Building Dynamic Leaders

Janette McMaster +61 428 331 440 Rebecca Melville +61 419 873 624 e: info@leadershiptoolkit.com.au w: www.leadershiptoolkit.com.au

The Adaptive Leader An Executive Summary

The Adaptive Leader programme is a unique programme of development aimed specifically at middle-managers. It utilises a combination of learning methodologies to derive accelerated, lasting and real increases in leadership ability. The intent of the programme is to have participants more effectively engage, enable and empower their teams to higher levels of performance, maximising the organisations operational effectiveness and creating a culture of leadership. The programme causes participants to be working toward a vision for their team over a 90 day or 12 month horizon.

The direct outcomes targeted in the programme are measurable increases in:
1. 2. 3. 4. 5. 6. 7. 8. 9. Situational and self-awareness and responding appropriately; Setting effective objectives which link clearly to strategic intent; Sound planning and assignment of actions, initiatives and resources; Creating and sustaining a culture of leadership whic h underscores strategic intent; Maintaining operational tempo; Effective communication across all levels building collaboration; Driving measurable, continuous improvement and innovation; Managing change to effective conclusion; Resilience, problem solving and dealing with crisis;

10. Employee engagement, enablement and empowerment, resulting in increased acts of leadership.

The Adaptive Leader program is split into 4 discreet phases:

1. 2. 3. 4. 360 feedback, psychometric assessment, implementation interview, strength assessment and goal setting; A four-day immersive learning component The Leadership Experience; A 4 month implementation and coaching phase (12 month option available); Reassessment of leadership capability shift and programme impact.

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Phase One Assessment

In this phase the current benchmark is set, enabling each participant and the training and coaching team to create a known starting point and subsequent objectives to be derived from the programme. We use a proprietary E3 Australian Leadership Effectiveness Profile which measures 19 behavioural and 22 transactional and transformational elements of leadership. The Margerisson McCann Team Management Profile is also utilised here to add further knowledge regarding the participants preferred ways of working. Through the insights gathered in this phase participants are encouraged to set between 5 and 7 personal objectives with regard to their leadership effectiveness.

Phase Two Immersion

In this phase participants attend The Leadership Experience (TLE). TLE is a unique programme which uses immersionlearning techniques to introduce middle managers to our proven methodologies for building and sustaining high performing teams in circumstances of high demand. The programme focuses on and develops critical elements which lend themselves to effectively engaging, enabling and empowering team members in the pursuit of short and midterm objectives, which add to the organisations strategic int ent. Emphasis is particularly placed on personal endurance and mental toughness the ability to persevere and provide effective leadership in the face of repeated setbacks and failures. All within an environment where deadlines are exacting and resources are very limited (replicated in this programme by a lack of food, rough accommodation and less than usual sleep). The Leadership Experience is specifically designed to introduce participants by having them undergo the evolution first hand to the notion that any team of people can be thrust into an alien set of circumstances and ultimately prevail if led effectively. This phase is about leadership in a storm, as opposed to fair weather captaincy. Almost anyone can lead in a buoyant market. In particular participants learn firsthand that leadership is a verb not a noun. There are three key outcomes from this phase: 1. 2. Accelerated learning the core fundamentals of the E3 concept are well and truly embedded in this 4-day period; High engagement participants return from this experience extremely keen to move to the implementation phase and wanting to introduce constructive and effective change within their teams and themselves; Sustainability because the learning has been experiential, personal and critically emotional, it sticks. It is so much harder for participants to forget their experiences than in the traditional learning environments.

3.

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Phase Three Implementation

This component happens back in the work place, real time, and sees participants implementing the core learnings from The Leadership Experience. Ideally this phase commences within 10 days of completing the Immersive phase. During the next 90 120 days, participants are expected to be completing action-projects. As examples, these can range from conducting a comprehensive analysis of their operating environment, to setting objectives for team-members, to running a session designed to test the robustness of a project-plan or addressing a pressing business challenge as an intact group. Bespoke coaching and workshops may cover, but are not limited to: Situational Analysis Defining success defining the mission Planning for results Focusing the Team Developing capability Driving Continuous Improvement Securing Executive Buy-in, support and resources Dealing with Crises

The key outcomes of this phase are: 1. 2. 3. Detailed application of learning Application in the participants real world in real-time Measurable improvements in the participant teams operational effectiveness

Phase Four Validation

In this phase participants are measured to assess the level of impact the programme has had. Likewise feedback is sought on our performance. In particular, gains are routinely evidenced in the participants team members: Confidence in Strategies and Plans Viewing Leaders as authentic and competent Actively collaborating Accepting Response-Ability Initiating Continuous Improvements Acting decisively on critical decisions Navigating change confidently

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