Leadership Development Programme
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Contents
Page 3
Live The Brand
Page 7
Make It Happen
Page 14
Shape the Future
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Live the Brand LINE MANGER SUPPORTING RESOURCE
We have created this resource to support you following your ‘Live the Brand’ module.
Included is a reminder of all learning outcomes, key concepts, models and resources, as well as documents which were handed out on the day.
LEARNING OUTCOMES
• Define what Leadership means, both to you and to The White Company
• Introduction to the Leadership Shadow Model
• Create a better understanding of Emotional Intelligence and how to develop it as a leadership skill
• Look at developing Personal Purpose & its benefits • Understand the impact of inspirational business storytelling
KEY CONCEPTS
Below is an overview of the key concepts of the ‘Live The Brand’ module. Additional resources and visuals can be found in the appendix.
LEADERSHIP SHADOW - Introduced to demonstrate how we influence others as a leader. You were asked to reflect on what you say, how you act, what you prioritise and how you measure. This model will be referred to throughout the programme.
Appendix 1 - Leadership Shadow Model
EMOTIONAL INTELLIGENCE - We introduced Daniel Goleman’s model of emotional intelligence, which supports the understanding, use and management your own, and others’ emotions to get the best out of people and situations.
Appendix 2 - Emotional Intelligence Model Appendix 3 - Introduction to Emotional Intelligence, Daniel Goleman – YouTube Video Appendix 4 - Brené Brown on Empathy – YouTube Video
PERSONAL PURPOSE – We discussed the importance of personal purpose, the link with having a leadership purpose and common categories leadership purposes fall into.
Appendix 5 - Indeed, Work Well-Being: The Importance of Having Purpose – YouTube Video Appendix 6 - Common Categories of Leadership Purpose Model
INSPIRATIONAL STORYTELLING – A key leadership skill within The White Company, we practiced using the What, Why, Where, Who, When and Howframework to develop our business storytelling to help you connect and communicate more effectively.
Appendix 7 – The Story Telling Six
LEARNING ACTIVITY
At the end of the module you were set your ‘Live The Brand’ Learning Activity focused on one of the key concepts we discussed on the day. You can find a reminder of the activity and the model below.
ACTIVITY TITLE: LEADERSHIP SHADOW
Throughout the Leadership Development Programme we will be referring to your Leadership Shadow. Before your next module take the time to document what you want your Leadership Shadow to be.
Ensure you take into account what you SAY, how you ACT, what you PRIORITISE and how you MEASURE.
Discuss this with your line manager, ready to share at the start of your next module.
ADDITIONAL RESOURCES
Appendix 1 : Leadership Shadow Model
Behaviour Decisions Role model Relationships
Frame challenges Compelling messages Regular updates What I emphasise
Visibly leading What I spend time on Who I interact with What’s my routine
Reward & recognition Accountability Transparency Feedback
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Live the Brand ADDITIONAL RESOURCES
Appendix 2 : Emotional Intelligence Model
SELF AWARENESS
SOCIAL AWARENESS
Self confidence Emotional self awareness Accurate self assessment
Organisational awareness Understanding the environment Empathy
SELF MANAGEMENT
SOCIAL SKILLS
Trustworthiness Adaptability Drive and motivation
Inspiring leadership Influence Team work and collaboration
Appendix 3: Introduction to EI, Daniel Goleman YouTube Video (2:11)
Appendix 4: Empathy v Sympathy Brené Brown YouTube Video (2:33)
Appendix 5: Indeed, The Importance of Having Purpose YouTube Video (2:49)
Appendix 6 – Common Categories of Leadership Purpose Model
AGENCY
ACHIEVEMENT
CONSERVATION
CARING
FREEDOM
RESPECT
TRADITION
ENJOYMENT
STABILITY
EQUALITY
INTEGRATION
Appendix 7 – The Story Telling Six
What: Narrate the story, drama arouses the brain and facts do not speak for themselves
Why: are you telling the story? Be clear, asserting, persuading, bridging, attracting
Where: We are meaning makers, contextualise the information
Who: is the story about, who is the hero? The protagonist can you make it our story make it personal
When and How: Share the call to action relating back to your Why
ADDITIONAL SUPPORT
If you require any additional resource or support using this document please reach out to get in touch at: learningdevelopment@thewhitecompany.com
Make it Happen ADDITIONAL RESOURCES
We have created this resource to support you following your ‘Make it Happen’ module.
Included is a reminder of all learning outcomes, key concepts, models and resources, as well as documents which were handed out on the day.
LEARNING OUTCOMES
• Understand the importance of creating clarity, reflecting on how to improve this for you and your team
• Discuss empowerment and how empowered you and your team are
• Explore Critical Thinking and its benefits
• Understand the concept of Resilient Agility and how to develop it
KEY CONCEPTS
Below is an overview of the key concepts of the 'Make it Happen' module. Additional resources and visuals can be found in the appendix.
CREATING CLARITY – A key leadership skill required to navigate the complexities of what we do, we reflected on our current level of clarity using a ‘Clarity Checklist and discussed effectively managing expectations and providing clear direction for our teams.
Appendix 1 - Steps to Creating Clarity Appendix 2 - Clarity Checklist
EMPOWERMENT - We learned about the benefits and barriers of empowerment and were introduced to the three core elements of enabling and sustaining empowerment – clarity of vision, autonomy and adaptability.
Appendix 3 - Empowering Others (video) Appendix 4 - Empowerment Model
CRITICAL THINKING – The focus here was on the importance of thinking critically for effective leadership. We used a framework (Who, What, Where, When, Why and How) to apply this skill to critically appraise a video and showcased our abilities in a live debate.
Appendix 5 - The power and importance of reading (video) Appendix 6 - Critical Thinking Question Framework
RESILIENT AGILITY – A deep-dive into the four components of the ‘Resilient Agility’ Model to discover how to develop resilience and find a way forward in the face of setbacks, uncertainty or ambiguity.
Appendix 7 - Resilient Agility Model Appendix 8 - Building Resilient Agility: Hints and Tips
LEARNING ACTIVITY
At the end of the module you were set your ‘Make it Happen’ Learning Activity focused on one of the key concepts we discussed on the day. You can find a reminder of the activity below.
ACTIVITY TITLE: CREATING CLARITY
'Make it Happen' focuses on the importance of creating clarity out of complexity for teams to drive them to success. Complete the Clarity Checklist in Appendix 2 for your team (direct reports or peers), identify an area in which you feel you need to provide more clarity and what needs to be done to improve clarity. Discuss these suggestions with your line manager.
Areas to consider: PURPOSE, ROLE and FUTURE
Come prepared to talk through your focus area at the start of your next module.
ADDITIONAL RESOURCES
Appendix 1 : Steps to Creating Clarity
Leadership Development: Make it Happen
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Appendix 2 : Clarity Checklist (For Team)
Leadership Development: Make it Happen
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Appendix 3: Empowering Others | Leadership Development Qualities YouTube Video (1:45)
Appendix 4: Empowerment Model
Appendix 5: The power and importance of reading | Luke Bakic | TEDxYouth@TBSWarsaw YouTube Video (3:10)
Appendix 6: Critical Thinking Question Framework
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Appendix 7 – Resilient Agility Model
Appendix 8 – Building Resilient Agility: Hints and Tips
Click to view hints and tips to build resilient agility for each of the four components.
ADDITIONAL SUPPORT
If you require any additional resource or support using this document please get in touch at: learningdevelopment@thewhitecompany.com
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Additional Information
EMPOWERMENT
Autonomy
Adaptability
Create space for team members
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Different team members need different things
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Allows team members to make decisions and be held accountable Makes people feel valued and trusted Freedom to make mistakes and learn not be ‘blamed’
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Clarity of roles and responsibilities Encourages innovation & risk taking
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Room to acknowledge effort
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Celebrate learning
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Questions to Ask:
Questions to Ask:
Do I set clear boundaries?
How do I foster collaboration
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• Do I achieve the right balance of direction & support?
• Do my team have the opportunity to learn and demonstrate their skills?
• Do I delegate for the right reasons?
• How well do I provide encouragement? Do I celebrate success?
CRITICAL THINKING
Critical thinking is the ability to think clearly and rationally, understanding the logical connection between ideas. It is a skill, therefore requires you to work on the following:
• Being an active learner rather than a passive recipient of information
• Persist with questioning ideas and assumptions rather than accepting them at face value; ask why • Seek to determine whether ideas, arguments and findings represent the entire picture and be open to finding that they do not • Identify, analyse, and solve problems systematically rather than by intuition or instinct
Leadership Development: Make it Happen
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Shape The Future ADDITIONAL RESOURCES
We have created this resource to support you following your ‘Shape The Future’ module.
Included is a reminder of all learning outcomes, key concepts, models and resources, as well as documents which were handed out on the day.
LEARNING OUTCOMES
• Focus on importance of Mindset • Create a better understanding of Innovation • Discuss the importance of Horizon Scanning and put it into practice • Look at Change Management, and discuss the tools that will help you manage this process
KEY CONCEPTS
Below is an overview of the key concepts of the ‘Shape The Future' module. Additional resources and visuals can be found in the appendix.
GROWTH MINDSET – Introduced the concept of Growth Mindset, and how it differs from having a fixed mindset. We discussed why having a Growth Mindset is important for leaders of today and how to develop one.
Appendix 1 – Fixed & Growth Mindset Model Appendix 2 – How to develop a Growth Mindset (Continuous Learning, Curiosity, Seeking Purpose)
INNOVATION – The focus here was on ensuring clarity on the difference between Creativity and Innovation, you were also introduced to the ‘Innovation Equation’ as a tool to help you create the right conditions for innovation.
Appendix 3 – Innovation Equation
HORIZON SCANNING – Discussed Horizon scanning and its purpose of helping inform more strategic thinking. SWOT and PESTLES were talked through, and a PESTLE on The White Company was completed.
Appendix 4 – SWOT Model Appendix 5 – PESTLE Video (CIPD) Appendix 6 – CIPD Pestle Hand Out
CHANGE MANAGEMENT – Focussed on the drivers for change and the resulting challenges from both a people and process perspective. Explored the change curve as a means of better managing the emotions of change and introduced a change management methodology based on Kotter’s 8 step model.
Appendix 7 – Navigate and Embrace Change Video (Simon Sinek) Appendix 8 – The Change Curve Appendix 9 – Change Management Methodology
LEARNING ACTIVITY
At the end of the module you were set your ‘Shape The Future’ Learning Activity focused on one of the key concepts we discussed on the day. You can find a reminder of the activity below.
ACTIVITY TITLE: INNOVATION
‘Shape The Future' focuses on the importance of seizing opportunities and embracing change by being brave, taking risks and moving on, to achieve this we discussed the importance of being Innovative.
Before your next module, reflect on one area of your role where you could be more innovative, then commit to approaching the area differently. Use the innovation equation (appendix 4) as a guiding tool.
Discuss this with your line manager and the action adopting a Growth mindset in your approach.
Come prepared to talk through what actions you took and their outcomes at the start of your next module.
ADDITIONAL RESOURCES
Appendix 1: Fixed Vs. Growth Mindset Model
FIXED MINDSET Sees intelligence and talent as static
GROWTH MINDSET Sees intelligence and talent as dynamic
Avoids challenge
Views challenge as opportunity
Unable to accept criticism
Acknowledges weaknesses
Looks for approval
Focuses on the journey
Focuses on the outcome
Sees failure as an opportunity to grow
Sees failure as the limit of ability
Persists in the face of setbacks
Appendix 2: How to develop a Growth Mindset
Focus on Continuous learning
Make curiosity part of our everyday
Seek your personal purpose
Refresh your routine Be inspired by the success of others Harness the power of ‘yet’ Choose learning well Track progress over time
Ask for feedback
Reflect on your values Explore your passions Find meaning in your work Create your vision statement
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Use positive language Practice listening well Learn how to learn Teach back / pay it forward
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Schedule time to reflect
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Appendix 3: Innovation Equation
Innovation = (Creativity + Risk taking + Implementation) x Psychological safety
Appendix 4: SWOT Model
Weaknesses
Strengths
Internal factors within an organisation’s control that detract from the organisation’s ability to attain the desired goal.
Positive tangible and intangible attributes, internal to an organisation and within the organisation’s control
Internal
External
Opportunities
Threats
External attractive factors that represent the reason for an organisation to exist and develop.
External factors beyond the organisation’s control which could place the organisation mission or operation at risk.
Appendix 5: PESTLE Model Youtube Vdeo ( 3:17)
Appendix 6 – CIPD Pestle Template
https://www.cipd.co.uk/Images/7583-PESTLE-template-2020_tcm18-27107.pdf
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Appendix 7 – Navigate and Embrace Change | Simon Sinek Youtube Video (4:32)
Appendix 8 – The Change Curve
Disruption Fear, worry, negativity, resistance
Commitment Rebuilding, Confidence, positivity
Status Quo Curiosity, shock, denial, hesitancy
Exploration Acceptance, adapting, testing, trialling
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Clearly Communicate Share your vision, tell the story, start the journey
Show Compassion Observe, listen and respond with empathy
Build Confidence Offer support and opportunities to learn
Celebrate Success Acknowledge what everyone has achieved
Time
Appendix 9 – Change Management Methodology
Engage and enable the organisation
Create a climate for change
Implement and sustain the change
Communicate the vision for buy in Empower and drive action, Generate short term wins
Create a sense of urgency, Build a guiding coalition, Develop a change vision
Consolidate and build on the change, Integrate the change
ADDITIONAL SUPPORT
If you require any additional resource or support using this document please get in touch at: learningdevelopment@thewhitecompany.com
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