Virtual

Contact Manager

Phone:

0800 4 virtual
+644 570 0727
+64 21 620 456

16 Kauri Street, Woburn, Hutt City, New Zealand

email:

Manager@virtual.co.nz




Steps in our Leadership Development Course

Diagnostics

The generalised process above is shown just as a demonstration. In actual fact every process is different, specifically taylor-made for the individual needs of the client. These needs are identified by the diagnostics.

Pre-Reading

Before each module, pre-workshop readings will be issued and exercises undertaken so that the most effective use can be made of the workshop time in facilitation mode rather than teaching mode. Information exchange will happen largely between modules rather than during the modules. Over the course of the training the readings, notes and practical exercises supplied by Virtual Group will grow into a highly valuable body of material for future reference.

One-day Workshop

The content of the one-day workshop depends on the client's issues however it often covers at least the following:

To be successful all teams must be aligned with the organisation's Value Proposition. This is fundamental to success, yet many Managers don't even know what their Value Proposition is. For example, the characteristics of a successful team in Peter Jackson's film studio would be very different from the characteristics of a successful team at the Warehouse - because they have totally different Value Propositions. The course shows you how to determine your Value Proposition and how to align your various teams to it.

Many managers focus on tangible assets, but today 95% of market value is tied up in intangible assets, so no matter how hard they try, managers don't succeed because they are not putting their horsepower where it matters. They aren't getting the leverage. The course shows you what to focus on and how to maximise this.

Research carried out by the Gallup Organisation over 25 years, involving more than 1 million people, 120,000 hours of tape and 5 million pages of transcript shows that great leaders are different in almost every conceivable way except for the one thing they have in common. This is the ability to identify talent and use it more effectively. Many managers do this intuitively and fail. Other managers treat their staff (and their clients) the same; however research shows that people are fundamentally different from each other; and if you treat them the same, you will get grey results rather than the brilliance that comes from treating them special. People have different talents. These are things that they are born with, they can be developed, but only around the edges. We now have the technology to test for these talents. This removes years of blind trial and error and the associated costs and mistakes. There are various combinations of four quite different types of people. Firstly there are the Rational types who are great at analysis and solving tough problems, they like to be appreciated for doing things. There are the Planners who are great at precision, establishing order and meeting deadlines, they like to be appreciated for meeting standards. Humanitarians are the third type, they are brilliant at relationships, persuading people and building teams, they like to be appreciated as a unique person. Finally we have the Innovators who have the ability to see the end result before things have even started, they can see into the future and have great vision, they like to be appreciated for their ideas. Just imagine the power of being able to put these people to work on your problems that need their genius. And the costs of putting the wrong person on the job! Also, imagine the benefits of targeting your appreciation and the turnoff if you get it wrong. In the course we show you how to determine what type of person you are dealing with in a far more scientific way that removes almost all the uncertainties, and how to get the best out of them using a powerful tool called Herrmann's Thinking Preferences.

Many managers spend most of their time fixing problems and correcting poor performance. Leaders spend their time doing very different things. This finding is tested by other research in 10,000 business units and more than 30 industries. It shows when managers do these things people increase their individual productivity, are more likely to stay with their organisation, receive higher loyalty and satisfaction scores from customers, have better safety records and have fewer accidents on the job. At the course we show you what they are and how to do them.

Most managers spend less than 30 percent of their time directly supervising their people individually. They spend most of their time in group meetings dealing with their people or with their peers and their boss, or with people outside the organisation such as customers and suppliers. When groups are operating effectively, they can solve more complex problems, make better decisions and achieve more creativity than individuals working alone. Yet most managers have never been trained in how to work most effectively with teams. They don't get results, and yet it's not their fault. The course is designed to build these team managing skills.

Staff will walk over hot coals to follow certain people because they do some simple things differently from most other people do. These things are easily learned and easily practised and yet most managers don't do them. At the course we show you what these things are and how to do them.

The Modules

The modular approach means that considerably more work will be achieved than if the same training was provided in one solid period.

The modular approach allows great flexibility so that changes can also be made depending on progress as we go.

  • Modules will involve the alignment of people, systems and processes in the organisation See the following Chart.

  • The time in between modules is used to practice the knowledge and skills in real life situations so managers constantly reinforce new ways and practice new behaviours; taking it from theory to practice; reinforcing new ways and behaviours until they become new habits.

Half-day Review and Accountability

At the start of the Program participants write to their manager and to their direct reports. They ask these people to observe them and see whether or not they achieve specific behaviours during the Program. At the end of the Program these people give feedback on whether these behaviours have been observed.

Three months after the last module participants return to review progress towards their personal commitments and to review the Group's progress.

This increases accountability and provides for corrective action.

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