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 3

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 4

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 

 

Day 5

Strategic Thinking

 

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

Strategic Leadership – the Mix

• 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

Exercise: Identifying strategic leaders from the public domain / history

Making Effective Strategic Presentations

• 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

Exercise: The team makes a strategic presentation and receive feedback
 
A global banking outlook on key financial strategy issues

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

Case – Study: A case study looking at some example banks and how they linked strategic aims and improved financial performance

 

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

 

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