Leadership Development Intervention

Program

About the Trainer – George Telfer

George Telfer has been a coach and facilitator for more

than thirty years. As the founder and Managing Director

of Leadership through Experience (International), he

has established a truly international client base by

designing and directing international programs and

providing a portfolio of open programs and a wide

range of customized leadership and team development

interventions around the world; among many

nationalities and diverse business cultures, as well as

maintaining long term relationships.

George originally studied education, the psychology of sport and

physical education, and youth leadership at the University of

Glasgow and the Scottish School of Physical Education.

George is a member of the Institute of Directors, with Fellowships in

the Chartered Management Institute, the Institute of Leadership and

Management and the Institute of Sales and Marketing, and is an

Associate Member of the Chartered Institute of Personnel and

Development. He is also a visiting lecturer in leadership at The Adam

Smith International Business School at Glasgow University.

Client List

Bangladesh &

Pakistan

Bangladesh &

Pakistan

Bahrain

Globally United Kingdom

United States of

America

Indonesia

Kingdom of Saudi

Arabia

United Kingdom

Japan United States of

America

Bangladesh

born internationally

growing nationally

supporting you locally

Leadership through Experience (International)

Our Expertise

Our Expertise and Reach ...

30 Years experience in directing and facilitating leadership development programmes

Academic, theoretical and practical ‘know-how’ in programme design and delivery

International and multicultural experience

Tailored programmes: from FTSE 100 to local SME’s

Private, public, educational and NfP experience

Professional executive coaching qualifications and experience

Why Leadership Development ?

Leadership development is important for any organisation attempting to gain competitive advantage

(Kotter 1996).

Leadership cannot be learned simply from reading a book (Gilbert-Smith 1982).

Leadership development is a continual exercise in learning and persuasion;

‘getting people to do things differently’ to spur organisational change. (Teal 1990).

Successful leaders create a vision that people can share (Crainer and Dearlove 2004).

Although ‘many of us know, few of us do’, and acting upon what we know is probably the key challenge in

any personal development process (Telfer 2006).

"Leadership is the ultimate advantage. When good leadership is present, it makes all other

advantages possible. And poor leadership can turn even the best advantage to disaster” Nikos Mourkogiannis

Leadership ... our definition

At the last count ... some 2,500 other definitions!

For EBS & LtEI ... three definitions, four principles, and six themes prevail ...

Leadership means using our personal power to win the hearts and minds of people to

achieve a common purpose.

Leadership begins by knowing and controlling oneself first. So that then, and only

then, can we lead and enable others.

Leadership is downwards, outwards, upwards (and inwards).

D. Gilbert-Smith 1982

What is Leadership?

Influence

Clarity

Action

Leadership

Our Four Principles

Attitude

Attitude Leadership

“... everything can be taken from a man but one thing: The last of his freedoms - to choose one's attitude in any given set of circumstances, to choose one's

own way.“ (Viktor Frankl)

Influence

Leadership

“The greatest ability in business is to get along with others and to influence their actions.” (John Hancock)

Clarity Leadership

“Great leadership isn’t shaped in the absence of opposition but in the presence of it. Great leaders draw us together by our universal humanity; they galvanize the wills of the willing; they draw clarity from the spigot of chaos.” (Charles M. Blow)

Action

Leadership

“When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the action steps.” (Confucius)

Your effectiveness as a leader is directly proportional to how well the key qualities you focus on aligning with your values and your personality

e qa great leader are:

1. Maintains and demonstrates strong convictions

2. Develops and communicates a clear, winning vision

3. Creates a high performance culture

4. Convinces rather than controls

5. Continually learns & motivates others

The Profession of Leadership requires continuous learning

Regularly conduct an honest self-assessment

Initiate efforts to develop skills that will enhance performance

Take full advantage of available learning and development programs

Solicit feedback and guidance from mentors or coaches

Seek challenges that provide opportunities for on-the-job development

Ask questions to learn from others with different knowledge, experience or perspective

People don’t resist their own ideas.

Leadership and Vision

Leadership and Values

Leadership and Strategy

Leadership and Empowerment

Leadership and Engagement

motus anima’ the spirit that moves us.

For a strategy to succeed, people need to know not just ‘where’ and ‘how’

but also … ‘why’?

Where should we be going

as a company?

How will we get there?

How will we execute it?

“Principles apply at all times and surface in the form of values that uplift, fulfil,, ennoble, empower

and inspire people.” (S.Covey)

Leadership and Purpose

A leader is best when people barely know he

exists. Not so good when people obey and

acclaim him. Worse when they despise him.

but of a good leader, who talks little,

when his work is done, his aim fulfilled.

They will say:

“ We did it ourselves”.

(Lao Tze circa 550 BC)

Engaging people is not just about communicating

an understanding of where we should be going and

how we will get there. It’s about creating a desire in people to want to achieve it.

Our Company’s Six Themes

Six themes

`Vision VISION DEFINES YOUR ‘TRUE NORTH’ AND IS A COMPASS FOR THE TEAM. Vision defines what or where the organisation wants to be.

The very essence of leadership is that you have a vision.

“Without a common vision an organisation flounders.”

Strategy THE DIRECTION AND SCOPE OF AN ORGANISATION OVER THE LONG TERM that defines the company’s objectives and goals, including which and how many lines of business to engage in.

Ways of formulating strategy are always evolving.

There is no one way, or even one best way!

Historically, strategy implementation has had very little written about it, compared to strategy assessment and

formulation.

There should be no separation of the two.

Purpose Our PURPOSE is our “MOTUS ANIMA” “The spirit that moves us”

For a strategy to succeed, people need to not just what, where, when and how, but also why?

Purpose will depend upon the vision and is based upon well established ideas that help the business to remain sustainable.

It is a matter of life and death for an organisation and may either transform or destroy it.

It is more valuable than anything else.

The heart and soul of leadership is the creation of a common purpose.

Six themes

Values Your ...

BELIEFS, MOTIVES, GUIDING PRINCIPLES AND THOSE THINGS YOU, AS AN INDIVIDUAL OR A TEAM, HOLD DEAR.

THEY WILL EITHER DRIVE YOU OR CONSTRAIN YOU, IN THE PURSUIT OF YOUR VISION.

Empowerment “As for the best leaders, the people do not notice their existence. The next best, the people honour and praise.

The next, the people fear.

And the next, the people hate.

But when the best leaders’ work is done’ the people say ... “

We did it ourselves.”

Lao Tzu (c 550 BC)

Communicate Communicate Communicate

Engagement How do we get everyone aligned ...?

Positive attitudes towards, and a commitment to, work, colleagues, the organisation and its leaders.

Attentiveness to, enthusiasm for, and absorption in work. The motivation to work – to do what needs to be done (and more) that result from not only from the nature of the work or the organisation itself, but from the leadership behaviours displayed by the organisation.

Program Purpose

• To be able to lead individuals and work teams by applying the required leadership skills

• to bring about significant impact on performance

• to achieve the desired organizational goals

• program includes a comprehensive series of activities which thoughtfully engages leaders over time

Our Methodology

Experiential learning ... “do, feel and understand.”

An effective leadership or team development programme needs to mirror reality by

making the learning experience practical and therefore applicable in the workplace.

Experiential learning is quite simply 'learning through experience' and provides the

missing link between theory and practice. This is particularly relevant in leadership

development; at the heart of which lies our social interactions, a definition of purpose,

the accomplishment of tasks and the evaluation of their outcomes.

“If you tell me, I may hear. If you show me, I will see. But if you let me try - I will learn.” Lao Tze (circa 550 BC)

“Every experience acted and undergone, modifies

the one who acts and undergoes it” (John Dewey).

Can Leadership be taught ?

"It is not a matter of whether leaders are born or made. They are born and made."

(Jay Conger)

Certainly at a cognitive and theoretical level, an understanding of the general

theories of leadership is a good thing and organisations willing to invest in

leadership development as a competitive advantage should be commended.

Can Leadership be learned ?

Given that all human behaviour is learned, the answer is yes.

Every experience and learning opportunity has the potential to bring about a change

in the way we think and behave. In leadership development, it is by experiencing

leadership and followership in 'real time', through practice and review, that we can

fully understand the art and science of effective leadership. (Telfer 2004).

Leadership is more a learning process than a teaching one, and begins by ‘knowing and controlling oneself’.

Development Programmes

Programmes

Aspire to Lead

Leadership through Experience

Post-Programme Follow-Up

Pre-Programme Contact and Guidelines

Strategic Leadership

Learning Transfer and Support

Coaching for Improved Performance

Leadership through Experience

Day One

Day Two

Day Three

Day Four

Day Five

Closure is the Course Dinner and the opportunity for the groups to share ‘downtime’ together and secure their on-going networks. Saturday: Departure after breakfast.

Sunday: Optional and informal arrival.

A pre-course telephone conversation helps in preparing your Personal Learning Objectives.

The personal challenge of climbing and caving activities. Resilience., trust, mutual support, personal motivation and self-confidence are explored in plenary and

group discussion. *

A series of practical leadership challenges with performance reviews and peer feedback. Plenary sessions on peak performance and communication.

Team challenges and leadership projects create ‘Change’ and explore the importance of teamwork, strategy, roles and responsibilities and the leader as a coach and enabler. Group work focuses on ‘performance’ at this half-way stage with a key plenary session on building a high performing team.

Using iterative practical challenges and peer reviews, the focus turns to personal leadership and the impact leaders have on their teams. LtEI’s proprietary model on leadership styles enables participants to receive constructive feedback on their strengths and the impact of their leadership behaviours on others.

Day five brings together the group’s key learning points from the course and the practical application of the theoretical models through a final leadership and team challenge. The day concludes with a personal feedback session, providing the basis for each participants’ personal action plan back in their workplace environment.

Customised Programmes

Customised Programmes

Stage One

Our post-programme

follow-up ensures continuity and

confirmation that your objectives

and expectations have been met in full.

Personal contact with each participant

is maintained to ensure commitments

and personal action plans

remain on track.

Your initial enquiry

generates our first

discussion on who, why,

when and where?

LtEI plays back

your initial enquiry

within 7 days with a

‘strapline’ summary on the programme objectives,

content, context

and costs .

Stage Two

Stage Three

With objectives and outcomes

agreed; dates, location, venues

and administration details are

agreed and a contract is

exchanged.

within 21 days

Stage Four

Programme delivery is completed.

Actions and commitments are agreed

among participants and from LtEI at

this time.

Stage Five

Stage Six

Continuity is maintained through a written post-programme summary ,and how this first intervention can be maintained and developed further. If appropriate , collaboration on a second and future on-going intervention takes place.

within 14 days of programme delivery

Coaching ... 1 - 2 - 1

A leader's primary role is to provide clarity for the organisation by effectively

communicating its vision and purpose, the strategy for success, and then to ensure its

execution. In doing so, they espouse the organisation's values and achieve its goals by

empowering and enabling their teams to achieve peak performance (G Telfer 2011).

"You cannot teach a man anything; you can only help him find it

within himself.“ (Galilei Galileo)

Our role in a coaching partnership is to maintain the leader's focus on the key

challenges, develop their skills and effectiveness as a leader and transfer their learning

into outcomes and results. We do this by assisting them in identifying and reinforcing

effective behaviours and in recognising and changing those ineffective ones that

create the blockages inhibiting peak performance (G Telfer 2011).

Our Values ...

ductus exemplo ... we must always practise what we preach.

Our clients and their needs come first. Together we will seek clarity on what is needed. We will always listen to understand and with honesty, courtesy

and transparency in our relationships.

We aim to deliver on our clients' expectations and provide 'added value for money'.

Our clients need good leaders and they believe in the value of teamwork.

Our role is to support them in achieving this.

We will always create a safe, supportive and positive learning environment in our courses.

Each participant is an individual with personal needs and aspirations.

Each brings skills, talents and a new perspective to every programme. They help us to learn twice.

We know people learn best when it's enjoyable, interesting, engaging and meaningful.

Our programmes are 'learner centred' and adaptable to our participants needs.

We know that learning is invitational and voluntary; it cannot be forced upon people.

We must continue be a learning organisation and remain at the forefront of leadership development and

innovation.

THANK YOU!