Day 1

• What are the key challenges for the 21st century FI leader
• What are the key challenges in facing leaders in the financial sector
• Are there any universal leadership characteristics

• What are the key attributes of great leaders?
• What can we learn from great leaders and what attributes can we use to lead the people reporting to us?
• The history of leadership and the concepts we can adopt as best practice in the 21st Century
• What are the key attributes required to be an effective leader
• Sources of Power and how to use them
• Benchmarking your performance against the best

• Creating and communicating our performance objectives
• Creating a metric driven team
• Using key performance indicators

Management Simulation
A management structure (3 managers) is agreed amongst the participants and observers are assigned to each manager. (The rest of the participants are team members) A number of tasks are given to the senior manager to be completed within a fixed timescale. Observers monitor the style and communication of the 3 managers during the whole exercise.

During the debriefing session, managers, observers, team members and the course director will give their assessment of the performance of the tasks and their feelings on the management style

Strategic Leadership and Managing Risk in a time of Disruption

• What is strategic business leadership?
• In a time of disruption – Brexit, Trump– how do we create strategy?
• How are we as an executive team delivering on our strategy?
• Market analysis, thinking strategically, and creating and critiquing strategy
• Horizon scanning - staying up to date with industry trends, and the competition

Day 2

Building Trust and Integrity in the team

• The importance of getting the start right: the concept of rapid trust
• What builds trust in a team
• The trust team development cycle: how the team develops and matures

• Delegates will be asked to analyse your corporate culture model using the Cameron and Quinn culture model
• Case Study on silo mentality in banking
• Reducing the “Silo Mentality” in the organisation using Lencioni’s five dysfunctions of a team model

After the exercise the facilitators will feedback on what their observations were.? What do we do as an executive team well? What do we need to change so we can encourage more collaboration across the organisation?

Understand the Psychometric Profile of your Team

• All delegates will have complete a psychometric tool
• During the course, the facilitators will give feedback on the overall behavioural profile of these styles
• Individuals reveal their behavioural profile to each other on course
• The team receive feedback on their overall team interaction
• How does this psychometric feedback change the way team needs to communicate and execute

• Culture as the key driver of ethics, behaviour and performance
• Delegates will be asked to analyse your corporate culture model using the Cameron and Quinn culture model
• Using this model, the team will action using the Stop, Start, Continue, do more of , do less of model

Introduction of evening reading:
“Think more expertise will make you more trusted? Think again!”

• The Trust Equation by Charles Green
• Introduction of the evening reading
• Summary of what has been learned to day and a preview of tomorrow

 
Day 3

Understanding emotional intelligence

• What is Emotional Intelligence and how can you use it in your leadership
• The history of thinking on Emotional Intelligence
• The work of Daniel Goleman on Emotional Intelligence
• An attempt at a definition of emotional intelligence: Self-awareness, Emotional resilience, Motivation, Interpersonal sensitivity, Influence, Intuitiveness, Conscientiousness
• Can you measure EQ as well as IQ? How important is EQ?

• Styles of leadership
• Situational leadership model
• The concept of “maturity in the role”
• Approaches:- directing, coaching, supporting, delegating
• The implications of using an inappropriate style
• Adopting a different style of leadership depending on the person
• Effective communication - How do I come across
• How does my style of communication affect the team

• Your mood is contagious!
• Re-framing difficult and challenging situations
• Working out your areas of control and influence
• The concept of positive expectancy
• Energy management

• What’s stop us from thinking more creatively
• Rapid ways to hack our creativity

• Effective planning tools
• Physiological cues that tell you are under pressure
• Tips on how to deal with times that you are at the edge of your capacity

Day 4

Driving effective change

• Understanding how people deal with change
• Moving people from their comfort zone
• Obtaining buy in
• Executing the change

• What is executive presence?
• Communicating Key Business Messages (KBMs) in your organisation
• Non-verbal communication tips for senior executives
• Cialdini’s laws of Influence
• What builds trust in a team
• The trust team development cycle: how the team develops and matures

• What is your preferred conflict-handling style?

- Competing – getting you own way at the expense of the other party

- Avoiding – pretending that the conflict is not there

- Accommodating – letting the other party get their way

- Compromising – meeting the other party in the middle

- Collaborating – finding a WIN/WIN solution

• Which, if any, of these conflict-handling styles is best according to the situation
• Analysis of your working relationships and your personal use of conflict handling modes
• Which do you prefer (scoring the questionnaire)

• What is a solution driven approach?
• Dealing with objections and disappointment positively
• Revisiting and discussing expectations
• Re-framing stakeholder relationships – creating more positive outcomes
• How being solution driven helps us to move from seeing obstacles to managing situations
• Effectively handling client / stakeholder complaints. Not taking it personally: The key skill in being professional and not letting these situations personally affect you

• The rules of powerful persuasion and influence
• Reciprocity, scarcity, liking, authority, commitment and consistency...
• Using these skills to influence internal stakeholders to see the bigger picture
• Achieving WIN-WIN outcomes for the client and the Organisation
• Using assertive rather than aggressive or submissive behaviour
• Transactional Analysis as a way of considering internal skills effectively

Day 5

Creating and Driving Strategy

• Key business strategic concepts
• Using strategy maps
• How to create ownership amongst all staff of the organisation’s strategic goals
• Cascading strategic goals

• Differentiating their “Leadership Brand”-building a leadership reputation
• Visionary leadership –James Dyson
• Taking a closer look at examples of Strategic Leaders e.g. Sir Alex Ferguson - Manchester United
• Nuts and bolts of leadership: goal setting, delegation, coaching, facilitation, celebrating success, building energy, balancing strategy and tactics, changing direction and communication, “strategic listening*
• What is strategic business leaders

• Your How CEO’s like to “think strategically” –with input from the speaker’s own unique research in his book “Demystifying Strategic Thinking –Lessons from Leading CEO’s:
• The role of Strategic Mindfulness in Strategic Leadership/ becoming a mindful manager: monitoring and managing your psychological and emotional state. Lessons from “NLP” –Neurological Linguistic Programming
• Managing your energy, your anxieties, and your levels of commitment to a course of action
• The power of concentration and single mindedness in sticking to a direction

• Benchmarking key financials
• Ensuring that financial strategy creates the correct behaviours and outcomes

Putting into practice and links to the next training

• What are the individual take-away from the training?
• As a team what have we learned?
• Trainers give summary of the programme

Our Tailored Learning Offering

Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

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• Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
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