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Leaderful Action

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ILM Level 5 in Coaching and Mentoring

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Supporting Team Oarstruck

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What's Your Story?

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New SnapSessions

90 minute sessions on 21st Cen...

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ILM level 7 Certificate in Leadership & Management

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Insights Tool Used during Team Development Event

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New 90 minute sessions

 

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SnapSessions are short, snappy and straight-talking sessions on topics that build personal and organisational effectiveness.  They are engaging and energetic; blending theoretical input, with your experiences and perspectives.  Designed to challenge and sharpen your skills each 90 minute session includes practical tools and tips to take back to the workplace.   

Read a short overview of the SnapSessions or click on the topics listed below to download a PDF:

Think Tough SnapSession- Using Your Thoughts to Build Mental Resilience

The Challenge

Here are a few of the current challenges that can impact on our resilience:

Background

Professor Terry Looker recognises that the balance between how we view demands and how we think we can cope with those demands determines our response to them.  This would explain why some people seem to ‘cope’ or respond more positively to the same situation.  Reivitch and Shatté assert that ‘the principle obstacle to tapping in to our inner strength lies with our cognitive, or thinking, style – the way we look at the world and interpret events.’

So, our thoughts about situations will determine our decisions, actions and behaviours, and this, in turn, will influence our results.  Psychological flexibility – being able to tap into a range of psychological responses, rather than our initial or instinctive response – can be a determining factor in high performance, effective decision-making and improved well-being.

Session Overview

This SnapSession gives you practical ways to understand and develop your thinking to become more resilient.  At the end of the session you will be able to:

Developing Insight SnapSession

The Challenge

Why would anyone want to be led by you? 

Being able to answer this question accurately requires a good degree of self-awareness.  Yet, self-awareness came up as the top skill in which leaders overestimated their own abilities (Bradbury & Greaves, 2012).  Businesses find themselves in a risky place if leaders and managers believe they are already meeting the needs of their people, without making an accurate assessment of their capabilities.  Leaders may also miss the gap between what they want to be (their ideal self) and who they currently are (their real self), making fulfilment and motivation an unforeseen challenge (Boyatzis, 1999). 

Background

Understanding who we are helps us understand our energies and preferences.  In knowing this we can use our natural skills and behaviours to increase our leadership effectiveness, and make some important decisions about the areas in which we are less effective.

Additionally if leaders are to really understand and control their own emotional state, they should have an understanding of their psychological preferences.  This underpins how they interact with others and the responses they get.  That is why self-awareness is the cornerstone of emotional intelligence (Goleman; Bar-On, 1985). 

Session Overview

This SnapSession uses the Insights Discovery framework to develop self-awareness and leadership effectiveness.  At the end of this session you will be able to: 

EI for Effectiveness SnapSession

The Challenge

Raising our levels of effectiveness - it’s not just about our IQ and technical skills that account for our effectiveness at work - ‘approximately 45% a person’s performance in work is due to their levels of EI’ (MHS, 2011).  

Being the most effective leaders we can be - leaders with high levels of EI build trust, engagement and commitment from their people.  Charles Elvin, CE of the Institute of Leadership and Management (ILM) says “Emotional Intelligence plays a vital part in enabling managers to understand themselves and others.  Research indicates that managers and leaders who have high levels of EI are better able to increase the performance of their teams.”  In fact EI contributes to 80% to 90% of the competencies that distinguished outstanding leaders from just average (Goleman, 2004).  Yet studies by the ILM and Roffey Park conclude that EI is a skill that needs to be developed further.

 Improving the bottom line - research from Standford Business School reveals 70% of reasons for losing customers are EI related and research by Centre for Creative Leadership suggests 75% of careers get derailed for reasons related to EI. 

Background

Unlike IQ our levels of Emotional Intelligence (EI) can change. With self-awareness and focus we are able to improve our levels of EI. It underpins our ability to build mutually positive interpersonal relationships, to express ourselves, be more effective at decision making, handle pressure and improve not only our self-perception but the perception others have of us.  EI is now part of our current thinking in the world of business, due to work by psychologists including Daniel Goleman and Reuven Bar-On.

Session Overview

This SnapSession uses the EQ-i2.0™ model to give structure and clarity to this fascinating area of our capability.  At the end of the session you will be able to:

This session focuses on effective behaviours that can be understood, learnt and applied as leaders and on how solving wicked issues is a primarily a social activity.

The 21st Century Leader SnapSession

The Challenge

We are faced with new challenges we have never seen before – ‘the sheer complexity and ambiguity of problems is humbling’ (Harvard Business Review, 2007). Today’s leader recognises the critical value of collective intelligence to make the best of opportunities that arise within complex and unclear situations, that potentially they, and their organisations, have never experienced before.  Damian Hughes states that… “A common thread consistent to every successful leader [is that] they don’t believe that they have all the answers. They listen to people…” (2015, The Edge).  In essence, ‘The 21st –century organisation needs to unlock the capacity of all its people to contribute’ (Raelin, 2004).   

Today's organisations need to be agile - individuals within an organisation all need to take responsibility and have the freedom to use their initiative. From this, creativity, innovation and commitment grow at all levels; improving adaptability, agility and performance. ‘The need to be flexible and adaptable is a common requirement for people as well as the organisations they create, if they wish to continue to survive effectively in a changing environment’ (Heifetz et al, 2009).

Background

The underpinning principle of both Distributed and Adaptive Leadership is clarity of the aim for all, self-awareness of leaders and the belief that those other than the assigned leaders have the ideas to get the organisation there.  ‘The successful leader is an individual who understands himself/herself, the organisation, the environment in which they operate and the people that they are privileged to lead’ (Grint, 2010).

Session Overview

At the end of this SnapSession you will be able to: 

The Coach Approach SnapSession

The Challenge

According to CEO Challenge 2015, empowering and engaging employees to make appropriate decisions and execute them effectively is one of the most important priorities for their organisations.  This is most likely due to the following findings:

Background

Coaching, or using a coaching style to lead and manage, develops individuals and teams, as well as promoting engagement and empowerment.  By adopting a non-directive approach, the manager/leader focuses on developing individuals; supporting them to identify, evaluate and take action, rather than doing the thinking for them. 

Goleman explains that coaching leaders develop people for the future (2000).  In his paper Leadership That Gets Results he recognised that a leader should use a range of styles, but demonstrated that the coaching style was a particularly powerful tool that has an overwhelmingly positive impact on the bottom line.  Despite this, it was the least used style; suggesting that managers/leaders are missing simple ways to get the best out of their people.  

Session Overview

This SnapSession is a practical session designed to support managers/leaders in empowering and engaging their staff through coaching.  At the end of this session you will be able to: 

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