6. A world class leadership development program
Below is a 2 month program commencing with an individual profiling tool followed by an initial two day face to
face workshop, then two days via videoconference and finally two days face to face.
Participants complete the program by writing a case study regarding the impact of the learnings to their strategic
project. This is submitted and marked.
2 months
2 weeks 2 weeks 2 weeks 2 weeks
Workshop
Prework Workshop THREE:
Profiling Workshop Re
tool ONE: F2F F2F Measure
Application of
TWO: VC Application
OLA Prework and 2days of Application 2days of Profiling
survey pre reading learning and 2x1/2days of of learning of learning
tool
High e-learning and High Impact and
benchmark
modules High Impact e-learning e-learning OLA
Strategic Impact experiential Case
experiential modules modules
project experiential learning study
selected learning
learning Graduation
ceremony
Application: Work on the leadership program during and in between the workshop sessions
Online community of practice - Continue the thinking: readings, videos, case studies, shared experiences
On-the-Job application of leadership skills and approaches: reflection with group/individual follow-up
7. Senior Leadership development program flow
DAY TOPICS
1. Creating an organisational What is leadership? Developing leadership, not leaders
leadership architecture Organisational vision - what is yours? Your role in driving it?
Shared leadership and leadership responsibility
Aligning the leadership mindset
Creating the conditions for success
Being a leadership architect
2. Understanding myself and others Looking in the mirror to understand yourself, looking around to understand others
Why should anyone be led by me?
Behaviour and drivers - what drives behaviour?
Motivation, Perception, Values
Leading others: Learned Optimism, Learned Helplessness
Attributing success and failure: impact - what hinders, what helps
3. Unlocking leadership potential in Differences in others‟ thinking preferences
others How do I lead someone who is the polar opposite to me?
What is coaching? Why do we do it? Coaching model
Buddy up: Live coaching of others for success
Having the difficult conversations
Creating a culture of feedback for growth and results
Performance leadership
4. Building alignment & Cascading Decision making: gut feel or objective?
Decision making Who should be involved in decisions?
How do you make decision?
Aligned decision making model
Cascading aligned leadership thinking
5. Influential leadership up, down What is influence? Persuasion? Negotiation? Coercion?
and across Who are your stakeholders?
Stakeholder mapping
Proactive and reactive relationship management
6. My plan to enhance Vietnam’s Practical application of OLA
leadership Final presentation and individual action plan commitment to further enhance the leadership capacity of
Vietnam
Graduation ceremony
9. Days 5 & 6
Day 5
Morning
• Review of your application to your
projects
• Optimising your climate - stakeholder
management
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam‟s leadership
• Graduation
21. Aggressive
Aggressive behaviour is:
Believing that one‟s own needs, opinions, thoughts
and feelings are more important than others‟, and
showing a lack of respect for the needs of others.
Aggressive behaviour ranges from interrupting
others, „telling‟ and being very directive, to extreme
aggression, making threats and being hostile.
22. Passive
Passive behaviour is:
Believing that one‟s own needs, opinions, thoughts
and feelings are less important than others, and
deferring to the thoughts and needs of others.
Passive behaviour ranges from saying yes when we
really want to say no, through not or sharing in
team discussions to sulking and isolation.
23. Assertive
Assertive behaviour is defined as:
Believing that one‟s own needs, opinions, thoughts
and feelings are as important as anyone else‟s, and
showing respect for the needs and thoughts of others.
24. Assertive Behaviour
Verbal Non -Verbal
Communication Communication
Your appearance - hairstyle, what
you wear
Your voice tone
Your posture - upright, confident,
Rhythm relaxed
Speed Your hand gestures - open,
Volume Inviting but also controlling
when appropriate
Pitch Your facial expression - receptive,
friendly, interested
Your eye contact
Your mental state
26. Assertive Responses
Definites ………………………How, What or Why?
Universals…………………….Challenge with facts
Linked Statements…………..Why or How?
Beliefs, Declarations,
suppositions……………..What or Why
Cause & Effect……………….What or Why?
Predictions……………………What, Why or Facts
Incomplete Comparisons…..Compared to? Why?
Judgement…………………….Who? Why?
Incomplete requests………...Ask for Specifics
35. Leading Other People’s People
Persuasion:
“to prevail on a person by logic, reasons,
inducements to do something. To induce
to believe or convince”
(Macquarie)
38. CREATING PERSUASIVE MESSAGES
The reason I say this is…
The impact will be…
That’s WHY…. Statement / Recommendation You will…
Hence my recommendation… The benefits will be…
Therefore… What this means to you is…
Relevance /
Implications Core Benefit And/Or
Impact For The Receiver
Because you told me… In support of this…
The implication is that.. Others have found…
Supporting / Relevant
This is relevant because… I’m not just saying so…
Evidence
You will experience/find… To illustrate…
You too will benefit.. The evidence shows…
39. PERSUASIVE MESSAGES
Types of evidence:
1. Facts
2. Statistics
3. Testimonials - Institutional, Expert, End-user, Popular Endorsement
4. Case Studies
5. Demonstration
6. Visual Aids
7. Hypothetical
8. Analogies / Stories
43. Outcomes of Negotiation
Lose - Lose. This is when neither
side gains from the conflict and
usually results in resentment.
Lose - Win. This is when one party is
unassertive and lets the other
benefit despite the cost.
Win - Lose. One party imposes a
solution on the other resulting in
the loser feeling resentful and
defeated.
Win - Win. Both parties will gain
from the resolution with
improved interpersonal
relationships.
44. Options in Negotiation
Competing Collaborating
Level of
Assertion Compromising
Avoiding Accommodating
Level of Cooperation
Source - Thomas 1976
47. Leading Other People’s People
Coercion:
“To force to do something by threat, law or authority. To
compel by forcible action”
(Macquarie)
48. Leading Other People’s People
Coercion Discussion:
What constitutes coercion?
When would you consider ever using it?
What are the consequences?
49. Coercion
“Coercion attempts to force people to change
beliefs, ideas, attitudes or behaviours using
psychological pressure, undue influence, threats,
anxiety, intimidation and/or stress.”
(Martyn Carruthers 2005)
What does this look like in the day-to-day workplace?
50. Coercion
When do employees or peers feel coerced?
• I demand that you do it.
• I criticize you for not doing it.
• I yell until you do it
• I curse until you do it
• I threaten with punishment if you don’t
do it.
(Buss et.al. 1987, 1995, 2003)
51. The Leaders’ Influence Toolkit
Style of Negotiation
Sphere of Influence
3C’s
Personality
Drivers of
Assertiveness
Behaviour
56. Stakeholder Management
Managing Stakeholders
Involved Impacted Managing Stakeholders helps
you understand:
PRIMARY With whom you need to work
How to work with them
Priorities for working with them
Influencer
57. Strategic Stakeholder Web: Your Situation
Exercise
Consider your project…..
Who are the key cross-organizational
stakeholders? Involved Impacted
Where they sit in the world?
PRIMARY
How are they related to your project?
How critical are they to your success?
What is their preferred Influencer
communication style?
Who is missing?
58. Working With Your Different Stakeholders
Involved Impacted Influencer
Primary Actively invest in Keep informed Keep fully informed
relationship building Solicit feedback and Actively solicit
Partner to resolve input opinions and
issues and manage Understand how your perspectives
tradeoffs work affects them Ensure that their
Jointly prepare for interests are
likely outcomes recognized
Secondary Inform as needed Inform as needed Inform as needed
Delegate tasks Advise of expected Seek guidance and
appropriate with their outcomes advice
role Monitor their
positions
Where is your time best spent?
59. Trust
C+R+I
T= S
Credibility. Credibility has to do with the words we speak.
Reliability. Reliability has to do with actions.
Intimacy. Intimacy is the safety we feel talking to someone.
Self-orientation. Self-orientation refers is the focus of the
person in question
60. Days 5 & 6
Day 5
Morning
• Review of your application to your projects
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam’s leadership
• Graduation
61.
62. ®
Organisational Leadership Architecture
Clarity Climate Competence
W1 Your Why • The culture you want • Your Knowledge &
What are we Your What around you skills
trying to Your How The resources you need • Your Behaviour &
attitude
achieve and
• Your Leader‟s example
why?
W2
Where are we
now?
Top 3 actions
W3
What next?
Timing: 3 minutesParticipant Guide: Page 4-95Intent: UnderstandingObjective: A little more depth. Notes: Intimacy can be difficult to understand but it essentially exists when someone will treat information confidentially. When this condition exists, you can speak openly with the other person without fear of that information being used against you.If your objective, or W1 is to build high trust, you will need to maximise the C, R and I will minimising your self-interest.
