Post on 29-Jan-2018
© Learning For Business Ltd. 1
Institute of Leadership & ManagementLevel 5 Award, Certificate & Diploma in Management
Welcome
We always start with welcoming people and make sure people know
what we are doing
Plenty of space to add your brand if you wish.
This short set of slides shows you how we typically put presentation
material together.
Pickup any points / issues from previous unit
Review learning outcomes for this unit
Commence learning on this unit
Any questions before we continue ?
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An overview of what we are doing in a session is always
given and we encourage people to ask questions about other matters before
continuing.
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Structure is important as well as engaging slides. By staging
learning, it brings real benefits – especially afterwards when
people look at slide handouts.
This section can be very helpful when we have looked at topic areas
that relate to this topic. We can facilitate ‘linked understanding’.
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Learning outcomes –what will be achieved by the end. There
has to be a point from learning for it to be of use. So people know early on what they are expected to achieve.
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Evaluate own ability to fulfil key responsibilities of theleadership role
Evaluate own awareness of emotions in shapingperformance
Evaluate own ability to set direction and to gain thecommitment of others
This is an example of some of the learning outcomes for
a Level 5 leadership qualification.
Chunks of learning are easy to digest (and use) as opposed to ‘everything at once’.
For each 3 hour workshop, typically there are 3 to 4 learning outcomes to cover.
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In this presentation – we would look at how to evaluate
leadership responsibilities. But first we need to identify the
main ones.
We introduce this topic through asking people what they feel the key
responsibilities are. We want to engage people as soon as possible and we genuinely value their input.
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Taking responsibility
Contributing to overall vision and goals
Setting and providing guidance on values
Setting direction for significant programmes or projects
Stimulating innovation and enterprise
Anticipating, planning for and leading change
Overcoming obstacles
Delegating
Setting objectives for teams and individuals
These are some of the responsibilities that
typically emerge.
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Communicating and motivating
Supporting and developing programmes, projects, teams and individuals
Modelling appropriate behaviour
Representing the team and feeding back its experiences and views
Protecting the team and its members
Looking at a range of leadership theories and different leadership styles
Dispersed leadership
Evaluating the appropriateness of different leadership styles
The importance of being able to use a repertoire of leadership styles
More responsibilities. All of these should be identified through the
discussion, adding ones specific to the learner and their organisation.
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We use discussions, exercises, handouts and when asked, action
learning in order to share learning.
Before moving on to the next learning point or outcome , we always check to see if the learning has been absorbed, of use and can be used in everyone’s
place of work in some way.
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Transactional analysis (TA), emotional intelligence (EI) and neuro-linguistic programming (NLP)
The importance of understanding one’s own strengths and limitations
The value from continuous self-development (CPD) Confidence, calculated risks and self assurance in leadership Empathy Inspiring, influencing & networking Conflict management
We use some of the most up to date principles to support learning – but if
something has worked in the past, why not continue to use it?
We use older approaches such as TA, but also
incorporate more modern approaches such as NLP.
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Integrity and being trustworthy Flexibility
Challenging objectives
Taking personal responsibility for challenges
Perception of setbacks as opportunities rather than threats
Conveying vision
Communication – persuasion & negotiation
This, the last slide in this set concludes the presentation. Thank you for watching. If you have any
questions please contact us.