The Profound Leadership Programme

• Are you confident that you are getting the most from every day?

• Waking up each and every morning with clear energy and purpose?

• Or, are you aware that you might be holding yourself back in some way?

• DO you have a strong inner belief that you could somehow do better?

• DO you know that you could unleash still more of your potential and achieve even more for yourself?

• DO you wish you could experience more joy from your work and personal relationships?

• DO you want to achieve a more healthly balance in your life and feel more alive than you do at the moment?

• DO you sometimes wonder why some relationships work better than others and wish you could get more satisfaction from those around you?

• DO you want more confidence, self esteem, poise, charisma, choice, or simply to make more of yourself more often?

If you have a noticeable reaction to any of these questions, then you have found exactly the right programme and the right people to do it with.

Here at Learning Edge we specialise in working with managers, leaders, teams and individuals like you to help create relationships and compatibility that transform the cultural life of organisations and the people within them - which we can prove impacts positively and directly on performance and the bottom line.

Leadership - Compatibility and Productivity

The major issue affecting the performance, output, morale and culture of any group or team is the compatibility of the individual team members. In research conducted initially for the US Navy, Dr. Will Schutz the originator of FIRO® Theory, discovered that under pressure, 50% of teams would fragment. The research further proved that using FIRO Theory to facilitate team compatibility immediately reduced the fragmentation to 25%. He discovered that when teams were facilitated to become compatible, morale, culture, cohesion, production and output all increased dramatically.

The Profound Leadership Programme, created by Learning Edge Consulting, utilises FIRO Theory. It asserts that all human beings have certain fundamental needs which need to be satisfied in their everyday interaction and relationships with others. If these needs are not met, the resulting relationships will be less than optimal. In a business environment this will often result in individuals, teams and even entire organisations functioning at much less than their full potential. The Profound Leadership approach recognizes that the person best placed to facilitate compatibility is the team leader. This approach seeks to impart the self awareness, knowledge, confidence, skills and abilities which team leaders require in order to create, sustain and maintain compatible and productive teams.

Leaders at all levels of expertise and authority have benefited from this programme. At the time of writing, well over 600 managers, leaders and executives, from team leaders and first line managers to Chief Executive Officers have experienced the Profound Leadership Programme.

Profound Leadership Programme

The Profound Leadership Programme enables participants to develop skills in facilitating compatibility intentionally. This harnesses team processes which impact positively on performance, which in turn impacts on the bottom line.
The programme is five days in duration and creates awareness, understanding and practical skills in working with the underlying processes which underpin compatibility; these are the emotional aspects of:

• Creating inclusion and heightened contribution to teamwork
• Addressing needs for control and influence
• Creating openness and direct communication in teams and interpersonal relations
• Creating the conditions in which the team can benefit from increased discretionary effort
• Establishing Collaborative Networks

Why this programme?

Collaborative networks are the power base of effective leaders; the efforts of the whole network are invariably greater than the sum of the individual parts. In collaborative networks there is a culture of give and take and this creates a system which triggers the release of discretionary emotional effort.

Discretionary effort cannot be mandated, bought, or in any way forced. It is the emotional output
people bring to a job when the aspects mentioned above are attended to. When this happens team members want their team to succeed and want to be part of the success that is created.
The effectiveness of leaders in creating this culture is affected by their ability to collaborate with
others. This in turn is affected by their self awareness and the impact their behaviour has on others. When leaders are able to create effective collaborative networks they enable their teams to enhance their own individual as well as their collective resources, which in turn impacts on the process of increasing productivity.

The Profound Leadership Programme utilises FIRO Theory to deliver highly effective skills in achieving the above.

Participants can expect to:-

Develop Self-Awareness in self and others
Develop a greater awareness of how they manage and participate as a team member
Understand the dynamics of relationships and the impact they have on others
Release their potential by developing emotional intelligence and empathy skills
Develop an in-depth understanding of the behaviours which facilitate relationships
and those which cause relationships to fail
Understand the importance of establishing `Collaborative Networks'
Learn how to identify and manage defensive behaviours in self and others
Understand the defense costs to your business
Learn how to unleash `Discretionary Emotional Effort' in reports and teams
Understand how self esteem impacts on motivation, relationships and performance
Develop a unique set of high performance facilitation skills
Learn how to coach others on improving their own relationship skills
Learn how to challenge and confront appropriately and effectively
Achieve outstanding results by understanding the importance of contracting
Develop a skilful approach to structured feedback and appraisals
Experience a week of immense personal insight and development

High Level Outline of Programme Activity

Expectations and personal needs of programme

Introduction to FIRO Theory
360 degree Feedback review
Learning Objectives
FIRO Element B - understanding our behaviour and our impact on others
Self perception v feedback (includes feedback practice)
FIRO Element F - understanding the feelings that drive our behaviour
FIRO Element S - the impact of self-esteem on communication, motivation, relationships and
productivity
Understanding our defenses and the defense costs to business
The 'ABC' of Leadership
Motivation, Self and Others
Discretionary Emotional Capital
Collaborative Networks
The importance of negotiated agreements
The Effective use of power in the leader - report relationship
The Learning Edge Feedback Model
Leadership in practice
Review of programme

Day One
Introduction to The Human Element Model & discussion of this approach
Needs and expectations from the programme
Introduction to Dr Will Schutz' Theory and history of the model
Applications of the instruments and model
The catalytic nature of the instruments
The Truth Option (self awareness and openness) and The Choice Concept (self determination)
The dynamics of relationships
The Fundamental Dimensions of the Model: Inclusion, Control and Openness
Developing high levels of awareness
Introduction to Element B (Behaviour)
Self perception v group feedback

Day Two
Completion and interpretation of Element B
Fundamental behavioural preferences and the impact on relationships, teams, organisations
Defensive behaviour and the importance of self-awareness
Rational/Defensive Continuum and the defense costs to organisations
Introduction to Element F (Feelings)
The Three Dimensions of Feelings: Significance, Competence, Likeability
How feelings drive behaviour
Self perception v group feedback

Day Three
Completion and interpretation of Element F
The link between the Dimensions of Feelings and Behaviour
Introduction to Element S (Self Concept)
Self Esteem and Self Concept
The implications of low self-esteem to personal and organisational effectiveness
Self perception v group feedback

Day Four
Completion and interpretation of Element S
The link between Self Concept, Feelings and Behaviour
Using the model and facilitating the instruments
Coaching with the instruments

Day Five
Atmosphere and Role Compatibility
Explaining the model - developing a pitch
Developing high performance teams
Practising our facilitation skills in team development
Methodology

What does it mean in practice?

Case Study

A client initiated a company-wide roll out of the Profound Leadership Programme, which had a particular emphasis on `leading by coaching'. The in-house version of the programme was called The Leader As Coach Programme. This was offered to every people manager in the client's business. Research conducted by the client at the end of the first year of the roll out, found the following:

Participating managers had experienced a 20% improvement in their coaching skills since attending the programme.
There was a 14% year on year increase in the number of individuals who reported that their
manager provided the coaching needed to improve performance.
81% felt that being coached had helped them to feel more motivated about their work.
94% felt that being coached had helped them to improve their skills.
84% felt that being coached had helped them to feel more confident about certain areas of work.
63% felt that being coached had helped them to take on more responsibilities.
81% felt that being coached had led to more positive working relationships with their manager.
78% felt that as a result of coaching they had improved their overall performance.
84% of managers reported that they used coaching skills informally on a daily or weekly basis.
92% believed The Leader As Coach Programme had helped them understand the impact of their
behaviour on others.
74% said the programme had helped them build constructive relationships with other managers.
78% said the programme had helped them motivate direct reports to perform more effectively.
73% said the programme had helped them improve the performance of some of their direct reports through coaching.
57% of managers reported using coaching direct reports as an alternative to sending them on a
training course.
68% of managers responded that they had been able to delegate more to others.

The findings demonstrated the value added to the business by the programme. The Profound
Leadership Programme achieved a Return On Investment in 8.3 months. The return on investment in year one = 137% of cost of intervention. The programme had a significant impact on the bottom line. Managers found that they had reduced their reliance on external training. Staff opinion surveys demonstrated increases in satisfaction, motivation, commitment and morale. The report concluded that The Programme led to an increase in profits, added value to the organisation and was a worthwhile investment. Aims and objectives of The Profound Leadership Development Programme:

Feedback from Geoff Howe - Avionics Production Manager - BAE Systems INSYTE Operations Division

“We put 20 of our established shop floor supervisors through the Leadership Development Programme, not only did every single supervisor declare the programme the most practical they had ever attended, but the increase in efficiency after 2 months was so dramatic from one of our Manufacturing Teams that we had to check that the figures for time taken against time allowed was correct! A 20% improvement on base times.

The course is designed to show managers at all levels how to maintain compatible productive teams and it succeeds in every case, our plan is to put every supervisor through this type of training as we believe the return on investment is easily achieved within six months.
One of the biggest advantages of the course is its applicability across all disciplines such as
Manufacturing, purchasing, Finance, Engineering, Servicing and Material Control, Supervisors from these disciplines took the course together and applied the ethos in the same manner, successfully in every case.

This is the most progressive, practical course I have ever encountered.”

******

“If you are wondering if this is the programme for you, rest assured the answer is yes. In 10 years in the development business and lots of qualifications later, I can say with complete conviction that I wish I had done this first. It is a complete and accessible model for change which is facilitated with mastery.”

JC Biggin Hill, Kent

The general aims of our programmes

To give participants the opportunity to develop practical human relations management skills.
Develop leadership ability through coaching, training and team work, and to further explore their own leadership style.
Experience and gain understanding of some of the core concepts of leadership.
To identify their strengths and areas of developmental need across a variety of interactive models.
Understand and experience the group and team dynamics and gain confidence in managing the
process of a group, as well as balancing process and task.
Explore the pressures and stresses on group life and culture that can hinder achievement; increase skills in emotional management; identify and develop skills for working in challenging situations.
Develop a tool kit of practical techniques, and expand their repertoire of skills.
Gain an awareness of factors that influence the effectiveness of the manager e.g.
personal power, empathy, presence, congruence, and authenticity.
Our programmes are interactive, with a balance between experiential exploration, skills practice and theoretical input. We draw on structured exercises, role play and simulation, pair and small group work, self-monitoring, peer feedback, discussion and review, and expert coaching. Participants are encouraged to identify ways through which learning can be integrated and continued within their work.

Values

We believe that the training and development process should be rooted in people's own experience and be of direct practical value. Our training models are wide ranging and include work with groups, individuals and established teams. They draw on our breadth of experience as trainers, consultants to teams and organisations, and from coaching and mentoring individuals.
We have a reputation for working in creative dialogue with our clients, and for designing and running tailor-made training programmes, founded on a respect for the knowledge and experience of those we work with. We take time to listen to you and make our recommendations only when we have a clear understanding of your needs.

Our work is based on high standards of practice and ethics, which are defined and monitored individually, through membership of professional bodies, and outside supervision.

Testimonials

"Highly transformational and a deeply insightful, powerful leadership programme"

"Having attended several leadership courses during my career, the approach of this course was totally different and put a new perspective on things for me. Very thought provoking. We tend to be very 'action' orientated in the work environment and this course made me rethink about the balance."

"This course has given me some really tangible mechanisms to use for not only improving my leadership of others but also a deeper understanding of how I personally tick. The benefit of the course will be realised in all areas of my life where interpersonal relationships are important."

"The 360 process, model and process of learning delivery enabled a deep understanding of behavioural change and the transformational power of personal insight. I had some very engaging discussions with colleagues from other parts of the business and all those I worked with appeared to find the programme very supportive."

"The course helped me understand my management style and my awareness of impact on others. I have already started to change my behaviour and am seeing results."

"Helped me understand and be more aware of myself and what others think about me.Gave me a framework to work with – Inclusion, Control and Openness. Understand my team more and what defensive behaviour can manifest into. More effectively managing/influencing up."

"The whole course content was great and the course was run at great pace and the debate was very useful, for me it was the first course that did not try to make you be anyone else or adapt a different style it just made you aware of how you could get better results by understanding why people are like they are and how you are perceived."

"Hopefully will enable me to pre-empt reactions/behaviours of team members if I can understand their drivers/fears. Will modify my behaviour to get the best from both myself and them."