Leadership Development & Leading Through Change

//Leadership Development & Leading Through Change
Leadership Development & Leading Through Change2018-08-15T15:19:35+00:00

Project Description

Initially, this programme looks at how leaders can create a high performing ‘loving boot’ culture and fundamentally get the best from their teams.

It focuses on building highly effective teams using theory from Lencioni (The Five Dysfunctions of a Team) and helps delegates to dissect what needs to be in place and to gain common agreement as to what needs to happen for a team to be high performing. Challenging conversations and feedback form a key part here in setting expectations and fully maximising performance within the team.

Day 3 is a very practical module where delegates learn how to apply change models to real life situations. The focus is on considering what the impact of change is and what happens if it is not managed well – clearly understanding how to drive successful change.  A range of change models are introduced and delegates learn to recognise that the most important factor in successfully managing change is the ability to change people’s behaviour.

  • Duration: 3 days

  • Location: On-site/locally

Who should attend?

Don't miss opportunity to work with leading specialists in a series of full day workshops specifically focused on the ‘business’ aspects of General Practice.
  • General Practitioners

  • Practice Managers

  • Senior Practice Nurses

  • GP Administrator Managers

By the end of the programme you will:

  • Understand the kind of leader you need to be in order to drive high performance
  • Explore the principles of Lencioni’s Five Dysfunctions of a team
  • Practice some tools for creating a high performance culture
  • Understand the impact of leadership behaviour and style on the performance of individuals and teams
  • Consider the impact of change and what happens if it isn’t managed well
  • Look at how to manage resistance to change by identifying the reasons for this and reinforcing that this is a natural reaction
  • Understand how to apply change theory models to real life situations within organisations
  • Practice using a range of change models including Kubler Ross, Missing Pieces and Kotter in order to develop your own change strategies.

Workshop Agenda

Below is an outline of the proposed agenda, if you have any questions please get in touch.

Day 1

Session 1

Welcome & Introduction – Setting the Scene

Introduction to the workshop and sharing objectives.

Ice breaker exercise – in pairs:

  • What is your personal leadership challenge in success in your area?

Feedback in Plenary

Ice Breaker: YouTube: I Love Lucy Chocolate Clip

Group work:

  • What key messages do you see in this video clip?

  • How do you see these elements being played out in your own areas (front line, leadership and organisation level)

Feedback in plenary.

Session 2

What is the role of a leader? 

Group work: create a collage that illustrates the role of the leader.  Key characteristics of the role, highs and lows, challenges and rewards, etc.

Facilitator introduce/discuss what skills/approach needs to sit behind the key elements of this leadership model:

  • Motivating people

  • Delivering results

  • Continuous improvement

Facilitator input:

1) The role of the leader is to create and nurture a mission-drive and values-led culture that exists within a Circle of Safety that reaches out to all in the organisation, especially those at the bottom of the structure or in the most distant of locations.

2) Introduction to the concept of Black Box Thinking – how to create a culture where we’re allowed to try and fail, and learn and improve?

Group work:

  • What ways of working and leadership approach need to be in place within your organisation in order to create the circle of safety?

  • Consider what is your attitude towards trying – failing – learning – improving across the whole organisation.

  • What are the enablers and blockers to developing this culture in your area?

Feedback in plenary:  Feedback action plans/what do you need to do next and key learnings from these discussions.

Session 3

Creating the right climate

Introduction to the Loving Boot Model

Explore with the group:

  • What does high challenge look like? (individual/group view)

  • What does high support look like?

  • What do we do now to perpetuate ‘cosy club’?

  • What do we do that works against ‘loving boot’?

Feedback in plenary –  actions/ commitments we need to put in place.

Session 4

Driving Style 1

Giving and Receiving Feedback:

  • What’s the feedback culture currently?

  • What’s working/not working

Introduction of Feedback Model(s)

Practice: Using the workbook scenarios, delegates to practice using this feedback model.

Delegates consider who’s in their team.  How might they share a piece of feedback most effectively with each of them? In pairs, support/challenge each other on the planned approach.

Session 5

Driving Style 2

Introduce the topic of ZOUD.

What needs to happen?  How can we prepare to ensure we have the right approach for each individual/teams/the organisation?

Consider the steps to preparing for a challenging conversation (e.g. prepare, practice, do, evaluate).  Brainstorm tips for each stage.

Using the workbook scenarios, delegates prepare own challenging conversation.  In 3’s, each to practice their conversation and receive feedback – how did you do?  What works, what will you change?

Session 6

Situational Leadership

Remind the group of the work we did on the ‘Loving Boot’ model in session 3.

Introduce the concept of Situational Leadership.

Facilitated discussion – review:

  • Where do your individuals and teams stand on the Development curve?

  • What is the best approach (leadership style/behaviour vs development level)?

Feedback in plenary.

Session 7

Wrap up Day 1

Review of day 1, preparing for day 2

Day 2

Session 1

Welcome & Introduction to Day 2

Reflections from Day 1; introduction to Day 2

Session 2

Building the team: Lencioni – The five dysfunctions of a team

Brief input to provide an overview of the Five elements which are essential to Team Effectiveness.

Exercise: Delegates to complete the Lencioni questionnaire.  Review in groups the key areas of focus for their teams moving forward in order to develop cohesive, high performing teams.

Feedback in plenary

Session 3

Building Trust

Introduce the topic of trust and explore with delegates about why this is important to a team.

Delegates prepare their answers to a personal histories exercise and share back in groups.

Feedback and personal commitment –How did it feel? What did you learn about your colleagues that you didn’t know?

Session 4

 Mastering Conflict

Introduce the topic of mastering conflict and explore with the delegates why this is important in a team.

In groups discuss:

  • How have your early life experiences affected your own comfort levels with conflict?

  • What currently gets in the way for delegates in being able to master conflict at work?

Explore preferences.

Session 5

 Achieving Commitment

Introduce Lencioni’s fundamental of achieving commitment and explore with group what happens when team members fail to commit.  Explore why this happens currently.

Consider the difference between commitment and consensus and explore the importance of clarifying commitments and communicating these to impacted groups.

Group work explore for your work areas:

  • What does Great look like?

  • What is Unacceptable?

Work up proposed Team thematic goals (or review what they currently have prepared).  Challenge each other to ensure these goals meet the criteria.

Discuss learnings in plenary and agree next steps for these.

Session 6

 Monitoring and Maintaining Results

Introduce the topics of focussing on results and holding each other to account.  Consider ways that each delegate can support their teams and what currently gets in the way?

Individuals to consider personal actions to take back to their team.

Feedback in plenary.

Session 7

Wrap up Day 2

Review of day 2, preparing for day 3

Day 3

Session 1

Welcome & Introduction to Day 3

Reflections so far and introduction to Day 3.

Ice Breaker – YouTube clip – ‘leadership from a dancing guy’

https://www.youtube.com/watch?v=hO8MwBZl-Vc

Session 2

 The Impact of Change

Reflect on own responses to change (both chosen and imposed). Review

Introduce the Kubler Ross change curve and explore each of the stages, understanding what observations might be made at each stage and the impact on motivation and productivity.

Consider how to manage team member’s emotional responses to change.

Introduce the missing pieces model.

Group work – Apply both change models to current experiences to identify where individuals are on the change curve – how do you know? what do you see?  Review what’s gone well and what else can be done to manage change more effectively.

Review in plenary

Session 3

 Kotter: 8-step process to managing change

Introduce the Kotter model.  Summarise each of the 8 steps.

Session 4

Kotter Deep Dive

Stage 1: Kotter – story to remember

‘Gloves on boardroom table’

Group work/discussion – what works well/not so well here?  What is your equivalent to the gloves?

Review – What needs to be put in place to create/increase the sense of urgency?

 Stage 2: Kotter – story to remember:

‘General Mollo’

Group work/discussion – what works well/not so well here?  Have you got a powerful guiding team?  Are the right people across the change area on the team?  Is it a high performance team?

Review – What needs to be in place to create a strong guiding team.

 Stage 3: Kotter – story to remember:

‘The Plane will not move!’

Group work/discussion – what works well/not so well here?  If you were to read an article from a magazine of the future: what would it say about how the organisation is different?  What would customers say?  What would employees say?  What real quotes would it have?

Review: How clear is the picture for the future towards which people can strive.

Plenary discussion to summarise: What needs to happen at each stage?

 Stage 4: Kotter story to remember:

 ‘Preparing for Q&A’

Group work/discussion – what works well/not so well here?  What would you find from interviewing a sample of employees to see what their understanding of the vision is?  What would the results be from the survey of employees asking ‘do you buy in to the change vision?’

Recap: key principles of communication:

  • Keep it simple

  • Use metaphors, analogies, examples

  • Use many different forums

  • Repeat, repeat, repeat,

  • Lead by example

Review – where are you now?  Good communication is crucial to share the sense of a desired future state.

How can you continue to build the momentum in change?

Session 5

Moving Forwards

Plenary discussion:

Kotter quote: ‘People change what they do less because they are given analysis that shifts their thinking more because they are shown a truth that influences their feelings

Revisit the discussion in session 1 earlier today.  In view of the Kotter principles and learning – what’s gone well and what else can be done to manage change more effectively within your organisation?

Session 6

 Wrap up and Close

Individual reflection:

  • What have you learnt over the programme which will help your team to be more effective?

  • What 3 behaviours will have the biggest impact on your team during the next 4 – 6 months?

Agree next steps and close.

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