Key Themes

1. Personal responsibility
   

2. Leadership in Action
   

3. Critical Leadership & Human Systems
   

4. Sustainable Development issues
   

5. Organisational Learning
   

6. Organisational Strategy

Who are you? – the Human Being

1. •Evolution of knowledge - DNA & genetics
   

2. •Perception, values, beliefs and behaviours
   

3. •Thinking v Thought    
   

4. •Love, Fear, Growth & Defence
   

5. •Purpose
   

Environment - past, present and especially future

1. •Unlearning management
   

2. •The changing environment
   

3. •Adding value without structure
   

4. •Towards continuous improvement
   

5. •The Innovative Organisation
   

Connecting for Innovation & Culture - Building Effective Relationships

1. •Getting to know yourself
   

2. •Meaningful conversations Perception, values, beliefs and behaviours
   

3. •Dealing with Conflict
   

4. •Dynamic Facilitation
   

Quality Matters – Oh it certainly does!

1. •Can we learn from other sectors?
   

2. •Defining stakeholders and their needs
   

3. •Assessing the quality of performance
   

4. •Effectiveness and performance indicators
   

5. •How can you do it better?
   

Projects and Project Groups

1. •Allocation of project groups
   

2. •Development of mini projects based on
   

oEnvironment

oStrategy

oQuality

1. •Objectives to be met by next session
   

The Role of Leaders and Managers

1. •Leadership v. Management
   

2. •Change Management
   

3. •Operational practicalities
   

4. •Accountability
   

5. •Dealing with tensions
   

Performance Management

1. •How can you change culture? (In fact, what is it?)
   

2. •Individual performance
   

3. •Team/group performance
   

4. •Links with the planning regime (inc appraisal)
   

5. •Evaluation and measurement
   

6. •What needs to change?
   

The Practicalities of Performance

1. •The excellent performer/also-rans/the poor performer
   

2. •Setting objectives
   

3. •Praise and feedback
   

4. •Carrot and stick
   

5. •The difficult person (for various reasons)
   

6. •Absence issues
   

Projects and Project Groups

1. •Allocation of project groups
   

2. •Development of mini projects based on Performance Management issues
   

3. •Objectives to be met by next session
   

4. •The final two days of the programme would follow a further 2/3 week gap.
   

Conflict in the Workplace

1. •What constitutes conflict – can it be healthy?
   

2. •How to resolve conflict with ‘Dynamic Facilitation’
   

3. •The role of mediation
   

4. •The manager as mediator…leading to….
   

The Leader as………..

1. •Role model
   

2. •Mentor
   

3. •Welfare adviser
   

4. •Staff developer
   

5. •Innovator
   

6. •Change agent
   

7. •Motivator
   

8. •Instructor
   

9. •Disciplinarian
   

10. •Chief cook and bottle washer!!
    

Leadership in Action – bringing it all together

1. •Leadership
   

2. •Management
   

3. •Achieving sustainable improvements

create the environment in which wisdom reveals itself

Creating the environment in which wisdom reveals itself