. Cheryl Crumb & Associates .

Growing Leaders

Background Situation

The executive office in Canada had noticed that the management of people had taken second place to the management of function. As a result breakdowns were occurring which were negatively affecting company performance: energy-draining complaining, morale issues, “us” vs. “them” syndrome, and lack of enrolment into the future of the organization. In-depth interviews with the 18 candidates revealed recurring themes: felt they needed legitimate authority to be seen as powerful; reluctant to design their role (wanted it designed for them by sr. management); ownership not actively being taken by the majority; difficulty in having the “tough conversations”, and eagerness to “dump” problems on sr. management.

Learning Objectives

Showing up powerfully as a leader
Developing a vision and evoking individual and team commitment to that vision
Designing possibilities for the future and enrolling others in that possibility
Getting buy-in from team members and stakeholders
Utilizing all facets of communications to convey powerful messages inside and outside the team
Leading team members through change
Coaching people to fulfill their commitments
Managing conflict and handling resistance and pushback

Content

Awareness takes place in the classroom, but learning occurs in action. The following process was followed over a six month period:

Leadership vs. Management
Leadership Practices (self assessment and team member assessment)
Breakthrough Leadership Model
Inspiring a shared vision
Getting buy-in and commitment
Team development
Coaching
Situational Leadership (assessing the stretch)
Offering Feedback
Communication and stylistic differences
Powerful language and vocal and non-verbal messages
Listening
Conflict styles and models for resolution
Handling resistance and pushback

Learning Process

Learning takes place in action and in “real time”. Workshops provided ideas which were carried back to life to be tested, practiced, coached and reinforced by management. The following process was followed over a six month period:

One-on-one pre-session interviews with participants
Pre-work completion
3-hr. “fast track” overview session with the sr. executive team
5-1/2 days of training over six months
Selection of an individual breakthrough leadership project, endorsed by sr. management, to be completed by program end
8 telephone coaching calls
Monthly report to executive team on group progress

Length

6 months




		Growing Leaders Background Situation The executive office in Canada had noticed that the management of people had taken second place to the management of function. As a result breakdowns were occurring which were negatively affecting company performance: energy-draining complaining, morale issues, “us” vs. “them” syndrome, and lack of enrolment into the future of the organization. In-depth interviews with the 18 candidates revealed recurring themes: felt they needed legitimate authority to be seen as powerful; reluctant to design their role (wanted it designed for them by sr. management); ownership not actively being taken by the majority; difficulty in having the “tough conversations”, and eagerness to “dump” problems on sr. management. Learning Objectives Showing up powerfully as a leader Developing a vision and evoking individual and team commitment to that vision Designing possibilities for the future and enrolling others in that possibility Getting buy-in from team members and stakeholders Utilizing all facets of communications to convey powerful messages inside and outside the team Leading team members through change Coaching people to fulfill their commitments Managing conflict and handling resistance and pushback Content Awareness takes place in the classroom, but learning occurs in action. The following process was followed over a six month period: Leadership vs. Management Leadership Practices (self assessment and team member assessment) Breakthrough Leadership Model Inspiring a shared vision Getting buy-in and commitment Team development Coaching Situational Leadership (assessing the stretch) Offering Feedback Communication and stylistic differences Powerful language and vocal and non-verbal messages Listening Conflict styles and models for resolution Handling resistance and pushback Learning Process Learning takes place in action and in “real time”. Workshops provided ideas which were carried back to life to be tested, practiced, coached and reinforced by management. The following process was followed over a six month period: One-on-one pre-session interviews with participants Pre-work completion 3-hr. “fast track” overview session with the sr. executive team 5-1/2 days of training over six months Selection of an individual breakthrough leadership project, endorsed by sr. management, to be completed by program end 8 telephone coaching calls Monthly report to executive team on group progress Length 6 months