Course Description︰

• Many professionals in organizational life are excellent at problem solving and fire-fighting. But is this leadership?
• We will look at and contrast problem-solving behavior with systemic structural behavior to differentiate between what is good management and what is great leadership. Great leaders effect organizational change.
• We will look at both the theory and practice of change using a methodology that combines several short lectures with practical interactive activities.
• For personal leadership development, this program looks at 16 specific leadership skills to see how participants measure up in their organizations. This will happen through specialized assessment, feedback, and coaching.
• This program will also look carefully at the dynamics of team learning and how these dynamics create better dialogue, conversation and collective meaning making.
• In our “Situational Leadership module”, we help attendees better understand how to assess their subordinates, and to develop strategies that we, as great leaders, can use to grow our subordinates into the leaders they are capable of being.
• In the “Leading the Learning Organization” module we will especially look at practical examples of companies around the world that have been successful in creating organizations that learn faster than their competition, and who utilize learning as a definitive competitive advantage.
• We will engage in the subject areas of (1) Personal Mastery; (2) Shared Vision; (3) Challenging and Changing Assumptions; (4) Team Learning and Dialogue; and (5) Systems Thinking.
• Another dimension of the program Applying Systems Thinking - allows leaders to see the complex factors that comprise the whole and therefore allows them to make the best solutions possible to them solutions that will last over the long-term.
• The fundamentals of Systems Thinking for a leader will be one of our major focuses.
• Finally, we will examine a new book, Good to Great, for the practical and effective leadership and organizational lessons that it teaches.

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  Participants︰

• This program will be valuable to project managers who wish to become project leaders. In other words, project managers who wish to learn how to manage opportunities more proactively on their projects.
• It will also be important to those who are involved in projects that face uncertainty and change.
• The course will also be important to risk practitioners wish to expand their skills to handle upside risk.
• Finally, any project stakeholder with an interest in maximizing the chances of project success will also benefit from this program.

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DAY ONE

0830 ~ 0930

Introduction to the program

Icebreaker activity

What can we realistically accomplish in two days?

Program overview

Workshop methodology

Ways of being

My responsibility in the community

Your responsibility in the community

Theory and practice

0930 ~ 1030

Creating a community of learners and leaders

Why do we need to create a community of learners and leaders?

The power of community learning

Lessons of experience

1030 ~ 1045

Tea Break

1045 ~ 1115

Who am I as a leader? - Developing self-awareness

Why is self-awareness so important?

The link between self-awareness and leadership

Research findings regarding self-awareness

How does a leader develop?

Hard-wired

Lessons from experience

Leaving the comfort zone

1115 ~ 1200

Traditional organizational behaviors

Event behavior

Trend behavior

Structural behavior

1200 ~ 1300

Lunch Break

1300 ~ 1415

Leadership and change

Change leader exercise

Transitions

Scott and Jaffe Model

Change leadership examples

1415 ~ 1530

Introduction to coaching and feedback

Why is coaching and feedback important?

Coaching lessons from experience

An effective feedback model

1530 ~ 1545

Tea Break

1545 ~ 1645

Situational leadership

Heresy-Blanchard model

Practical uses in project management

1645 ~ 1700

Summary of the day – practical applications

DAY TWO

0830 ~ 0845

Icebreaker

0845 ~ 1000

Leading and the learning organization

The leader’s new role

Personal mastery

Shared vision

Assumptions

Team learning

Systems thinking

1000 ~ 1030

Team learning

Dialogue

Skilled conversation

The power of balancing inquiry and advocacy

1030 ~ 1045

Tea Break

1045 ~ 1130

Creating effective conversations

Questions exercise

Argyris: Ladder of inferences

Left-hand column exercise

1130 ~ 1200

Problem-solving - making meaning together

Historical roots

Leadership and the deep blue sea exercise

1200 ~ 1300

Lunch

1300 ~ 1415

Introduction to systems thinking

What is systems thinking?

Links to project management

1415 ~ 1530

Practical applications of systems thinking

Using systems thinking archetypes

Common stories

Shifting the burden

1530 ~ 1545

Tea Break

1545 ~ 1630

Transforming your organization from good to great

The research

Good is the enemy of great

Who are the right people?

Hedgehog concept

Level-5 leadership

Transforming your organization

1630 ~ 1700

Summary and conclusions

What did we really learn?

What is there still to learn?

Keeping the spirit alive

1700

Program close