The programme consists of a Hay 360 emotional competence inventory, with feedback from an independent, qualified assessor; 3 one day workshops,off site from the workplace, and 6 one to one coaching sessions for each participant.
The 360 enables the participant to reflect on the results and consider the content of any professional / personal development action plan to be undertaken as part of the programme. The Coaching sessions are confidential between coach and coachee but ‘themes’ and ’emerging trends’ will be reported on to the Sponsor, but not in any way that might identify individuals. The three one day workshops have stand alone themes but the content is in support of the aims and objectives as set and agreed by the Sponsor and CAL.
Organisational and Personal leadership values – conflicting and complementary – and how you communicate these.
Developing a personal communications strategy
Your expectations of the staff you lead.
Knowing where your ‘line in the sand’ is ( before you need to know).
Developing and setting Action Plans for this programme.
Understanding the internal and external customer – informal or formal service level agreements to give ‘added value’
Understanding the Cultural Web of your organisation and managing your and your teams role in it.
The role of Trust and Confidence – building and enhancing
Using change management tools -what works best?
Presentation of Personal Vision to other participants.
Presentation and discussion with CEO, or similar, of Futures Thinking exercise.
Review of action plan and programme including peer support opportunities.
The six coaching sessions take place throughout the programme on a one to one basis, off site and are confidential between coach and client – Coaching contracts between coach, client and sponsor support this.
Any post programme assessment is carried out by the Sponsor, or by CAL if required . Our experience shows that Cohorts of approximately 8 participants is an ideal number to ensure maximum group engagement, knowledge sharing and one to one time with the appointed facilitators; normally 2. The facilitators also undertake the coaching aspect of the programme. Where there is a large number of participants this arrangement enables workplace abstraction to be easily managed with little impact on service delivery or performance levels.