SELF-MANAGEMENT : PARTNERING : EXECUTION

The content covered in our programs is carefully tailored to the specific needs of our clients, with finely-calibrated adjustments based on length of tenure and background of each group of learners. This customization will include generating case studies and "war stories" that are drawn directly from relevant experiences within a given sector or organization.

 

At their core, however, each one of our programs is built around three key areas of development that every people manager—at any level of an organization—needs to master:

  • Self-management: How can I control negative emotions and feelings and nurture positive ones?

  • Partnering: How can I show up as a supportive and effective manager to my direct reports? And as a valuable colleague and team member in the wider organization?

  • Execution: How can I best manage resources and time (my own and others') to deliver outstanding work that meets and exceeds the requirements of my organization?

GETTING WORK DONE REMOTELY

Working remotely is a challenge for us all—and our work focuses on specific challenges of management in a world where both team and one-on-one meetings are largely (possibly exclusively) conducted online.

 

Our programs are designed to help rising managers and emerging leaders develop their skills the following areas:

  • Getting work done as a remote team

  • Remote performance management 

  • High-performance remote meetings 

  • Remote decision-making 

These customizations are layered on top of a core content curriculum that covers three key areas of development as below. 

SELF-MANAGEMENT

Connecting leaders to authenticity and purpose

  • The importance of authentic purpose; connecting work with personal values

 

  • Migrating from pure technical skills to strategic skills—and ultimately to leadership skills​

 

  • The wide variety of relationships that a leader needs to build, maintain and leverage within and outside the organization​

 

  • Behaviors in team and group situations that respect and honor the requirements of co-workers and colleagues 

  • Identifying ​"triggers" (in self and others) and the process of reframing triggering incidents as an opportunity for partnership

  • The importance of self-care and deploying basic mindfulness techniques to promote and maintain personal wellness and resilience

PARTNERING

Achieving shared goals working with a wide range of personality types (one-to-one and one-to-many)

  • Identify the dynamics that make up high-performing teams

  • Develop behaviors and techniques for leading when people don't want to follow (“leadership without a title”)

  • How purpose leads to relevance—and how a leader needs to be the most relevant person in the room

  • Finding the balance between push-back / disagreement and the need for commitment to a shared path

 

  • Managing challenging conversations

  • The importance of acting as a catalyst and change agent who can "build tribes" around commonly shared problem-sets

  • Develop and clearly express a personal leadership philosophy ("clarity of vision") 

EXECUTION

Getting things done effectively and efficiently

  • Direction and goal-setting

  • Delegation of work

  • Management styles for different situations

  • Performance feedback

 

  • Time management and productivity

  • Coaching and development

  • Running effective meetings (including remote / virtual meetings)

  • Tracking and reviewing progress

  • Setting and maintaining a culture of accountability based on shared values

  • Leading by example

FOR EMERGING LEADERS: BUSINESS FLUENCY

Lack of business fluency (including basic financial literacy) is a common cause of potential leaders not achieving success the executive level. For individuals transitioning from management to strategic leadership we focus on three critical areas: business strategy, organizational development and financial fluency. 

 

Business strategy: As an individual transitions from manager to leader, they will be involved in co-creating the strategic direction for the company and mobilizing the organization in pursuit of execution. Leaders need to develop the skills to influence others (peers, subordinates and top-level management) to "get on board." Only in this way can strategy be transformed into successful action.

Organizational development: Emerging leaders now share the responsibility of developing organizational capability. The talent decisions in a leader's specific area needs to be integrated with that of the entire organization. So leaders at this level need the tools, frameworks and capabilities to think more holistically about talent.

Financial fluency: Leaders within any organization need to achieve a high level of comfort with enterprise-level finance. Without this fluency, they are unable to fully participate in the various strategic dialogues and decisions that occur across the enterprise.

ADVANCED WORKSHOPS

Learn Interactive has attracted a truly extraordinary roster of world-renowned guest faculty, to complement the core curriculum with unique and high-impact workshops. Each of these interventions has been designed to approach leadership through a variety of lenses, from social anthropology to movement and the language of the body. Please contact us for more details.

MANAGING INSTINCTS

A deep understanding of human motivation and desire can help senior leaders develop a truly inspiring organizational culture.

Axel Aubrun Ph.D.

Axel Aubrun is a internationally-renowned thought leader in the field of culture change. His ground-breaking work has been published in journals ranging from the Journal of the Royal Anthropological Institute to the Non-Profit Quarterly.

He is co-founder and of the Topos Partnership, a leading consultancy advising organizations across the USA and internationally. 

MANAGING INSTINCTS is a unique workshop for senior leaders, providing evidence-based insight into the individual and group dynamics that motivate human beings to work together effectively—or, if ignored, lead to conflict and strife. Leaders who understand these dynamics can help to shape an organizational culture that truly recognizes the “whole person” in each and every employee. The business benefits of a highly-motivated and well-adjusted workforce are self-evident.

TRUSTING YOUR STORY

Exploring individual identity and authenticity through movement, voice and storytelling.

Preeti Vasudevan CMA

Preeti Vasudevan is an award-winning choreographer, educator and performer. Her work has been acclaimed by audiences across the world from her native India (3-time META award winner) to New York (Lincoln Center, Guggenheim Museum). As an educator, her pioneering process of exploring identity through story has led to engagements with the US Department of State and many other major international organizations. 

TRUSTING YOUR STORY is an inspirational workshop which deploys theater-based techniques (choreography, music, improvisation, and reflective memory) to help senior leaders access their true creativity and release powerful modes of self-expression. Participants emerge with a strong sense of connection to their vulnerabilities—emerging from this extraordinary process not weaker but stronger, and able to project and inspire others with what Vasudevan calls "personal density" and enhanced authenticity.

 

Small group work explores the impact of our identity on those around us, leading to a deeper understanding of how to work together towards a collective goal.

 

CONTACT US

Please use the form below or contact us directly at sales@learninteractive.com

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