Leadership Development Coaching

LEADING OURSELVES

Duration: 2 Days
Who Should Attend:
Senior leadership teams, Front line to mid-level managers, Emerging leaders, Individual contributors, New leaders / New employees, high potentials, (delivery geared toward audience level)

Focus:
The Programme focuses on the development of what we like to term ‘responsible leadership’. The reflective space created over the course of the programme takes the participants through a journey of personal self-discovery and mastery, and gives the participant a chance to step back and think about the real issues and opportunities in their lives.

Assessments:
Insights Discovery Profile, RHETI (Riso-Hudson Enneagram Type Indicator), and Multi-Rater Evaluation
Programme Objectives:

  • Enhance organisational leadership capability by building a personal leadership foundation of mindfulness, positivity and meaning.
  • Master those emotions that negatively influence our decisions and actions.
  • Practice high-EQ responses to scenarios that challenge us the most
  • Tune in to our self-awareness and see ourselves as others do.
  • Identify long held limiting beliefs and develop strategies for releasing them.

AFRISSANCE LEADERSHIP LABS

Duration: 6 Months
Who Should Attend:
Senior leadership teams, Front line to mid-level managers, Emerging leaders, Individual contributors, New leaders / New employees, high potentials, (delivery geared toward audience level)
Focus:
Work with the client’s competency framework and design programme that facilitates the deepening and embodiment of the behavioural attributes that are excellent predictors of performance, ability to drive engagement and most critical for business success.
Assessments:
Insights Discovery Profile, RHETI (Riso-Hudson Enneagram Type Indicator), and Multi-Rater Evaluation
Programme Objectives:

  • Develop skills in all behaviours for the Leadership Competencies for an Individual Performer in order to be more effective in their role.
  • Discover what further steps and learning they need to take in order to fully develop the Leadership Competencies.
  • Become more effective in developing self and others through in-role development.
  • Deepen their understanding of their industry sector and how it operates to deliver value.

MANAGING FOR EMPLOYEE ENGAGEMENT

Programme Overview
Research has consistently shown the positively correlated relationship between Employee Engagement and business performance, yet everyday you hear tales of employees who suffer at jobs that leave them feeling unhappy and frustrated. Job misery can be devastating to employees and their families and friends, and it has a very real effect on an organisation’s bottom line: loss of customers, reduced productivity, and increased costs of recruiting.

The one person who has the greatest impact on the level of engagement an employee experiences in a job is that person’s manager. This is all Managing for Employee Engagement is all about: helping managers engage, motivate, and retain their direct reports by eliminating the three primary causes of job misery.

  • Anonymity – The feeling
  • Irrelevance – The sense that the work that people are doing has no real impact on the lives of others, and that if they didn’t show up for work, or do their jobs well, it wouldn’t really matter.
  • Immeasurement – The inability of an employee to assess his or her own level of contribution and success.

Duration
We offer the following options:

  • One-hour introduction to the The Three Signs model gives you a good idea if your staff are impacted by any of them. This can help you decide if you are ready to empower your managers with strategies of identifying the source of the challenge and take action to address the signs more purposefully.
  • 2. Full-day workshop In the full day workshop, managers learn about the Three -Signs model; evaluate their strengths and weaknesses by debriefing the results of a 180-degree assessment taken before the workshop; learn and practice new skills; and develop action plans that include timetables for changing their behavior.
  • 3. Two-day workshop The two-day workshop is an enhanced version of the one-day workshop and includes a detailed analysis of the impact of a manager’s role biography and the role history in how they perform in their jobs. The managers will also be taken through how to perform an Organisational Role Analysis to support their teams in finding the true source of misery in their jobs.

Who Should Attend:
The programme is designed primarily for leaders of small to mid-sized teams, specifically middle and senior managers and their team members from the private, public, and nonprofit sectors.
Programme Objectives:

    Managers who complete the workshop will be able to;

  • Describe the impact of their role biography and role behavior on how they perform their jobs as managers.
  • Describe the three underlying factors that make a job miserable, as presented in The 3 Signs of a Miserable Job model.
  • Use the feedback from a 180 – degree assessment to identify their strengths and weaknesses as managers.
  • Identify strategies for overcoming the Three Signs.
  • Develop action plans for improving as managers by eliminating potential misery from their employees’ hobs.

BUILDING AND LEADING HIGH PERFORMING TEAMS

Programme Overview
Teams drive organisational progress and business results are achieved through them, yet forming and leading high-performance teams is one of the most complex challenges facing any leader.

Leading High Performing Teams programme combines the time tested insights from Table Group research on the 5 dysfunctions of a team and and case studies, tested in the context of hands-on, experiential learning.
Duration
We offer the following options:

  • One hour introduction to the five dysfunctions model gives you a good idea if your group suffers from any of them. This can help you decide if you are ready to address team dysfunctions more purposefully.
  • Half-day workshop offers insight into likely areas of dysfunction. It includes an Insights Discovery assessment for each participant and an exercise designed to decrease misunderstandings, and increase intra- and inter-personal understanding.
  • Full-day workshop is our most popular five-dysfunction training. During this highly interactive day your group members each complete the Insights Disovery assessment and an anonymous Team Assessment to determine specific areas of dysfunction. Systematically addressing each dysfunction provides a foundation for your group to implement changes to become a more cohesive team.
  • Two day workshop provides what the half-day and full-day options include, with more focus on specific areas of dysfunction and more attention on communicating effectively.
  • Five Dysfunctions training programme is our most comprehensive option The 5D training programme includes:
  • The Team Assessment accurately diagnoses dysfunction.
    • The Insights Discovery Assessment facilitates discussion around communication issues within the team, and provides specific steps to improve communication.
    • An initial one-and-a-half day workshop (see above).
    • Follow up via brief survey at about 30 days, 90 days and 180 days.
    • Repeat Team Assessment using the Team Assessment Comparison Report (with its side-by-side summary) and half-day workshop at between 180 and 240 days. Repeating the Team Assessment provides a comparison with to the initial Team Assessment to measure progress to date. (The Team Assessment Comparison can be completed without the formal follow up training programme.)

Who Should Attend:
The programme is designed primarily for small to mid-sized intact teams, specifically middle and senior managers and their team members from the private, public, and nonprofit sectors.
Programme Objectives:

Managers who complete the workshop will be able to;

  • Describe the impact of their role biography and role behavior on how they perform their jobs as managers.
  • Describe the three underlying factors that make a job miserable, as presented in The 3 Signs of a Miserable Job model.
  • Use the feedback from a 180 – degree assessment to identify their strengths and weaknesses as managers.
  • Identify strategies for overcoming the Three Signs.
  • Develop action plans for improving as managers by eliminating potential misery from their employees’ hobs.

 


HANDLING DIFFICULT CONVERSATIONS

Duration: 2 Days
Who Should Attend:
Managers, team members, owners and employees need to conduct difficult conversations at some time or another.

Programme Overview
Although difficult conversations cannot be avoided, they can be successfully managed to achieve positive outcomes. This highly valuable and engaging course empowers professionals to handle difficult conversations with ease to achieve professional success.

Key Learning Outcomes

  • Move from an adversarial to a collaborative approach in conflict resolution
  • Initiate and conduct skilled conversations leading to behavioural change
  • Understand and manage their reactive emotions during onjob encounters
  • Identify and alter unproductive conversational habits from reaction to response
  • Use calming communication skills to bring upset people to the point of reason
  • Use persuasion and negotiating skills effectively
  • Develop positive language patterns
  • Conduct and survive difficult problem-solving discussions
  • Manage the dynamics of effective problem-solving, one-onone interviews

Target Participants

  • If you are a Project Management Professional or your work involves projects, then this workshop is for you.
  • Anyone who wants to develop skills to approach difficult conversations with confidence
  • Team leaders/subject matter experts/business analysts who are responsible for planning and assessing benefits delivery.
  • Senior Responsible Owners (SROs), programme sponsors
  • Business change managers and benefits realisation managers
  • All management involved in delivering change and business transformation Programmes

Afrissance Programmes Brochure – English
Afrissance Programmes Brochure – French



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