CMI Level 7 Certificate in Management and Leadership

Agenda

Day 1: Understanding Self as a Senior, Strategic Leader

• State, with certainty and clarity, the connection between effective, visible leadership and a high performing business culture.
• Define Authentic and Transformational Leadership, and analyse own leadership style against these concepts.
• Consider own underpinning motivations, values and belief around self and others, and how these personal factors influence own leadership approach.
• Reflect on alignment of own values and organisational values / behaviours.
• Use objective data from psychometrics to inform own leadership approach, and to analyse the performance and culture in own department, and the wider business
• Consider team performance against a ‘best practice’ paradigm using Magerison-McCann research, and make evidence based recommendations for enhancement.
• Analyse the role of Emotional Intelligence in leading, motivating and engaging with individuals and teams
• Apply the principles of Transactional Analysis to effective communication and conflict management.  Utilise subsets of TA, including Psychological Strokes, Drivers and The Drama Triangle, to manage own interaction and create an ‘Adult’ performance culture
• Establish how to apply the Situational Leadership model to self and others to enable continuous development
• Define the connection between Coaching and Mentoring to genuine delegation
• Engage in reflective practice and coaching conversations

Day 2: Leading Organisational Performance

• Define the role of social awareness and social management (Emotional Intelligence) in leading others
• Apply the Situational Leadership method to team leadership to enhance capabilities within the team, and create greater opportunity to delegate
• Utilising a structured approach, develop a functional, high performing team, and create an action plan to enhance own team culture
• Apply current research relating to team performance to own team and personal leadership approach
• Define the role of leadership, and the necessity of considered delegation, for setting the conditions for optimal performance
• Enhance own leadership impact by holding an outcome focussed, performance coaching conversation

Day 3: Leading Strategic Change

• Consider own organisation within the VUCA world order; Volatile, Uncertain, Complex and Ambiguous
• Understand the connection between resilience and ‘change readiness’. Apply current research in resilience to own organisational context and situation
• Apply classical and leading models and analytical frameworks to the ‘macro-sphere’; systematically identify internal and external drivers for change
• Define the neurological impact of change on human psychology
• Articulate the reasons why change projects fail, and the impact of change on people in organisations
• Lead strategically, and humanely; apply best practice to own strategic environment
• Consider methods for communicating effectively during change cycles
• Positively use change as an opportunity to enhance performance and develop resilience in individuals, teams and the organisation.

All Dates & Locations

Learning Outcomes

The aim of this senior and strategically focussed programme will be to improve self-awareness, and develop Authentic Leadership characteristics (Bill George – True North). 

• Enhance your knowledge, understanding and practice of management
• Develop your strategic management skills and apply these procedures and practices to managing at a strategic level in the workplace
• Understanding self as a senior strategic leader
• Reflect on alignment of own values and organisational values and behaviours
• Apply the tools, models and theories directly to work-based problems and see the benefits in your organisation
• Improving performance and effectiveness at managing people and projects will raise your confidence and ultimately, status in your organisation
• Drive organisational performance
• Create an action plan to enhance team culture
• Lead strategically through change
• Understand the connection between resilience and ‘change readiness’