Day 1

Leadership in the 21st century Financial Institution

 

• 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

Discussion: Robert Conlon and Bryan Stiles

Leadership and Power

• 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 Strategic Alignment in the Organisation: Organisational co-ordination

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

Practical Exercise: Team will build a performance pyramid for the organisation

 

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

 

Round-table discussion led by Bryan Stiles  

Day 2

Leading Synergistically: Breaking silos and building a team focused culture.

 

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

Exercise: Building trust in the team

How to break silos in your organisation? Creating a “Teaming” model

• 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

 

Major Exercise: A high energy “teaming” game will be played by the executive team. Some delegates will play the C-suite team, middle managers and individual contributors. The game will be based around rapidly forming teams, executing strategy and collaboration.

 

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

 

Trainer facilitated discussion: How do we use behavioural feedback to improve the way we lead  
Analysing your Culture: What is it? What is good about it? What do we need to change?

• 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

 

Practical exercise: Using the Cameron & Quinn culture model the executive team will work together to create an analysis and action plan on cultural transformation in your organisation

 

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

 

Evening Reading

 

Day 3Build and Execute Your Growth Strategy

Session 1
Understanding the barriers to growth
Intro - Context and Content of the day, Personal background
Understanding the barriers to growth – understanding how decisions made in the boardroom can stop the flow of money in the business and how time is often wasted trying to fix the wrong part of the business.

Session 2
What happens when a business lacks focus?
A look at some real life examples of businesses who have failed to create, or have created market differentiation, to achieve growth in revenue and profit. Understanding the

Session 3
Positioning against the competition
A practical guide on the process to build a unique position in the marketplace. A position that will attract clients, staff and investors. Understand how a contextual view of your market place can help you stand out and make business development an easier task.

Session 4
Overcoming the fears to buy
Understand why people choose not to do business with you. This session will help you save time and money in where you spend these two valuable commodities.
A strategy to make it all happen – a simple but effective approach to making your ideas into reality.

Day 4

Developing your Emotional Intelligence and Resilience

 

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?

 

Leading with Emotional Intelligence – Being an Effective & Inspirational Leader

• 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

 

Mental Agility and Well-being

• 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

 

Exercise: Reducing decision making fatigue
Hacking your Creativity: Ways to get you and your team to think outside the box

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

 

Exercise: The tem uses a number of techniques to become more creative
Dealing Effectively with Pressure

• 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 5

Leading Change and Managing Conflict

 

Driving effective change

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

 

Case Study: “Change Management in a Retail Bank”
Executive Presence & Influencing Skills

• 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

 

Video: Cialdini’s laws of influence
The Thomas-Kilmann Conflict Mode Questionnaire – Your Preferred Conflict-Handling Style

• 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)

 
Dealing effectively with challenging interactions

• 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

 

Skilfully influencing internal stakeholders

• 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

 

Video: Cialdini’s laws of persuasion and influence 

 

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.

We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

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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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