, Mike Myatt writes in Forbes Leadership: Managing Up” is a great catch phrase and an interesting concept – it’s also a practice that can get you in deep trouble if misunderstood or misapplied. Managing-up is to have the by-product of your efforts enhance the work of those you report to. While I have nothing against this concept (I call it doing your job), I do have a problem with the reality that many practitioners of managing-up miss the point altogether. When the practice of managing up gets confused with promotion of self-interest, manipulation, ingratiating themselves and the gymnastics of corporate climbing, a good theory rapidly becomes twisted resulting in a false and dangerous reality.
This course helps you to steer a course in the middle ground of managing upwards, it will help you to develop a strategy that suits both your and your manager’s personal style to the mutual benefit of the organisation.
- Understand the concept of managing upwards
- Understand the advantages and disadvantages
- Managing Upwards vs Ingratiating
- Understand the management style of your manager
- Develop strategies for managing upward
- Implement your ‘Managing Up’ strategies
- 4. Tracking Service Failures | Click to open more information on course |Tracking Service Failures
Tracking Service Failures– 3 Days
Service comprises of two elements:
- Someone making a promise
- Someone keeping a promise
If the promise cannot be kept or the promise was not deliverable in the first place, then you are going to have service failure and unhappy customers.
Service fails for a reason irrespective of whether it is mechanical failure, healthcare failure or delivery failure and the only way of stopping it from re-occurring is to understand how the process works and trace the failure back through the processes that have been set up to deliver the service to the customer.
Within the engineering sector tracking service failures is referred to as root cause analysis (RCA) that arose in the 1950’s and was used by NASA for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence within certainty.
Root cause analysis is, of course, reactive but the methods used can also be used for pre-emptive purposes. It is an iterative process and can be used for continuous improvement.
This course provides participants with an understanding of the quality loop and the tools to carry out analysis of service failures.
- Understand the service loop
- Understand the stakeholders in each
- Understand where the gaps might occur
- Describe the differences between root cause analysis and root
- Develop service loops from case studies
- Identify potential service gaps
- Utilise tools to track service failures
- Develop strategies to close those gaps
- Using RCA for continuous improvement
- Using RCA for pre-emptive purposes
- 5. Budgeting and Cost Control | Click to open more information on course |Budgeting and Cost Control
Budgeting and Cost Control - 3 Days
In making financial business decisions, the decision maker needs to understand the fundamentals of budgeting and costing. This programme has been devised to give business decision makers a good understanding on budgets, cost controls, variances and associated analysis that will lead to better decisions being made.
The course will clarify budgeting terms; clearly explain the methodology used and cover traditional budgeting methods through to newer methods and approaches.
Having completed the programme the participants should be able to;
- Understand the budgeting process
- Understanding how the budget relates to the key financial statements: balance sheet, income statement, and cash flows.
- Understand budgeting and costing terminology
- Preparing a budget consistent with the organization strategic plan.
- Understanding appropriate estimation techniques in the development of revenue and expense budgets.
- Recognizing all the appropriate costs to be included in a capital expenditure proposal.
- Be in a position to devise their own budget and control system
- Analyzing the management cost reports and take corrective action.
- Understanding that the budgeting process always involves forecasting, the levels and type of resources needed to complete the project.
- Analyzing the pre – estimating process & examining estimation process which always has some level of uncertainty.
- Be aware of non budget tools such as Balance Scorecards
- Examining & assessing creative steps to estimating.
- Understanding the need to eliminate systematic errors for making better estimates.
Method and Approach
This programme will be interactive and practical giving participants a mixture of learning through discussion, group and individual exercises, and case studies. The programme will be supported with a workbook.
Who should attend?
All personnel involved in preparation of budgets, Engineers associated in preparing projects Budgeting & Costing or supervising others who provide and enter information.
- 6. Contract Administration | Click to open more information on course |Procurement Contract Administration
Contract Administration - Procurement Planning and Tender Management - 3 Days
Outsourcing forms a major business activity in today’s economic environment and it is imperative that staff know how to manage and administer external contracts from sourcing suppliers to detailed performance management.
All of our in-company courses are tailored to meet the unique requirements of the client organization and delegates. We will make available as much time as necessary to understand your unique commercial challenges and requirements including the scenarios which will be most relevant to your delegates.
Delegates will have the opportunity to spend time understanding how the system works and learn through case studies and group work. Subject areas include control systems, professional contract administration, tendering templates, contract terms and conditions and the key to contract performance.
This course is aimed at staff who are involved in the planning, development, approval, and management of procurement systems and the subsequent contracts that cover the acquisition of materials, equipment, software, and services and who are in organizations whose leadership requires a high level of competency in these activities.
This provides buyers and contract and supply chain managers with the expertise to improve organizational procurement and to fulfil organizational objectives. It gives them the knowledge base to reduce cost, improve quality, and manage the supply chain and deal with legal issues.
- Understand how large companies manage the purchasing function and procedures
- Review how to create and maintain sustainable inventory control systems
- Discuss and evaluate the latest approaches to warehousing and stock control coding systems
- Review the ideal tender documentation for equipment purchasing and import
- Review the ideal tender documentation for service projects
- Review a set of terms and conditions that should accompany a tender document
- Review a proposal evaluation system and its documentation.
- Be able to structure economic price adjustments
- Review specific contract clauses to improve performance
- Discuss Important elements of Contract Management
- 7. Negotiation Skills | Click to open more information on course |Negotiation Skills
Negotiation Skills - 4 Days
Organizational growth and success can occur if individuals are properly trained in negotiations. Our training materials for Negotiation Skills Intermediate introduce employees to the more advanced efforts to increase organizational productivity; employees must be knowledgeable in change strategies, and solutions for increasing team functionality as well as contract negotiation.
This is a four-day workshop that provides participants with an interactive approach to negotiations. The skills they acquire will help them in their role as mediator and negotiator as well as in their day-to-day responsibilities. Participants will be encouraged to focus on interests rather than positions, so they can develop relationships of mutual trust, fairness and respect for one another. This is a common-sense approach based upon developing a balanced and lasting partnership to solve workplace problems. Participants will learn and practice effective communication skills, problem solving and consensus building, with the intention of turning face-to-face confrontation into side-by-side problem solving.
- Understand the principles and practice of handling effective negotiations
- Develop confidence commitment and emotional resilience
- The six foundations of effective negotiation
- Cross-cultural negotiations: Managing similarities and differences
- Demonstrate improved communication and interpersonal skills
- Demonstrate effective negotiation skills
- Personal negotiation styles
- Understanding impact of conflict in negotiations
- Employ a process based approach to negotiation
- Learn to exercise new strategies during negotiation
- Leverage: What it is and how to use it
- The importance of relationships in building negotiations
- Transforming competition into cooperation
- Identifying your strengths and weaknesses in negotiations
- Culture, perception, and international transactions
- Dealing with emotional and irrational situations
- The ﬁrm as a negotiating environment
- Adopt a continuous improvement approach to their work.
- 8. Communication Skills | Click to open more information on course |Communication Skills
Communication Skills - 3 Days
Research spanning several decades has consistently ranked communication skills as crucial for all employees in organizations. This is hardly surprising when experts suggest that communication occupies more time than any other business activity. Its effectiveness makes the difference between the success and failure of the organization as a whole and for its individual members.
The challenge for people and staff now and in the future is to make best use of the many channels of communication which technology provides – from the telephone to the intranet. Studies shows that as the communication options grow, greater emphasis will be placed on maintaining personal face to- face communication.
- Utilize the power of effective communication and interaction and influencing
- Develop higher levels of self-awareness & self-management
- Be more knowledgeable about strengths & how to maximize them
- Apply enhanced communication in different situations including presentations and difficult people
- Apply good communication principles to lead others better and improve their performance
- Utilize communication psychological principles to enhance leadership skills
Centre for Management Leadership and Business Enterprise Skills
The Management Challenges Suite:
- 21. Material Inventory Management | Click to open more information on course |Materials and Inventory Management
Materials and Inventory Management Training Objectives and Methodology - 4 days
In any large, complex and multi-faceted organisation, the range of competencies required by operational leads and other roles within the organisations, such as engineers is considerable in order to maintain the profitability of the organisation. A vital competency is inventory and materials control because materials and stock within an organisation:
- Constitutes a significant part of current assets; on average approximately 60% of current assets in Public Limited Companies are held in materials
- A considerable amount of funding is required to maintain material inventories therefore effective and efficient management is imperative to avoid unnecessary investment
- Improper inventory management affects long term profitability
- 10 to 20% of an inventory can be reduced without any adverse effect on production and sales by using simple inventory planning and control techniques
This programme will take participants through the theoretical aspects of materials and inventory management using models and scenarios to embed learning.
- Understanding the materials management challenges that organizations are facing.
- Identifying the elements of materials management.
- Provide a basic knowledge of the issues and methods involved in the production of goods and services.
- Understanding the techniques used in managing finished goods inventories, and reducing surplus and obsolete materials.
- Investigating management issues in receiving, stores, traffic and transportation, warehousing and physical distribution.
- Identifying key concepts, technologies, risks and rewards associated with supply chain management, customer relationship management enterprise resource planning systems, and business process integration.
- Developing a master production schedule and, by using materials requirements planning (MRP), determine material needs and order release dates.
- Emphasizing on how Materials Management fits into the overall umbrella of Reliability Excellence.
- Discovering the characteristics and steps involved in effective materials management processes.
- Knowledge of the basic steps involved in implementing effective Inventory Control best practices.
- Summarizing the basic steps involved in implementing effective Warehouse Management best practices.
- Understanding of how a CMMS can support materials management processes and best practices.
- Identifying contributors to total cost of materials.
- Practicing techniques to manage inventory investment.
- Defining the standard set of basic materials management key performance indicators.
- Understanding of Developing an (inventory/investment management processes) Action Plan
- Develop awareness of emerging trends in inventory management
- The impact of inventory control on the overall performance and profitability of the organisation
- The functions of inventory control
- Being able to apply that understanding in a variety of inventory control models in use in the production process
- Understanding the theoretical basis of inventory control models
- Practical exercises using the models in a variety of inventory control situations
- Determining the most appropriate models for the business
- Working in teams to solve a problem
- Effective use of feedback to improve engagement and improve performance
- 22. Power Shift | Click to open more information on course |Powershift
Powershift– 3 Days
According to OECD data (2013) 57% of the workforce is made up of women. In the USA, for instance, between 1960 and 2025 there is estimated to be a percentage increase of 46% of female participation to over 80% participation in the workforce in that period. In the MENA countries female participation is 25%, according a World Bank report, despite women in these countries being more educated than ever before. There are exceptions of course and one of these is Kuwait where 53% of the female population participates in the workforce.
These figures are only half of the story, the other half is male participation rates.
Considerable research over many years shows that the boardrooms are male dominant but this is slowly changing as more women move from senior positions to the boardroom and, indeed, to CEO positions.
There is a powershift taking place in the workplace from a male dominant environment to a more equal male/female working environment so what are the implications for management?
The word management derives from the French word ‘manege’ which is control or ‘management’ of horses to carry out intricate dancing steps. This was to show power and leadership in the 16th Century as this level of horsemanship was difficult to achieve. Little has changed since then, management is still a show of leadership and power, is still made up of intricate dance steps through the management maze of the modern workplace.
This course challenges management norms. It looks at new ways of managing in a modern multi-gender workplace. It examines power and how it is used to best effect by both genders. It asks what men can learn from women and what women can learn from men to make the business more effective.
- Understand the different male and female management traits
- Understand the perceptions that each gender has of management
- Examine power play between genders and the impact on the business
- Understand what has made businesses successful under female and male management through case study analysis
- Understand and recognise the mistakes made by both genders in management
- Understand why business have failed under male leadership through analysis of case studies
- Understand why businesses have failed under female leadership through analysis of case studies
- Develop the skills to manage effectively in a multi-gender environment
- 23. Managing in a Blame Culture | Click to open more information on course |Managing in a Blame Culture
Managing in a Blame Culture – 3 Days
The definition of a blame culture in the Collins Dictionary is very short: the tendency to look for one person or organization that can be held responsible for a bad state of affairs, an accident, etc.’
This definition belies the visceral damage that a blame culture can have on an organisation and its employees resulting in an unwillingness to take risks or to accept responsibility for mistakes due to a fear of criticism or prosecution.
‘Blame Contagion’, a term coined by a New Scientist article, concluded that we already know that people are more likely to blame others when they themselves have been blamed - a 'kick-the-dog' kind of effect." But, according to the results of an experiment carried out by the University of California, a blame attitude can even spread to mere witnesses of a public dressing-down. This was proven when one group of volunteers were asked to watch footage of California governor Arnold Schwarzenegger blaming others for a failed strategy, and a separate group to watch a different clip of him accepting personal responsibility for it. When asked to write about a failure of their own afterwards, those in the first group were 30 per cent more likely to blame this failure on others than those in the second group.
The findings of the report are quite frightening: not only is blame socially contagious, but when people blame others for their mistakes, they learn less and perform worse.
"Leaders who want to prevent such a culture from spreading should be careful not to be seen pointing the finger," concludes the report.
This course examines a blame culture in detail, the effects that it can have on an organisation and the challenges of managing in such an environment. It brings together models and strategies, both corporate and personal, to eliminate a blame culture from an organisation.
- Define and recognise a blame culture
- Describe the effects a blame culture can have on an organisation
- Identify, through analysis, whether a blame culture exists in their organisations.
- Understand the performance issues and the pressures that a blame culture puts onto management at all levels in the company
- Define what measures can be taken to eliminate a blame culture
- Develop a plan to eliminate a blame culture from their own styles and teams
- 24. People Make Profits | Click to open more information on course |People Make Profits
People Make Profits – 3 Days
Employee engagement, employee wellbeing, happiness at work, staff counselling – does any of this matter? You’re in business to make profits and employees are there to do a job. Right?
In 2012 Gallup combined 263 research studies into the direct correlation between employee relationships and profits. They calculated the work-unit-level relationship between employee engagement and performance outcomes that the organization supplied. The results speak for themselves.
Companies that had engaged workforces nearly doubled their odds of success compared to those that had no engagement – crucial to a company’s success during a recession. Further metrics in favour of employee engagement:
- 10% higher customer ratings
- 22% higher profitability
- 21% higher productivity
- 41% fewer quality defects
- 28% less shrinkage
The most significant metric of all was companies with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher EPS (earnings per share) compared with their competition.
This course covers all aspects of employee engagement for profit, looking at strategies and tactics to develop and maintain employee performance through engagement.
- Define employee engagement
- Understand the correlation between employee engagement and profit
- Define the elements that make up employee engagement
- Define the relationship between employee engagement and performance
- Understand the importance of performance measures
- Develop performance metrics
- Develop strategies for managing through performance
- 25. Successful vs Effective – What are you? | Click to open more information on course |Successful vs Effective – What are you?
Successful vs Effective – What are you? – 3 Days
As far back as 1988 Fred Luthans in his piece “Successful vs. Effective Real Managers”, states that there may be very little in common between success and effectiveness. He contends that being an “astute politician” – as many successful managers are – does not require being effective. Luthans reminds us that successful managers are not engaged in the same day-to-day activities as effective managers.
It is often assumed that job effectiveness equates with career success, and that career success is a measure of development itself having been effective. But as Luthans points out, success is judged and determined by bosses, and generally measured by how rapidly and high up the career ladder the manager has climbed. This is regardless of whether or not he or she is good at the job. A kind of ‘halo effect’ is at work: when managers are successful, we assume they are effective.
Does this ring a bell? How many business leaders have been regarded as successful only to have the business fail spectacularly shortly after these accolades?
Luthan’s investigation revealed that successful managers spent 48% of their time Networking, 28% on Communication, 13% on Traditional Management and only 11% on Human Resource Management. On the other hand, effective managers (those who do the best job), spends 44% of their time on Communication, 26% on Human Resource Management, 19% on Traditional Management, and only 11% on Networking.
So, what do organisations need, want and admire in leaders – effectiveness or success? Are leaders who are successful also effective? Or the other way round? And what is the difference anyway?
This course examines the differences between successful and effective management and the impact on business success. It enables participants to examine their own management activities and those of their teams and to develop strategies to make them more effective.
- Define success in management terms
- Define effectiveness in management terms
- Understand the differences between successful management and effective management
- Understand how effectiveness leads to achieving business strategic objectives
- Learn how to align business objectives for effective management
- Develop action plans for person management effectiveness
- Develop action plans for team effectiveness
- 26. The Straining Tiger Within | Click to open more information on course |The Straining Tiger Within
The Straining Tiger Within – 3 Days
The concept of employee empowerment started gaining traction in the 1980s. It is a term that many managers and organizations think they understand, but few actually do, and even fewer really put into practice. Many managers feel that by empowering employees, they relinquish the responsibility to lead and control the organization. This is not the case.
Employee empowerment has been defined in many ways but generally means the process of allowing employees to have input and control over their work, and the ability to openly share suggestions and ideas about their work and the organization as a whole. Empowered employees are committed, loyal and conscientious. They are eager to share ideas and can serve as strong ambassadors for their organizations.
However, it cannot be introduced in a haphazard fashion it has to be planned and implemented in a controlled and regulated manner. Each aspect has to be carefully studied and levels of participation decided.
This course introduces employee empowerment, examines the pros and cons from an organisational viewpoint and prepares managers to manage in a vry different environment.
- Understand the true meaning of employee empowerment
- Define effective employee empowerment
- Understand the pros and cons of employee empowerment
- Understand how employee empowerment leads to achieving business strategic objectives
- Learn how to plan and implement employee empowerment
- Learn how to develop effective strategies for managing employee empowerment
- Develop action plans for personal empowerment
- Develop action plans for team empowerment
- 27. Wisdom of Teams | Click to open more information on course |The Wisdom of Teams
The Wisdom of Teams– 3 Days
The respected Harvard Business Review posed the following question: When people work together to build a house, will the job probably (a) get done faster, (b) take longer to finish, or (c) not get done?
Most people would answer that it would get done faster, but the reality is that it will probably take longer or not get done at all – it would all depend on the team.
Diane Coutu writes in HBR that the value of teams has been extolled in most management books as the nirvana of corporate performance, people are recruited on the basis of them being a ‘good team player’ but do teams really work and if they do work, how effective are they?
Research consistently shows that teams underperform, despite all the extra resources they have. That’s because problems with coordination and motivation typically chip away at the benefits of collaboration. And even when you have a strong and cohesive team, it’s often in competition with other teams, and that dynamic can also get in the way of real progress. So you have two strikes against you right from the start, which is one reason why having a team is often worse than having no team at all.
There is no question that a team can generate magic. But don’t always count on it.
This course examines research into teamwork drawing on reasons why teams are not effective, even though, on the surface, they appear to work. The course challenges the very basis of previous team building training that channels individual thinking into blindly accepting that working in teams is always best, often sacrificing common sense and individualism in the process so as not to disrupt that highly sought after state of ‘team cohesion’.
The course examines teams that DO work, what was done to make them work and how it can be replicated in the workplace.
- Understand why teams don’t work
- Understand and apply the principles of how teams are created
- Understand and apply courageous leadership in team creation and operation
- Understand why teams need a deviant
- Understand team structure support mechanisms and why they are vital
- Understand the value of team coaching as opposed to individual coaching
- Develop your own team behaviour
- 28. Dynamic Teams in Action | Click to open more information on course |Dynamic Teams in Action
Dynamic Teams in Action - 5 Days
In any large, complex and multi-faceted organisation, the range of competencies required by operational leads is considerable but paramount in these competencies is the proven ability to communicate effectively with their teams in formal and informal ways, facilitate teamwork through encouragement and motivation and coach team members for maximum performance. This certified programme will have two primary ways of demonstrating the required competencies, the first exercise present real life challenges in day to day operations, the second exercise (shorter) presents a crisis situation in which there is a need for immediate action and requires participants to display all of the competencies that the programme is designed to draw out. This will test the competencies in a more pressured situation requiring participants to think on their feet with less or no time for preparation.
- The principles of teamwork and why it is important
- The principles and importance of relevant and accurate team briefings for business operation
- The principles of successful team coaching, how and why it improves business operations
- Working with different team dynamics
- Working across teams
- Maintaining a positive team equilibrium
- Managing conflict within teams
- Application of appropriate situational team communications
- Planning presentations and briefings
- Delivering planned and spontaneous presentations
- Developing, delivering and managing team briefings
- Listening to team members
- Accepting and responding to feedback
- Coaching teams to improve business operations in a real life situation
- Coaching teams to improve team relationships and increase morale
- Effective use of feedback to improve engagement and improve performance
Centre for Management Leadership and Business Enterprise Skills
The Mastering Leadership Suite:
- 30. Snakes in Suits | Click to open more information on course |Snakes in Suits
Snakes in Suits – 3 Days
This course covers one of the most controversial aspects of leadership – the Snake in a Suit, the psychopath in your midst.
While most workers are loyal, keen to make a living, contribute to society, and operate in a fair and just world, others are totally selfish, concerned only about themselves with little regard for fairness and equity.
These are the individuals in the business world who allow their moral compass to be overridden by the rewards and perks of power. The rise in the number of reports of corporate abuse in major corporations is rising but this should not be a surprise, given the increased access to resources of startling proportions, and the erosion of ethical standards and values and unrestricted power.
Snakes in Suits are likely to display a variety of the following traits:
- Lacks specific goals
- Has superficial relationship with others
- Is impulsive
- Is irresponsible
- Craves power and prestige
- Lacks empathy
- Lacks remorse
- Has predatory instincts
- Remains cool under pressure
- Seeks excitement and thrills
- Takes credit for the work of others
- Flies into rages
And they exist in your workplace.
- Understand the background to the behaviours of psychopaths at work
- Recognise hidden symptoms of psychopathic behaviour.
- Creating solutions to the challenges of managing a psychopathic employee
- Managing psychopathic employees in a team environment
- Understanding and managing the challenges of a psychopathic boss
- Managing your own performance to maintain motivation
- 31. Mission Impossible: The Motivator vs The Dictator | Click to open more information on course |Mission Impossible
Mission Impossible: The Motivator vs The Dictator – 3 Days
- Do good leaders motivate or do they dictate?
- Is the modern leader more motivational?
- What is required in a very fast changing business environment?
- Can you be both?
- Is it Mission Impossible?
So many questions and, sometimes, so few answers.
This course examines the dilemma that faces leaders today in a practical and constructive way. It analyses their respective advantages and disadvantages by way of high level case studies, it examines other closely related styles and how they interact when circumstances dictate that a different style is needed.
Business leaders today are under intense media scrutiny, not just from the increasing number of regulatory bodies and the press but also from the more powerful influences of social media where reputations can be destroyed in minutes therefore how leaders develop their personal management styles is more important in the very visible and volatile business market of today than ever before.
- Understand the background to management styles
- Recognise the impact that different management styles have on the organisation
- Understand fully the behaviours associated with motivational and dictatorial management styles.
- Analyse, through case studies, what business consequences each style has had on their respective organisations.
- Develop a personal management style to cope with the challenges presented by dictatorial leadership.
- Understand motivational leadership at board level
- Understand motivational leadership in a team environment
- 32. Beyond Charismatic Leaders | Click to open more information on course |Beyond Charismatic Leaders
Beyond Charismatic Leaders– 3 Days
Many of history’s most high profile leaders are labelled charismatic yet there is still a great deal of controversy about whether charisma is made or born, and if charismatic leaders are actually effective.
Think for a moment of leaders like Winston Churchill, Martin Luther King Jnr, Ghandi or even more recently, Nelson Mandela and Steve Jobs:
- What particular qualities or traits did they possess that allowed them to lead and inspire so many people?
- Were they born with that skill or was it developed?
- Were they just the right people in the right place at the right time or was there something beyond their charisma?
This course examines the traits that make great charismatic leaders and the underlying business skills that set them apart. Research suggests that charisma is one third ‘born’ and two thirds ‘made’ which makes sense if we see leadership as a set of acquired skills such as communications.
Charismatic leaders are essentially very skilled communicators – individuals who are both verbally eloquent, but also able to communicate to followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. This is their public persona, but to be effective you need more than oratory skill; you need to use those skills become a transformational leader.
- Understand the traits, qualities and pitfalls of charismatic leadership
- Recognise the positive and negative impact that this style of leadership has had on causes and businesses through case studies
- Examine the process of developing qualities beyond charisma
- Understand the concept of transformational leadership
- Fully understand the components of transformational leadership
- Examine and analyse your own leadership style
- Develop skills to move towards transformational leadership
- 33. Ethical Leadership : The Moral Dilemma | Click to open more information on course |Ethical Leadership
Ethical Leadership: The Moral Dilemma– 3 Days
Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma and fairness. It falls within the political, social and/or economic spheres as identified by John Rawls, one of the most important ethical philosophers of the 20th century, as opposed to other moral systems such as religion.
So why does it matter to you?
Most people would agree that leaders hold a position of trust; shareholder trust, employee trust, customer trust etc. so there is a high expectation that leaders should be ethical but there are also a good number of reasons why ethical leadership makes sense.
- Understand the underpinning values of ethical leadership
- Understand your own moral compass
- Learn to make the same difficult decisions facing leaders when presented with ethical circumstances
- Understand the business benefits of ethical leadership through the study and analysis of case studies
- Understand and apply the processes needed to practice ethical leadership
- Learn and understand the specific components of ethical leadership
- Examine and analyse your own organisation in terms of ethical leadership
- Develop an ethical framework for your own leadership
- 34. Are you a Fake Leader? | Click to open more information on course |Are you a Fake Leader?
Are you a Fake Leader? – 3 Days
The word ‘fake’ is not only applied to goods such as watches and perfume, it can also be applied to leadership.
You have been promoted to a new position. You are pleased about it but also a bit uncertain as you have been asked to address the next board meeting. You express your uncertainty to a new colleague who immediately spreads what they perceive as a weakness, around the board room. By the time you get to deliver your address, you are faced with a group of people who have no confidence in you.
- Should you have faked confidence?
- Should you have faked leadership?
- What else could you have done to maintain your integrity as an authentic leader whilst at the same time inspire?
This course examines fake and authentic leadership; it looks at the business and social impact of the two traits, assessing each in a variety of circumstances. Considerable research has been carried out on the effectiveness of authentic leadership (Grandey et al. 2005) which shows that it leads to higher levels of self-esteem, enhanced feelings of friendliness and elevated performance (Peterson et al. 2012).
So there is a solid business case for authentic leadership – this course will enable you to become the type of leader you most admire.
- Understand the core elements of fake leadership
- Understand the corrosive effects of fake leadership on a business
- Understand the core elements of authentic leadership
- Recognise the positive and negative impact that authentic leadership has had on causes and businesses through case studies
- Examine and understand the process to become an authentic leader
- Develop a personal plan to gain the unique characteristics that comprise authentic leadership
- 35. Teaching Smart People How to Learn | Click to open more information on course |Teaching Smart People How to Learn
Teaching Smart People How to Learn – 3 Days
Professor Chris Argyris stated in the respected Harvard Business Review that every company faces a learning dilemma: the smartest people find it the hardest to learn.
Most companies not only have tremendous difficulty addressing this learning dilemma, they aren’t even aware that it exists. The reason: they misunderstand what learning is and how to bring it about. Professor Argyris had the courage to say and attempt to solve what many employees further down the organisation know: senior executives in organisations do not learn.
Consider for a moment that the financial crash of 2008, which originated in the United States and nearly brought the global financial system to its knees, was brought about by subprime mortgages. The ‘brightest and the best’ in America, as early as 2007, totally misjudged the situation. One quote that stands out on the threat of subprime mortgages during the summer of 2007: “I don’t think it poses any threat to the overall economy.” (Hank Paulson, former Treasury Secretary). Global meltdown occurred in 2008.
So what has this got to do with learning?
Professor Argylis’ work on senior executive learning explores the concept that the higher a person rises in an organisation due to success, the more difficulty they have in accepting responsibility for failure. He developed the double-loop learning model to counteract this behaviour.
This course examines Professor Argylis’ model, it covers executive learning behaviour and how it impacts on the organisation.
- Understand why smart people don’t learn
- Learn from case studies where a lack of executive learning has led to catastrophic failure
- Understand single-loop learning and its relationship to problem solving
- Understand the model of double-loop learning
- Understand the learning continuum
- Analyse own company learning styles and the impact on the organisation
- Develop plans for double-loop learning in the workplace
- Examine and analyse personal learning styles
- Develop a learning journey
Centre for Management Leadership and Business Enterprise Skills
The Entrepreneurship for Women Suite:
- 50. Image Control – Route to Success | Click to open more information on course |Image Control – the Route to Success
Image Control – the Route to Success 4 - Days
In the modern age of instantaneous communication, 24/7 TV channels, celebrity culture, social media and competitive workplaces due to the downturn of the global economy, personal image and corresponding emotional intelligence has never been more important to the optimum performance of both individuals and organisations.
Image Control – the Route to Success combines an understanding of the power of image management with the principles of applying emotional intelligence at work into a practical and interactive programme.
People at all organisational levels, from executives to administration staff, experience the same emotions and are subject to the same image perceptions even though the challenges, pressures and demands they face within the organisational hierarchy are quite different. These pressures are amplified and very different for female employees, where image and emotional intelligence play a far greater role, as they climb up the corporate ladder.
Organisations are like people; people have emotions and emotions are variable based on how a person feels, unlike personality types or traits which tend to be fixed. Feelings can block rational decision making and make us experience a number of emotional states such as anger, joy, happiness or sadness. These emotional states, if not managed, quite often get in the way of how we interact with people, how we manage all aspects of communications with people and perform our jobs.
The aim of Image Control – the Route to Success is to provide female managers with the understanding, knowledge, tools and confidence to internally self-manage themselves so that they are capable of making their greatest contributions through image and EI development. As they work in that zone of peak performance, so does the organisation.
- The importance of image and an emotionally intelligent workforce to the organisation
- The power of personal image
- Communication in the workplace – verbal and non-verbal
- The power of highly developed emotional intelligence
- The principles that underpin emotional intelligence
- Understanding the positive benefits of using EI at work
- Developing a personal image strategy
- Developing tools to develop the personal image
- Practical application of the image strategy
- Developing personal emotional intelligence strategies
- Managing emotions to reduce stress and increase creative energy
- Responding appropriately to the emotions of others thus empowering working relationships
- Encouraging an atmosphere of creativity, energy, trust and innovation
- Build strong teams and relationships which generate success for the organisation
- 51. Leadership and Lipstick | Click to open more information on course |Leadership and Lipstick
LEADERSHIP AND LIPSTICK
INTERACTING IN AN INTERNATIONAL SOCIAL ENVIRONMENT - 7 DAYS
A significant part of government/diplomatic, business and charity activity is the successful conduct of a variety of formal or informal social events. Such events may be held for diverse reasons and will each have a range of unique outcomes.
Common to all such undertakings is that there will be a need to carefully plan and prepare for the event, ensure that the event runs smoothly and according to the plan, and afterwards to confirm that all the post-event tasks are completed.
The planning and conduct of such social events may well take place in a foreign country. Those attending or supporting the event itself may be from a variety of different countries and cultures.
It is common practice in many countries for the spouse or partner of senior government officials, diplomats or business leaders to take responsibility for the planning and conduct of important and sometimes large scale social events. This will entail the spouse or partner concerned interacting with a diverse range of people before, during and after the event.
Whilst having men only social interaction is the norm in the Middle East, it will be expected in other parts of the world that women are seen and can also interact with other diplomatic/business wives at social and other functions. They will also be expected to entertain business, government and diplomatic counterparts.
This course will equip participants with a set of skills and knowledge to enable them to plan, conduct and engage in a variety of formal and informal social activities where the venue may be in a foreign country and those attending or supporting the event are from a variety of countries, cultures and international organisations.
A thorough understanding and underpinning knowledge of:
- Image control
- Behavioural norms in an international environment
Confidence and practical skills in:
- The art of small talk
- Entertaining in an international environment
- 52. Technology and Female Entrepreneurship – Friend or Foe? | Click to open more information on course |Technology and Female Entrepreneurship
Technology and Female Entrepreneurship – Friend or Foe? - 3 Days
Consider these statistics:
- In 2013 $1.471b was spent on internet shopping
- Women account for 85% of all consumer purchases
- 75% of women are responsible for shopping in their households
- 20 million women check online blogs for product information and reviews
- Women spend 6 hours per day online
- 2 billion worldwide use on social media
- Women spend 40% more time on social media
So what does this mean for female entrepreneurship? It has broken down barriers for female entrepreneurs and opened up a world of opportunity.
It has long been acknowledged that people buy from people like themselves. This is a distinct advantage for women who can use the power of social media to communicate with ‘people like themselves’ and therefore boost the opportunities in e-commerce.
This course examines how female entrepreneurs can use technology to start and maintain businesses, what resources are available and how to use social media to its fullest extent.
- Understand the core elements e-commerce
- Understand the scale and size of the different markets
- Learn what technologies are available
- Learn the advantages and disadvantages of using internet sales sites
- Understand the terminology and functionality of each site and what they man for your business
- Understanding the power of social media
- Developing an online personality
- Develop successful social media campaigns
- Developing Customer Service
- Understand the need to stay safe online
- Develop online safety measures
Centre for Management Leadership and Business Enterprise Skills
|Followership refers to a role held by certain individuals in an organization, team, or group. Specifically, it is the capacity of an individual to actively follow a leader. Followership is the reciprocal social process of leadership. The study of followership (part of the emerging study of Leadership psychology) is integral to a better understanding of leadership, as the success and failure of groups, organizations, and teams is not only dependent on how well a leader can lead, but also on how well the followers can follow. Specifically, followers play an active role in organization, group, and team successes and failures. Effective followers are individuals who are considered to be enthusiastic, intelligent, ambitious, and self-reliant. The emergence of the field of followership has been attributed to the scholar Robert Kelley | And his Book “The Power of Followership”.