The Inspiring Leaders Series 2017 is designed for middle management and emerging leaders to assist
• develop your skills as an inspiring and motivatingleader;
• learn ways to enhance employee engagement so as to retain talented employees for succession planning; and
• lead change projects which engage the hearts and minds of employees and achieve a successful outcome.
The series commences in February 2017 and continues monthly for 10 months. It is presented by webinar (Mondays 7-8pm AEST) and also as a half-day workshop (Wednesdays 9am-1pm AEST). Participants at the workshop will receive a more concrete, practical approach to the content presented in the webinar. Details of these events are as follows:
1. Leading ethically in a globalised environment
Leaders today are expected to engage more with their direct reports in decision-making, performance improvement and talent management. Utilising the most appropriate leadership style to achieve all the outcomes of the role is sometimes difficult given the demands of the situation and the organisation. Learning how to manage things and lead people is one of the biggest challenges that leaders face in a competitive market environment. Becoming an inspiring and motivating leader who captures the minds and hearts of all employees is an aspirational desire of most leaders today.
Webinar: 6 February Workshop: 8 February
2. Employee engagement
Employees start out in their role enthused and willing to give the job their ‘all’; however as reality sets in, something changes. How employees respond to the expectations of their role and the requirements of working as a member of the team defines their level of performance in the organisation. It is the leader’s role to determine the type of engagement that suits individual employees so as to get the best results out of them and achieve the business outcomes. Motivational approaches to leadership provide some solutions to engaging all employees towards peak performance.
Webinar: 6 March Workshop: 8 March
3. Positive work environments
Creating the conditions of work which support and enable ‘human flourishing’ is a responsibility of leaders in organisations today. Openness to individual differences, utilising the strengths of team members and appreciating diversity are all practices that support the development of positive work environments. These activities, coupled with a leadership style that enables and empowers employees to behave ethically and responsibly, use their initiative and resolve conflict constructively, are the ingredients of a powerful Employer – Employee coalition.
Webinar: 3 April Workshop: 5 April
4. Mindset and behavioural change
Organisations are designed for a purpose – to deliver on a product or service to meet customer needs. Their vision of where they want to go and how they want to get there guides strategies and performance outcomes. Their values underpin everything that employees do and how they behave in relation to other employees and customers. Organisations seeking cultural and behavioural change need to be mindful that change occurs twice – first in the mind and then in the behaviour. Hence changing mindsets is a necessary precursor of voluntary behavioural change. Identifying the limiting beliefs and other influences that hold employees back from making changes is the first step in the process of behavioural re-construction.
Webinar: 8 May Workshop: 10 May
5. Emotions at work
Organisations are places of people. People live, work and feel different things. How employees react or respond to situations sets up a series of events that can lead to many different outcomes both for themselves and others. Organisations which tolerate, indeed allow, displays of emotion facilitate authentic emotional expression which can then be addressed appropriately by all parties concerned. Displays of emotion could include tears, anger, frustration, disbelief etc. These are positive emotional responses to certain situations. However when emotions spill over to inappropriate, destructive behaviours such as shouting at others, bullying and harassment, the organisation must intervene. Leaders need to learn how to deal with emotions in the workplace, what is acceptable and what is not, when to intervene and how.
Webinar: 12 June Workshop: 14 June
6. Coaching conversations
In a conversation, people listen to each other and gain knowledge of the others’ perspectives and points of view. Actually listening and hearing what the other person has to say is a real art. We think we listen, but in fact the moment the other person starts to talk, we begin to formulate our response to it, and often interrupt them in order to have our say. This kind of conversation occurs in organisations every day, almost all day. It’s only when the listener waits to fully hear what the other person is saying, and then responds in a way that the speaker knows they have been heard, that a true conversation unfolds. It’s only when the listener reflects and asks a powerful question of the speaker, that a coaching conversation begins; that’s when both the content and the relationship go deeper. When everyone in an organisation understands that coaching conversations elicit insight and discovery of owned solutions, then a powerful internal dynamic of acknowledgement and support has been achieved, which can, at times, be unstoppable.
Webinar: 3 July Workshop: 5 July
7. Feedback conversations
Performance management is one of the most reviled and ill executed human resource management practices that leaders engage in. What leaders fear is giving feedback to employees who are not performing and who will most likely rage against what is said in the performance meeting. Instead, leaders can instigate a series of feedback conversations with employees which address any performance issue early. Having feedback conversations with employees is a way to defuse the anxiety of an annual performance review. Leaders sit down with an employee on a monthly basis to constructively provide feedback on the positives and negatives of his/her performance. Coming from the intention to help and support, and provide training if required, the leader maps out with the employee the best way to get the performance back on track. This process re-affirms the organisation’s commitment to the employee; s/he knows that, in addition to requiring that the job gets done right the first time, the leader has his/her best interests at heart. Conducting feedback conversations addresses the issue and at the same time supports the person.
Webinar: 7 August Workshop: 9 August
8. Leading change
Organisations change in response to innovation, demand or crisis. These drivers of change cause the organisation to re-think the current vision and strategies in order to overcome the threat or take advantage of the opportunity. Change projects are often treated as such – as projects. There are a myriad of approaches to project management, all of which achieve the task component of the change, but very few of which incorporate approaches to key stakeholder (i.e. employee) engagement. That’s why the majority of change projects fail – because they fail to take the people along on the journey. They fail to communicate effectively with employees. They fail to explain the urgency of the situation. They fail to involve employees in making plans to create the new future. And they fail to provide ways that employees can be a part of making that future a reality. For all these reasons, change projects that are treated as projects to be managed will fail, unless the human side of the change is considered and planned for as well.
Webinar: 4 September Workshop: 6 September
9. Talent management & succession planning
There is agreement that talent management is the systematic approach that the organisation takes to developing its employees. However there are different ways to define talent and understand how it originates. For some, talent is innate – one is born with a unique set of abilities in a defined field (like a musical genius); alternatively others view talent as being developed over a period of time with the right guidance and support (like a sports athlete). How an organisation defines its talent determines the strategies that are put in place to develop that talent. The most common way that organisations manage their talent is a mixture of both: they classify the top 10-20% of employees as talented, based on some pre-defined criteria, and then provide developmental activities to enhance the skills of the remaining employees. Why do organisations concentrate on the top 10-20%? Simple – to refresh the talent pool available for succession planning and, in addition, to retain the most talented employees in the organisation so that they don’t take their skills to the opposition. It just makes sense to support your brightest and most talented employees so that you can ensure there are replacements for the top team when some of the executives retire or resign.
Webinar: 2 October Workshop: 4 October
10. Career transitions
From time to time, people need to refresh who they are and what they do. Work identify is important for career management, wellbeing and financial security. Employees are no longer wedded to the job – they are wedded to any job that will pay the bills and provide developmental opportunities. Organisations need to ensure that employees remain happy in their jobs – happy to perform well and happy with their work relationships. Flexible workplaces spawn a variety of career types – full-time, part-time, contract, portfolio. Managing the transitions between work types, roles and organisations can be at best, exhilarating, and at worst, debilitating. Understanding the stages of career life and emotions helps employees navigate employment options and shows them ways to enhance their employability.
Webinar: 13 November Workshop: 15 November
NOTE: These workshops or the entire series may be conducted on-site by arrangement.
Venue for the workshops is the AIPC HQ, 82 Park Pde, Shorncliffe Q 4017.
Cost to attend the half-day workshop is $97.
Register for each event separately or you may register to attend all the events:
For all enquiries, contact us by email to firstname.lastname@example.org or call us on 1300 309 360.