Throughout the ages, much has been written about the traits of great leaders. It’s easy to feel intimidated. Or, to adopt a style that is not our own. Leadership amplifies our weaknesses and insecurities, as well as our strengths. Today, an authentic leadership style is crucial to inspire commitment and get results.
Available Virtually or In-Person
More about the workshop
This Management Series workshop touches upon all the same ideas, theories, insights and strategies as our standard Leadership workshop (detailed below). The additional value comes from the depth and specificity of the exploration that follows. Facilitated by our specially trained faculty – the participants will be able to consider how the learnings can be applied to their roles, their teams, and their company’s culture, sharing their concerns and their experiences with the group.
In this three-hour workshop, we will:
- Discuss the overall nature of leadership and how it has changed through history.
- Take a realistic look at some of the trials of leadership, and how to tackle them.
- Develop a more compassionate approach to ourselves to improve our relationships with others.
- Learn to communicate clear purpose to clients and colleagues.
- Build a more productive workforce by demonstrating trust in employees or team members.
- Reflect on your relationship with the people you manage: examining areas where greater trust and mutual respect can be found and how that can transform your business.
What characterises mastery of this skill?
Employees with good leadership skills possess good understanding about their own strengths and weaknesses. They are able to build a team that compensates for their blind spots and they seek out regular feedback, taking time to adapt their behaviour. At the same time, good leaders demonstrate trust in their team and are self-compassionate.
What characterises a lack of this skill?
Employees who are new to management or lack leadership skills may act impulsively, unpredictably or unreliably. They might be too nice or lenient and struggle with team members questioning their authority, or they might be prone to micromanage. Those who struggle to lead can also become irritable and pass on their feelings of pressure to others.
“Our chief want is someone who will inspire us to be what we know we could be.” — Ralph Waldo Emerson
“There was a real focus on how to get the most out of feedback and about thinking ahead to get to a goal”
“I learned to take the initiative and realise that my input is important and valued”
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