Leadership Development Course
Leadership Development Course Programme

The Leadership Programme is heavily tailored on the day to focus on the issues and needs of the delegates and therefore may not follow exactly the outline given here. The course content may include many of the exercises listed below, and any additional material that the trainers feel is relevant to the delegates on the day.

PART One: Leadership Behaviours and Communication

Leadership Development part one  


* Introduce the concept of leadership behaviours
* Discussion and debate about leadership
* Define beyond traditional leadership stereotypes
* Cement personal understanding
* Individual leadership qualities and strengths
* Clarify the way communication works
* Provide insight into communication by behaviour
* The importance of attitude
* The power of changing what you do
* Leading by example
* Getting people committed to projects
* How individuals make things happen

Opening discussion on Leadership
What is it?
What qualities or skills do you need to be a leader?
Define the difference between leadership and management.
Define the different types of Leader
Give and ask for examples of:
Classic leaders
"Bad" leaders
Non-Standard leaders

Seeing and Perception as a Leader
This section on on thought leadershipdeals with how we perceive. It works with the idea that perception is reality and that assumptions affect how we see the world.

It also looks at changing terms of reference and seeing the bigger picture. How to stop yourself seeing what you think is there and see what actually is there, and then deal with that.

Group work on seeing a current leadership issue from differing points of view

Leadership Communication Dynamics
A brief overview of what communicates with particular emphasis on what you do as a leader being as, if not more important as what you say. Working with the idea that miscommunication is normal and that small changes and do-able things can move things forward.

Impact of Body Language
A simple exercise to demonstrate the power and control the listener has, through body language
and attitude.

What makes Leadership Impact?
How do you know when someone has made an impact
What about you?
Where do you make the greatest impact? - How?
Where are you most comfortable?
Where are you most uncomfortable? - Why?
What kind of an impact do you think you're making then?
What happens between comfortable and uncomfortable?
The IMPACT model
The use of the Individual's best skills to convey a clear message, well Prepared, with good Audience interaction, presented with Conviction and supported by the right Technical backup

This is followed by a series of short exercises designed to develop people's awareness and capacity:

Leadership First Impressions
Making the impression you choose

Persuasion, Motivation and Inspiration
An individual leadership exercise where people choose a work-related subject they feel strongly about and present it using the work of the day to consolidate their message with the aim of persuading, inspiring and motivating others.

Getting Committed
If something happens, it's because someone is committed to its happening.

Personal Commitment
This section looks at leadership around how we each commit and de-commit to things personally. It then relates that to how people commit to bigger projects.

The Leadership Turn-Around Exercise
Here we take an existing project or potential leadership issue and work on a plan to get it working better.

Moving to Wrap up the Leadership Day
From personal experience using the preparation
Profile a leader to present
Answer the question "How is it done?"
Present back to the group
How do you do it? Back up your assessments with examples from the Style and Competency sheets done in the preparation.

Leadership Development Course Day One Summing Up and Close
Personal take out from the day
What else are they individually taking away?
What are you going to work on before the next leadership session?
Seven day commitment

Leadership Development Course Handouts:
Leadership Quotes
Project Buster document
Presentation document
Influencing with Flair

Part 2 Two: Influencing and Facilitation as a Leader

Leadership Development Course Day Two


* Understand the parameters for influencing others
* Look at individual strengths and personal style
* The power of behaviour to influence others
* How not to have to do all the work yourself
* Leadership with diverse partners
* Look at empowering others and mentoring
* Skills and insight into facilitating meetings
* The environment needed for effective facilitation
* Understand, spot and manage group dynamics
* Delegation and how to delegate even to difficult people
* Handling specific situation's and "characters"
* Skills to keep things moving forward

Review of Leadership day one
A review of the last leadership session and a look at anything arising from the practise/ preparation.

Influencing as a Leader
A look at just what influence is and how it works, followed by the types of influencing

Personal Experience
Participants give examples of biggest influencing success and of one where they failed to influence.

Leadership Style
In this section we look at everyone's personal leadership style
and give each person feedback from the trainers and participants about what works for them as a leader.

Joining and leaving groups and networking

3 exercises to look at the power of changing your importance when relating to others
Deliberate change of status to shift the dynamic
Changing yourself to change others

The Art of Saying No/Yes
Work on turning people down without saying No
Saying 'Yes' while not giving away too much or taking on too much.

Spheres of Influence
"What can I do?" as opposed to "What should be done?"
Influencing  outside your direct sphere

30 Second Leadership Influencer
Putting across a clear message
Preparing for the moment an influencing opportunity develops

Recap on Personal Leadership Style
This is an exercise that develops participant's potential ability to deploy aspects of their personal leadership style by choice.

Insight into Leadership Group Dynamics
Here we examine just what affects a group dynamic, we look at setting up the environment for effective facilitation, what can alter it and how, as a leader, to be more in charge of what happens within it.

Delegation as a Leader
In this section we look at some of the issues around delegation. We will explore the difficulties leaders can encounter when trying to get others to do things, including delegating to difficult people.

Working with People
Most of the rest of the day is run in threes, so that one person is always taking the role of facilitator/observer.

Trust and Risk and Pressure
This is an exercise to look at the difference between trust and risk . It looks at how to engender trust in someone else and how easy it is to lose it. When delegating to someone, how do you create trust between you?

Getting to We
Here we examine effect the deliberate use of the words I You and We to push and pull on a confrontation to achieve a potential resolution.

I'm Right, You're Wrong
Here we try working with changing the want, electing to lose and dealing with the odd man out. We look at the danger of imposing a point of view, rather than seeking a 'We're both right' outcome. And also the idea of making the minority right by validating their position, even if only one person has that position and Win-win outcomes.

Leadership Feedback
Feedback Finesse
Here we work on the process of choosing what your feedback is feeding and then we practise giving feedback for the effect it has on the recipient.

Feeding Back Upwards
An exercise in how to get your message up the chain of command

Game Playing and How to Spot and Deal With It
In this exercise people get to play out different, potentially disruptive roles. Others will then practice ways of defusing or levelling the situation in order to neutralise the power of the disruptive person. This leadership exercise focuses on the key leadership skill of creating non-judgemental, neutral interventions in order to move meetings along.

Using Agreement
Here we look at the use of agreement both to diffuse tensions and entrenched positions, whilst also to allowing people to feel heard and acknowledged. This includes looking for a point of agreement, then zipping the lip
Internal Boundaries
Looking for the signals as to when internal boundaries have been crossed.

Deliberate Misunderstanding
This is a group exercise in dealing with obtuse or difficult people. It demonstrates how hard it can be to get your point across in the face of other people either misunderstanding you or choosing to make it difficult for you. The work here will include what you can do to avoid being hooked in.

Leadership Rehearsals
Work on specific leadership issues brought in by the participants.

Leadership Development Course Summing Up and Close
Personal Take Out What are they individually taking away?


Course length 2 -  2 hr. sessions Cost $120 per person, max. number on course 11 people

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