Leadership Potential

Mid managers work hard at delivering results, but the complexities of being a Leader of Leaders can be significant to organisational success. Mid managers are not always responsible for deciding upon organisational change, but often tasked with being the messenger and implementer for it; no longer hands-on in the job that brought them promotion, but not entirely strategic planners either. In a nutshell, the management world changes as we are promoted higher within it, and these changes can be difficult to adjust to.

Discover Potential

Leadership Potential

Mid managers, become confident in this challenging world is critical and we tackle:

  1. Understanding your role and responsibilities as a leader of leaders
  2. How to build an effective team and provide them with the needed clarity
  3. Managing performance
  4. Working more effectively with your colleagues and senior management
  5. How to plan, organise and manage change more effectively
  6. Decision making and problem solving tools and techniques
  7. How to take and implement tough decisions
  8. Leadership skills of creating a high performing and high engagement culture
  9. Dealing with conflict in the workplace

Leadership Fundamentals

First-time and front-line managers don't have it easy.  Making the shift from successful individual contributor to effective manager and getting the best performance out of others can be hard, painful and extremely scary.

Fundamental Strategies

Leadership Fundamentals

First-level managers need core and baseline strategies that allow them to work effectively and we tackle:

  1. Being "the boss" is different than being a contributor. New skills are needed to get results through others.
  2. Communicating clear direction and instructions
  3. Managing performance and development through effective feedback
  4. Coaching skills
  5. Delegation skills
  6. Dealing with conflict and having difficult conversations

Innovation Leadership

Leaders are accountable to assemble teams and lead them to optimal performance outcomes.  An effective leader recognizes the importance of embracing differences in people and knows how to connect the dots amongst those differences to get the best outcomes from the team. This is what cultivates a workplace environment of continuous improvements, innovation and initiative.   Leaders

A leader’s role is to create an environment where people ready, willing & able to create innovations through networks — groups of people working in concert.

Innovation Challenges

Innovation Challenges

Innovation leaders build teams that are innovation labs – constantly challenging each other  to learn from each other’s ideas and we tackle:

  1. Trust Yourself Enough to Trust Others
  2. Creating and controlling the breaking down the old rules of thought and creating new ones
  3. Skills of engendering Collaboration and Discovery
  4. Being a “courageous enabler” - challenge people to think more critically and see through a lens of continuous improvement.  Looking through this lens
  5. Being a “courageous change agent” - taking on an entrepreneurial attitude, embracing risk as the new normal, and beginning to see opportunity in everything.
  6. Being a “courageous navigator” – the art of planning, project mapping and course correction steers

High Performing Teams

High performance teams (HPT’s) typically reflect strong extensions of the basic characteristics of teams’ .

These strong extensions grow out of an intense commitment to the team’s mutual purpose.  The qualities that distinguish a high performance team from other ordinary teams are as follows:

  • They outperform ordinary teams
  • They have a deeper sense of purpose.
  • They are more ambitious and have higher performance goals compared to the average teams.
  • They approach and work better together.
  • There is mutual accountability; acknowledgement of their joint accountability towards a common purpose in addition to individual obligations to their specific roles.
  • They utilise each other’s complementary skill set.
Team Challenges

High Performing Teams

Leaders need to create the environment that capture the qualities and build stronger extensions of the factors that are usually necessary and ideal for team work. To help managers create this we tackle:

  1. All teams need a sense of purpose and a clear cut mission.
  2. All teams need the mission to be broken down into meaningful performance goals for each team member to pursue.
  3. All teams need to develop certain work approaches, procedures and processes to ensure that they accomplish a task efficiently and effectively.
  4. All teams have to support the common mission and take their individual responsibility seriously to do their part in accomplishing a task.
  5. All teams need a mix of skills, experience and expertise, in order to meet the challenges of the team task.

Financial Acumen

Finance is not something that is separate from the day to day activities within a business; each decision that is made within the organisation has a financial impact. There is a direct link between everyone in the business and the financial wellbeing of the organisation.  Leaders need to both understand and track the financials, and yet, most dislike finance.

Developing a thoughtfully put together programme pays dividends in terms of personal knowledge, changes in attitude and a tangible improvement in organisational performance.

Financial Challenges

Creating Financial Acumen

We Tackle:

  1. The link between stakeholder value, the business, and finance
  2. Risk and reward
  3. Link between strategy and finance
  4. The key financial statements, how they work and impact each other
  5. Understanding how working capital, fixed assets and differing cost structures impact the business
  6. Options for improving asset utilisation, profit and the working capital cycle
  7. Organisational trading position
  8. Explores the responsibilities delegates have with regard to generating business and/or controlling costs
  9. Considers what impact different business actions can have in either improving business performance, or detracting from it, and therefore the range of decisions available
  10. Analysis of financial information

Leading An Enterprise

It’s a tough stretch being a senior manager.  Development at this level is a powerful experience as top leaders play an massive role in the success or failure of organisations.  And, they need to excel in new ways, especially providing the direction, priorities and purpose of an organisation.

Enterprise Challenges

The challenges of leading at the top are complex and we tackle:

  1. Leading delivery of business operations
  2. Strategic issues, creating and initiating vision, direction and goals that are more than words on a wall.
  3. Directing, planning and manageing change
  4. Boundary spanning, leading across levels, silos, cultures, backgrounds and interests.
  5. Talent management, ensuring the current and future talent pipeline.
  6. Individual impact, understanding and adjusting leadership style to meet the needs of the organisation.

Leadership of Culture

The course will provide leaders and managers with clear insights on how to effectively motivate people through corporate culture or organisational change.  It will equip them with some effective skills and knowledge for managing and communicating change.

Cultural Challenges

Managing Organisational Culture

The challenges of managing organisational culture are widespread and we tackle:

  1. Building a case for managing change / Compelling reasons for change
  2. Leading other through change principles / change management principles
  3. Business and personal impacts of failing to deal with people’s needs & concerns
  4. Building momentum and managing resistance to change
  5. Leading Organizational Impact

Leading Organisational Impact

Leaders need to see further than their narrow accountability.  When leaders of departments,  divisions or business units perceive challenges and opportunities through the eyes of others, they increase organisation success and impact. Leaders must learn when a narrow focus can be useful in the tactical responsibilities, yet as a funtinal head cooperate across functions to drive  see the whole and nuanced picture of the organization's mission.

Leadership Challenges

Empowering Strategic Leaders

For those strategic leaders, new skills are essential and we tackle :

  1. Building a flexible and responsive strategy where people, processes, and systems across the organization are coordinated and have clarity of purpose.
  2. Have clarity of market forces including global trends, sector specific economic forces and business cycles to enable positive and clear communicate to people  
  3. Create and engender strong, deep and impactful relationships to bridge differences, reduce silo mentality and create building strategic ties.
  4. Build and communicate a clear model of priorities for others, which, balances competing needs when everything is important and resources are slim.
Business Woman

Management Development Programme

We believe that leadership and management development is most effective when:

  1. It is spread over a period of time
  2. with multiple interventions
  3. with different learning methods
  4. with different embedding processes

Our bespoke  MDP can last anywhere from 3 months to over 2 years.   Each MDP is unique because they are designed to fit in with your culture, ways or working and what you need to achieve.

We build your MDP using a number of bespoke units.  These are normally 1 or 2 day classroom type training courses spread throughout the duration of the programme at regular intervals. For example, if it is a 6 month programme we might run one classroom event per month on various topics such as:

Courses - Presentational | HR Consultancy | Accelerated Learning

Meetings

Course Duration  
Facilitating superb meetings 1 day Overview
How to run a great meeting 1 day Overview
How to participate and influence in a meeting 1 day Overview

Personal Performance

Course Duration  
Assertiveness 1 day Overview
Resolving conflict 1 day Overview
Unlocking your potential 1 day Overview
Networking 1 day Overview
Personal stress management 1 day Overview
Innovation and creative thinking 1-2 days Overview
Negotiation skills 1-2 days Overview

Leader Development

Course Duration  
Coaching 1-2 day Overview
Mentoring 1-2 day Overview
Having difficult conversations 1 day Overview
Leading People 2 days Overview
Engaging People 2 days Overview
Senior Leadership 2 days Overview
From stress to pressure - managing stress in your team 1 day Overview

 Team Development

Course Duration  
Team performance 1-2 days Overview
Team building 1-2 days Overview
High performing teams 1-2 days Overview

 

Presentation

Course Duration  
Presentation capability 1-2 days Overview
Presenting master 1-2 days Overview

Trainer Training

Course Duration  
Presenting on your feet 1-2 days Overview
Train the trainer 2 days Overview
Train the master trainer 2 days Overview
Accelerated learning 1 day Overview
Insights into human learning functions 1 day Overview

 

Get in Touch - Contact Us


Where to Find Us

P3 Training Limited
8 Holmhurst Avenue
Highcliffe, Dorset
BH23 5PQ
United Kingdom

Tel: +44 (0) 1425 278586
Email: contact@p3t.com

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