SlideShare a Scribd company logo
1 of 27
Are you investing for
results?
INSPIRED LEADERSHIP
Passion, Belief and Knowledge delivering results to
your bottom line
Who we are
• Developed in response to a real client need in 2018-2019
• Registered in 2019: Inspired Leadership Development (Pty) Ltd
• Channel partner certification 2019-current
• Unique global collaboration
• Global footprint:
The workplace is changing
Past Current & future
In person Virtual / hybrid
Opaque Transparency
Silo Boundary-less collaboration
Logic & data Intuition, sense-making
Central decisions Empowered teams
Separate Systems Embedded into every process
Thriving in the modern workplace requires different thinking.
We need to equip managers with the skills and mindsets to leverage the potential that
lies within an engaged & inspired workforce.
The workforce is changing
Past Future
My paycheck My purpose
My satisfaction My development
My boss My coach
My annual review My ongoing conversation
My weaknesses My strength
My job My life
People entering the workforce have very different expectations from their managers.
We need to equip managers with the skills and mindsets to leverage the potential that
lies within an engaged & inspired workforce.
And help emerging leaders develop leadership & influence skills before they are in
positions of authority.
Problems worth solving
Capacity – lack of internal HR capacity to build, design, facilitate and measure learning
Stick-to-it-iveness – Lots of new project that get started but few that actually END, and we
can’t measure results or impact without ending projects. HR gets distracted quickly and the
people on high impact projects get pulled into something new before being able to complete
the delivery.
Digital and on-line apprehension – skills in HR to embrace a digitally enabled learning world.
And even in the end learner – preference for “chalk and talk” because it is easy and what
they know. Easy, but not effective
Results and Impact – how can we measure the results of what we do and impact on the
business if we do a 3 day class, or drop the ball before getting to the touch-down ine?
Lack of development and growth is #1 reason for leaving
Only 30% If we doubled that
to
We would increase
customer
engagement by
Improve
profitability by
And reduce
absenteeism by
Of employees
believe someone
cares about their
development
6/10 6% 11% 28%
Organisational
SUCCESS
The Future of Work, Gallup 2018
The BIG IDEA
Inspired Leadership is about creating sustainable behaviour change, so that
the leaders in organisations step up and stand out. An either/or training
program has limited impact. We decided to fix that.
We built a cost effective, compelling, interactive, application based leadership
development journey. We stem attrition & increase engagement with high touch
& high tech blended learning for managers & emerging talent who need to be
Inspired Leaders.
Why Emerging Leaders?
High potential future managers, functional experts and early
career professionals all need to build essential leadership skills
and experience to bridge the gap between high expectations and
realistic promotions and appointments. We stand in that gap.
Inspired leadership high tech & high touch four-month paths, join
together to form a sustainable journey of development that
prepares people to inspire and influence with or without formal
authority.
Why Manager to Leader?
Organisations are benefitting from an influx of enthusiastic, digitally fluent
and purpose driven young people. Traditional management practices and
styles quickly grind the life out of them. If you want to capitalize on the
talent of your people, equip and expect your managers to be Inspired
Leaders.
Inspired Leadership Journeys do just that. We bring the latest
management and leadership thinking to your managers using feedback;
high impact & short duration face to face group facilitation & digital learning
that challenges continued application every step of the way.
Facilitated group work
We can train your facilitators or leverage our
certified facilitators to conduct learning,
reflection and application sessions. These
face to face or virtual connections create
accountability, community & network. As
people we like to learn from others and share
experiences. We need to connect, not just be
connected.
Digitally enabled
Our technology partner: aNewSpring
brings a clean, simple mobile friendly
platform that we can brand to your
company. We leverage the unique
features of memo training and 360
feedback to enhance and embed
learning.
We offer development and growth for those who
believe in maximizing human potential.
Blended learning
No one completes e-learning on their
own. Initial enthusiasm quickly
dwindles. We blend face to face, a
variety of on-line learning methods
with application and reflection.
Accountability to learn and apply is
monitored by the learning peer group
& facilitator.
Measurable impact
Inspiring Leaders starts and ends with 270
or 360 degree feedback. Participants select
peers and people they lead, as well as their
manager to give them feedback on the
Essential Characteristics of Emerging
Leaders or Managers. The post
assessment, as well as group attrition,
engagement, performance and bench
strength demonstrate impact.
Advancing through levels
We all like to feel like we are
progressing. The Inspired Leadership
Journeys have levels and participants
are rewarded and recognised for
completing each level with a certificate,
manager 1:1 and company specific
awards. Leader boards & social
engagement on the platform
encourages and spurs on progress.
Application
Each module has various real world
application challenges. Participants
need to record what they have done
and reflect on what worked and what
didn’t, what the impact was and what
gaps they have & discuss these in the
facilitated Group Sessions.
Why does this work?
• We stay the course
• We stand in the gap
• We facilitate peer group connection
• We work with the eco-system
• We focus on what individuals can
control:
• Mindset
• Behaviour
• Attitude
• We hold learners accountable for
their own progress
Inspired Leadership delivers bottom line impact
Organisational
SUCCESS
Inspired Leadership measures 2019/2020
100% Participants
increase
Improved
performance
Applied what
they learnt at
work
Increase in
engagement
Retention 81% 87%
Essential
Characteristics of
Emerging Leaders
13
Emerging Leader Journey
Early career professionals, specialists, high potential talent, succession development
Understanding me
Working with Emotional Intelligence
Managing Conflict
Developing Agility
Leading Self
Networking and Collaboration
Tools for Success
Financial Acumen
Strategic leadership
Leading Business
Purpose, Vision and Goal setting
Fundamentals of coaching and mentoring
Giving and receiving feedback
Managing effective meetings
Leading High Performance
Influence when you are not in charge
Communication keys and tools
Personal Brand
Managing Up
Leading without Authority
Download Emerging Leaders Brochure
Path 1
Path 2
Path 3 Path 4
High potential talent are equipped with the foundational
leadership skills to advance their careers.
Architecture of the journey
Path
orientation
Coffee Break coaching TIP
(Thinking into Practice)
Insights and
reflection with
manager
Application and
Reflection guide
Understanding me
Module 4
Meeting management
Path 1
Path 2
Path 3
Path 4
Emerging Leaders: Who & how
Who should be on the Journey?
• Young or inexperienced talent with
potential for increased leadership
responsibilities
• Young leaders looking to increase their
readiness for leadership appointment
• Technical or functional experts who need
to close leadership skill gaps to move into
more influential roles
How does the organisation benefit
• Develop well rounded leaders with aptitude
and attitude to lead in a rapidly changing
world.
• Strengthen the leadership pipeline
• Retain key talent and high potentials with
experiential & personalized learning journeys
• Assess learning aptitude as a key determinant
of success
Essential Competencies
for Managers
17
Manager to Leader Journey
Responsible for the performance of others
Managers are equipped with the leadership and management skills & tools to inspire and lead their people with
confidence.
Developing Self-Awareness
Effective Communication
Crucial Conversations
Building Trust
Leading Self
Business & financial acumen
Understanding our organisation
Tools for Success
Management Effectiveness
Leading Business
Leading Change
Leading High Performance
Creating a culture of learning and growth
Managing poor performance
Leading Others
Psychological Safety
Building a Sense of Belonging
Managing the Wellbeing of Others
Proactive Inclusion
Creating a culture of Wellbeing
Download the M2L Brochure
Path 2 Path 1
Path
orientation
Coffee Break coaching TIP
(Thinking into Practice)
Insights and
reflection with
upline manager
Application and
Reflection guide
Path 1
Path 2
Path 3
Module 1
Psychological Safety
Module 2
Building a Sense of
Belonging
Module 3
Managing the
Wellbeing of others
Module 4
Proactive Inclusion
Path 4 Creating a culture of wellbeing
Manager to Leader Architecture
Cohorts start with Path 1 & 2, and then move to either of the other
2
Manager to leaders: Who & how
Who should be on the Journey? How does the organisation benefit
• New or experienced managers who are
technically proficient but lack
management and leadership skills
• Managers who need to up their game and
embrace influence not just positional
authority
• An existing manager who wants to!
(Motivation to grow and learn is a sure
indicator of future fitness)
• Develop well rounded leaders with aptitude
and attitude to lead in a rapidly changing
world.
• Strengthen the senior leadership pipeline
• Investing in your managers as people has a
direct impact on improving customer
engagement, reducing safety incidents &
reducing absenteeism. (It’s the Manager,
Gallup 2019)
• Assess learning aptitude as a key determinant
of success
Inspired Leadership is Accredited
What are the benefits of accreditation?
• Buying the accredited Inspired Leadership Journeys means you are eligible for the tax rebate
incentive referred to in Section 12H of the Income Tax Act. These are tax rebates from SARS.
• You gain access to an Employment Tax Incentive (ETI) per month, per learner on Inspired
Leadership aged between 18-29 years old, off-set against PAYE.
• Since this programme is accredited, it counts towards BBBEE and can be included in your
WSP/ATR.
• Learners will receive accredited SETA certificate on successful completion of a 12-month journey.
• This is a credit bearing course and will count towards Continuous Professional Development (CPD).
Inspired Leadership in partnership with Sange SA
Nobandla Gobodo, Managing Director
Sange SA is a Level 1 B-BBEE contributor and an Exempt Micro Enterprise (EME),
100% Black Female Youth Owned entity.
This means:
• 135 % maximum gain on procurement.
• Aligned to the BEE Codes of Good Practice.
• Enjoy maximum points gained at a low cost due to initiative entry
incentives such as
• tax rebates
• youth subsidies
• Enjoy additional BEE points on Enterprise and Supplier Development.
MAJOR
COMPETITORS
Online learning
LinkedIn Learning, Udemy, Coursera, Khan
Academy etc. are all wonderful platforms. However
no one is interested in the opinions, experiences or
thoughts of the learner. 25% of employees believe
that their opinions don’t count at work. If we
changed that we could realise a 22% reduction in
staff turnover.
Academic institutions
Wits, UCT, GIBS all offer great programs. For the
most part they expect your learners to come to
them for days and weeks at a time, and time off
work is exactly what we don’t want at this career
stage. The costs make investment very selective
and we all know that developing leadership takes
time. We need to be in it for the long term…
Leadership is not something we learn overnight.
Face to face courses
Face to face facilitated courses are wonderful for
networking, discussion and practice. Unfortunately
unless what is learnt is applied immediately after the
course, very little ROI is gained from the experience.
There needs to be regular & varied exposure for proper
encoding and retrieval to take place.
Some of our Inspired TEAM
The Inspired Leadership Team are experienced
leaders, facilitators, and coaches.
Each person and company has been certified to
consult & facilitate on Inspired Leadership and to
deliver the value and results that will impact your
bottom line.
Measurable Impact
Emerging Leaders
Increase engagement (100%)
Increase retention (80%)
Increase in performance (100%)
Manager to Leader
Increase in engagement (100%)
Increase in retention (87%)
Increase in performance of their team (75%)
Indirect Impact:
90% experience an improvement in mgr performance
72% are more engaged
81% are performing better because of their manager
How can you become Inspired?
Become an Advocate
Promote and position the Inspired Leadership
approach with clients and earn referral income.
Become a Certified Facilitator
Move through the facilitator upskilling
process to get certified as an Inspired
Leadership facilitator and join the pool of
facilitators who can be used on Inspired
Leadership journeys either virtually or face
to face.
Deploy in your organisation
Like the idea? Keen to explore a
company wide solution?
Talk to us about customisations, licenses
and facilitator upskilling to ensure your
deployment is a success.
Join the Open Journey
Own your growth & join an EL or M2L
cohort with other like-minded
professionals.
Certify as a Channel Partner
Certify to learn the mechanics of what we do, so
you can sell and manage Inspired Leadership
with clients.
Start your journey…
talk to us!

More Related Content

What's hot

How to Become a Successful Leader
How to Become a Successful LeaderHow to Become a Successful Leader
How to Become a Successful LeaderPPTLUV
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
 
High Performing Leadership
High Performing Leadership  High Performing Leadership
High Performing Leadership Yodhia Antariksa
 
Change and growth are critical
Change and growth are criticalChange and growth are critical
Change and growth are criticalWin Maung
 
The Top Leadership Qualities Every Manager Needs
The Top Leadership Qualities Every Manager NeedsThe Top Leadership Qualities Every Manager Needs
The Top Leadership Qualities Every Manager NeedsWhen I Work
 
Value Of Mentoring
Value Of MentoringValue Of Mentoring
Value Of MentoringNancy Zentis
 
Mentoring Employees - Tom Themelis - #TorontoHR
Mentoring Employees - Tom Themelis - #TorontoHRMentoring Employees - Tom Themelis - #TorontoHR
Mentoring Employees - Tom Themelis - #TorontoHRTemboStatus
 
Leading Remotely: Getting Great Results Wherever Your Team is Located
Leading Remotely: Getting Great Results Wherever Your Team is LocatedLeading Remotely: Getting Great Results Wherever Your Team is Located
Leading Remotely: Getting Great Results Wherever Your Team is LocatedBizLibrary
 
Office morale makeover
Office morale makeoverOffice morale makeover
Office morale makeoverguest139968
 
People Management: Need for Paradigm Shift
People Management: Need for Paradigm ShiftPeople Management: Need for Paradigm Shift
People Management: Need for Paradigm ShiftTathagat Varma
 
Networking & Mentoring for Career Development
Networking & Mentoring for Career DevelopmentNetworking & Mentoring for Career Development
Networking & Mentoring for Career DevelopmentMartin Perry
 
Coaching & Mentoring
Coaching & MentoringCoaching & Mentoring
Coaching & MentoringAhmed Yasser
 
Coach as a Leader, Leader as a Coach?
Coach as a Leader, Leader as a Coach?Coach as a Leader, Leader as a Coach?
Coach as a Leader, Leader as a Coach?Bettina Pickering
 
Best Practices for Developing Your Emerging Leaders
 Best Practices for Developing Your Emerging Leaders Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBizLibrary
 

What's hot (20)

Mentoring_Brussels_2015
Mentoring_Brussels_2015Mentoring_Brussels_2015
Mentoring_Brussels_2015
 
How to Become a Successful Leader
How to Become a Successful LeaderHow to Become a Successful Leader
How to Become a Successful Leader
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time Managers
 
High Performing Leadership
High Performing Leadership  High Performing Leadership
High Performing Leadership
 
Change and growth are critical
Change and growth are criticalChange and growth are critical
Change and growth are critical
 
The Top Leadership Qualities Every Manager Needs
The Top Leadership Qualities Every Manager NeedsThe Top Leadership Qualities Every Manager Needs
The Top Leadership Qualities Every Manager Needs
 
New People Manager Leadership Development
New People Manager Leadership Development New People Manager Leadership Development
New People Manager Leadership Development
 
Be like mentor
Be like mentorBe like mentor
Be like mentor
 
People management
People managementPeople management
People management
 
Value Of Mentoring
Value Of MentoringValue Of Mentoring
Value Of Mentoring
 
Mentoring Employees - Tom Themelis - #TorontoHR
Mentoring Employees - Tom Themelis - #TorontoHRMentoring Employees - Tom Themelis - #TorontoHR
Mentoring Employees - Tom Themelis - #TorontoHR
 
Strength Based Certificate
Strength Based CertificateStrength Based Certificate
Strength Based Certificate
 
Mentoring main
Mentoring mainMentoring main
Mentoring main
 
Leading Remotely: Getting Great Results Wherever Your Team is Located
Leading Remotely: Getting Great Results Wherever Your Team is LocatedLeading Remotely: Getting Great Results Wherever Your Team is Located
Leading Remotely: Getting Great Results Wherever Your Team is Located
 
Office morale makeover
Office morale makeoverOffice morale makeover
Office morale makeover
 
People Management: Need for Paradigm Shift
People Management: Need for Paradigm ShiftPeople Management: Need for Paradigm Shift
People Management: Need for Paradigm Shift
 
Networking & Mentoring for Career Development
Networking & Mentoring for Career DevelopmentNetworking & Mentoring for Career Development
Networking & Mentoring for Career Development
 
Coaching & Mentoring
Coaching & MentoringCoaching & Mentoring
Coaching & Mentoring
 
Coach as a Leader, Leader as a Coach?
Coach as a Leader, Leader as a Coach?Coach as a Leader, Leader as a Coach?
Coach as a Leader, Leader as a Coach?
 
Best Practices for Developing Your Emerging Leaders
 Best Practices for Developing Your Emerging Leaders Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging Leaders
 

Similar to Information session detailed deck

How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
 
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.155 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
 
Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBest Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBizLibrary
 
TakeON! Management Matters brochure
TakeON! Management Matters brochureTakeON! Management Matters brochure
TakeON! Management Matters brochureGrantCostello
 
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarHow to Unlock the Hidden Value in Your Emerging Leaders | Webinar
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarBizLibrary
 
Leadership Development in HR PP duplicate.pptx
Leadership Development in HR PP duplicate.pptxLeadership Development in HR PP duplicate.pptx
Leadership Development in HR PP duplicate.pptxMansoor Khan
 
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
 
Leadership Development Process - InspireOne - Redefining Learning Journeys
Leadership Development Process - InspireOne - Redefining Learning JourneysLeadership Development Process - InspireOne - Redefining Learning Journeys
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
 
5 Ways to Unlock the Hidden Value in Your Emerging Leaders
5 Ways to Unlock the Hidden Value in Your Emerging Leaders 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
 
Changing_Minds_Company_Profile
Changing_Minds_Company_ProfileChanging_Minds_Company_Profile
Changing_Minds_Company_ProfileKerry Craig
 
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.145 Ways to Build a Better Leadership Development Program | Webinar 12.04.14
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
 
Leadership and Influencing program
Leadership and Influencing programLeadership and Influencing program
Leadership and Influencing programVector Consultants
 
Leaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentLeaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentRoshan Thiran
 
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.167 Steps to Create a Competency-Based Training Program | Webinar 02.10.16
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16BizLibrary
 
Pragati leadership credential 20 11 2014 (2).pptx changes
Pragati leadership credential 20 11 2014 (2).pptx changesPragati leadership credential 20 11 2014 (2).pptx changes
Pragati leadership credential 20 11 2014 (2).pptx changesPragati Leadership
 
Building capability for future growth
Building capability for future growthBuilding capability for future growth
Building capability for future growthrohtashmal
 
Hmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_worksHmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_worksvp1234
 

Similar to Information session detailed deck (20)

How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
 
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.155 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
 
Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging LeadersBest Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging Leaders
 
TakeON! Management Matters brochure
TakeON! Management Matters brochureTakeON! Management Matters brochure
TakeON! Management Matters brochure
 
Corporate Profile PRAGMATIC v2019
Corporate Profile PRAGMATIC v2019Corporate Profile PRAGMATIC v2019
Corporate Profile PRAGMATIC v2019
 
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarHow to Unlock the Hidden Value in Your Emerging Leaders | Webinar
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar
 
Leadership Development in HR PP duplicate.pptx
Leadership Development in HR PP duplicate.pptxLeadership Development in HR PP duplicate.pptx
Leadership Development in HR PP duplicate.pptx
 
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15
 
Leadership Development Process - InspireOne - Redefining Learning Journeys
Leadership Development Process - InspireOne - Redefining Learning JourneysLeadership Development Process - InspireOne - Redefining Learning Journeys
Leadership Development Process - InspireOne - Redefining Learning Journeys
 
Coaching_Mentoring_web
Coaching_Mentoring_webCoaching_Mentoring_web
Coaching_Mentoring_web
 
Coaching_Mentoring_web
Coaching_Mentoring_webCoaching_Mentoring_web
Coaching_Mentoring_web
 
5 Ways to Unlock the Hidden Value in Your Emerging Leaders
5 Ways to Unlock the Hidden Value in Your Emerging Leaders 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
5 Ways to Unlock the Hidden Value in Your Emerging Leaders
 
Changing_Minds_Company_Profile
Changing_Minds_Company_ProfileChanging_Minds_Company_Profile
Changing_Minds_Company_Profile
 
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.145 Ways to Build a Better Leadership Development Program | Webinar 12.04.14
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14
 
Leadership and Influencing program
Leadership and Influencing programLeadership and Influencing program
Leadership and Influencing program
 
Leaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentLeaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership development
 
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.167 Steps to Create a Competency-Based Training Program | Webinar 02.10.16
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16
 
Pragati leadership credential 20 11 2014 (2).pptx changes
Pragati leadership credential 20 11 2014 (2).pptx changesPragati leadership credential 20 11 2014 (2).pptx changes
Pragati leadership credential 20 11 2014 (2).pptx changes
 
Building capability for future growth
Building capability for future growthBuilding capability for future growth
Building capability for future growth
 
Hmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_worksHmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_works
 

More from Angela de Longchamps

Reskill or let them go slide share
Reskill or let them go slide shareReskill or let them go slide share
Reskill or let them go slide shareAngela de Longchamps
 
Inspired leadership stories manager to leader
Inspired leadership stories   manager to leaderInspired leadership stories   manager to leader
Inspired leadership stories manager to leaderAngela de Longchamps
 
Inspired leadership stories emerging leaders
Inspired leadership stories   emerging leadersInspired leadership stories   emerging leaders
Inspired leadership stories emerging leadersAngela de Longchamps
 
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...Angela de Longchamps
 
Conflict at an organisational level v2
Conflict at an organisational level v2Conflict at an organisational level v2
Conflict at an organisational level v2Angela de Longchamps
 
Conflict at an organisational level
Conflict at an organisational levelConflict at an organisational level
Conflict at an organisational levelAngela de Longchamps
 
Receive feedback with grace and dignity
Receive feedback with grace and dignityReceive feedback with grace and dignity
Receive feedback with grace and dignityAngela de Longchamps
 

More from Angela de Longchamps (12)

Delegation Mindset Shifts.pptx
Delegation Mindset Shifts.pptxDelegation Mindset Shifts.pptx
Delegation Mindset Shifts.pptx
 
Reskill or let them go slide share
Reskill or let them go slide shareReskill or let them go slide share
Reskill or let them go slide share
 
Costing 2
Costing 2Costing 2
Costing 2
 
Inspired leadership stories manager to leader
Inspired leadership stories   manager to leaderInspired leadership stories   manager to leader
Inspired leadership stories manager to leader
 
Inspired leadership stories emerging leaders
Inspired leadership stories   emerging leadersInspired leadership stories   emerging leaders
Inspired leadership stories emerging leaders
 
Financial reports
Financial reportsFinancial reports
Financial reports
 
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...
Virtual Connect on Learning to Tolerate Uncertainty by Psychologist Nicky Abd...
 
Conflict at an organisational level v2
Conflict at an organisational level v2Conflict at an organisational level v2
Conflict at an organisational level v2
 
Conflict at an organisational level
Conflict at an organisational levelConflict at an organisational level
Conflict at an organisational level
 
Receive feedback with grace and dignity
Receive feedback with grace and dignityReceive feedback with grace and dignity
Receive feedback with grace and dignity
 
The case for feedback
The case for feedbackThe case for feedback
The case for feedback
 
Check your motive at the door
Check your motive at the doorCheck your motive at the door
Check your motive at the door
 

Recently uploaded

Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaoncallgirls2057
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxmbikashkanyari
 
Organizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessOrganizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessSeta Wicaksana
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...ssuserf63bd7
 
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase  19 April  2024  Energy News issue - 1717 by Khaled Al Awadi.pdfNewBase  19 April  2024  Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdfKhaled Al Awadi
 
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCRashishs7044
 
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607dollysharma2066
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxappkodes
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxShruti Mittal
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMintel Group
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxsaniyaimamuddin
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 

Recently uploaded (20)

Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
No-1 Call Girls In Goa 93193 VIP 73153 Escort service In North Goa Panaji, Ca...
No-1 Call Girls In Goa 93193 VIP 73153 Escort service In North Goa Panaji, Ca...No-1 Call Girls In Goa 93193 VIP 73153 Escort service In North Goa Panaji, Ca...
No-1 Call Girls In Goa 93193 VIP 73153 Escort service In North Goa Panaji, Ca...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
 
Organizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessOrganizational Structure Running A Successful Business
Organizational Structure Running A Successful Business
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
 
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase  19 April  2024  Energy News issue - 1717 by Khaled Al Awadi.pdfNewBase  19 April  2024  Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
 
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
 
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
(Best) ENJOY Call Girls in Faridabad Ex | 8377087607
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptx
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 Edition
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 

Information session detailed deck

  • 1. Are you investing for results? INSPIRED LEADERSHIP Passion, Belief and Knowledge delivering results to your bottom line
  • 2. Who we are • Developed in response to a real client need in 2018-2019 • Registered in 2019: Inspired Leadership Development (Pty) Ltd • Channel partner certification 2019-current • Unique global collaboration • Global footprint:
  • 3. The workplace is changing Past Current & future In person Virtual / hybrid Opaque Transparency Silo Boundary-less collaboration Logic & data Intuition, sense-making Central decisions Empowered teams Separate Systems Embedded into every process Thriving in the modern workplace requires different thinking. We need to equip managers with the skills and mindsets to leverage the potential that lies within an engaged & inspired workforce.
  • 4. The workforce is changing Past Future My paycheck My purpose My satisfaction My development My boss My coach My annual review My ongoing conversation My weaknesses My strength My job My life People entering the workforce have very different expectations from their managers. We need to equip managers with the skills and mindsets to leverage the potential that lies within an engaged & inspired workforce. And help emerging leaders develop leadership & influence skills before they are in positions of authority.
  • 5. Problems worth solving Capacity – lack of internal HR capacity to build, design, facilitate and measure learning Stick-to-it-iveness – Lots of new project that get started but few that actually END, and we can’t measure results or impact without ending projects. HR gets distracted quickly and the people on high impact projects get pulled into something new before being able to complete the delivery. Digital and on-line apprehension – skills in HR to embrace a digitally enabled learning world. And even in the end learner – preference for “chalk and talk” because it is easy and what they know. Easy, but not effective Results and Impact – how can we measure the results of what we do and impact on the business if we do a 3 day class, or drop the ball before getting to the touch-down ine?
  • 6. Lack of development and growth is #1 reason for leaving Only 30% If we doubled that to We would increase customer engagement by Improve profitability by And reduce absenteeism by Of employees believe someone cares about their development 6/10 6% 11% 28% Organisational SUCCESS The Future of Work, Gallup 2018
  • 7. The BIG IDEA Inspired Leadership is about creating sustainable behaviour change, so that the leaders in organisations step up and stand out. An either/or training program has limited impact. We decided to fix that. We built a cost effective, compelling, interactive, application based leadership development journey. We stem attrition & increase engagement with high touch & high tech blended learning for managers & emerging talent who need to be Inspired Leaders.
  • 8. Why Emerging Leaders? High potential future managers, functional experts and early career professionals all need to build essential leadership skills and experience to bridge the gap between high expectations and realistic promotions and appointments. We stand in that gap. Inspired leadership high tech & high touch four-month paths, join together to form a sustainable journey of development that prepares people to inspire and influence with or without formal authority.
  • 9. Why Manager to Leader? Organisations are benefitting from an influx of enthusiastic, digitally fluent and purpose driven young people. Traditional management practices and styles quickly grind the life out of them. If you want to capitalize on the talent of your people, equip and expect your managers to be Inspired Leaders. Inspired Leadership Journeys do just that. We bring the latest management and leadership thinking to your managers using feedback; high impact & short duration face to face group facilitation & digital learning that challenges continued application every step of the way.
  • 10. Facilitated group work We can train your facilitators or leverage our certified facilitators to conduct learning, reflection and application sessions. These face to face or virtual connections create accountability, community & network. As people we like to learn from others and share experiences. We need to connect, not just be connected. Digitally enabled Our technology partner: aNewSpring brings a clean, simple mobile friendly platform that we can brand to your company. We leverage the unique features of memo training and 360 feedback to enhance and embed learning. We offer development and growth for those who believe in maximizing human potential. Blended learning No one completes e-learning on their own. Initial enthusiasm quickly dwindles. We blend face to face, a variety of on-line learning methods with application and reflection. Accountability to learn and apply is monitored by the learning peer group & facilitator. Measurable impact Inspiring Leaders starts and ends with 270 or 360 degree feedback. Participants select peers and people they lead, as well as their manager to give them feedback on the Essential Characteristics of Emerging Leaders or Managers. The post assessment, as well as group attrition, engagement, performance and bench strength demonstrate impact. Advancing through levels We all like to feel like we are progressing. The Inspired Leadership Journeys have levels and participants are rewarded and recognised for completing each level with a certificate, manager 1:1 and company specific awards. Leader boards & social engagement on the platform encourages and spurs on progress. Application Each module has various real world application challenges. Participants need to record what they have done and reflect on what worked and what didn’t, what the impact was and what gaps they have & discuss these in the facilitated Group Sessions.
  • 11. Why does this work? • We stay the course • We stand in the gap • We facilitate peer group connection • We work with the eco-system • We focus on what individuals can control: • Mindset • Behaviour • Attitude • We hold learners accountable for their own progress
  • 12. Inspired Leadership delivers bottom line impact Organisational SUCCESS Inspired Leadership measures 2019/2020 100% Participants increase Improved performance Applied what they learnt at work Increase in engagement Retention 81% 87%
  • 14. Emerging Leader Journey Early career professionals, specialists, high potential talent, succession development Understanding me Working with Emotional Intelligence Managing Conflict Developing Agility Leading Self Networking and Collaboration Tools for Success Financial Acumen Strategic leadership Leading Business Purpose, Vision and Goal setting Fundamentals of coaching and mentoring Giving and receiving feedback Managing effective meetings Leading High Performance Influence when you are not in charge Communication keys and tools Personal Brand Managing Up Leading without Authority Download Emerging Leaders Brochure Path 1 Path 2 Path 3 Path 4
  • 15. High potential talent are equipped with the foundational leadership skills to advance their careers. Architecture of the journey Path orientation Coffee Break coaching TIP (Thinking into Practice) Insights and reflection with manager Application and Reflection guide Understanding me Module 4 Meeting management Path 1 Path 2 Path 3 Path 4
  • 16. Emerging Leaders: Who & how Who should be on the Journey? • Young or inexperienced talent with potential for increased leadership responsibilities • Young leaders looking to increase their readiness for leadership appointment • Technical or functional experts who need to close leadership skill gaps to move into more influential roles How does the organisation benefit • Develop well rounded leaders with aptitude and attitude to lead in a rapidly changing world. • Strengthen the leadership pipeline • Retain key talent and high potentials with experiential & personalized learning journeys • Assess learning aptitude as a key determinant of success
  • 18. Manager to Leader Journey Responsible for the performance of others Managers are equipped with the leadership and management skills & tools to inspire and lead their people with confidence. Developing Self-Awareness Effective Communication Crucial Conversations Building Trust Leading Self Business & financial acumen Understanding our organisation Tools for Success Management Effectiveness Leading Business Leading Change Leading High Performance Creating a culture of learning and growth Managing poor performance Leading Others Psychological Safety Building a Sense of Belonging Managing the Wellbeing of Others Proactive Inclusion Creating a culture of Wellbeing Download the M2L Brochure Path 2 Path 1
  • 19. Path orientation Coffee Break coaching TIP (Thinking into Practice) Insights and reflection with upline manager Application and Reflection guide Path 1 Path 2 Path 3 Module 1 Psychological Safety Module 2 Building a Sense of Belonging Module 3 Managing the Wellbeing of others Module 4 Proactive Inclusion Path 4 Creating a culture of wellbeing Manager to Leader Architecture Cohorts start with Path 1 & 2, and then move to either of the other 2
  • 20. Manager to leaders: Who & how Who should be on the Journey? How does the organisation benefit • New or experienced managers who are technically proficient but lack management and leadership skills • Managers who need to up their game and embrace influence not just positional authority • An existing manager who wants to! (Motivation to grow and learn is a sure indicator of future fitness) • Develop well rounded leaders with aptitude and attitude to lead in a rapidly changing world. • Strengthen the senior leadership pipeline • Investing in your managers as people has a direct impact on improving customer engagement, reducing safety incidents & reducing absenteeism. (It’s the Manager, Gallup 2019) • Assess learning aptitude as a key determinant of success
  • 21. Inspired Leadership is Accredited What are the benefits of accreditation? • Buying the accredited Inspired Leadership Journeys means you are eligible for the tax rebate incentive referred to in Section 12H of the Income Tax Act. These are tax rebates from SARS. • You gain access to an Employment Tax Incentive (ETI) per month, per learner on Inspired Leadership aged between 18-29 years old, off-set against PAYE. • Since this programme is accredited, it counts towards BBBEE and can be included in your WSP/ATR. • Learners will receive accredited SETA certificate on successful completion of a 12-month journey. • This is a credit bearing course and will count towards Continuous Professional Development (CPD).
  • 22. Inspired Leadership in partnership with Sange SA Nobandla Gobodo, Managing Director Sange SA is a Level 1 B-BBEE contributor and an Exempt Micro Enterprise (EME), 100% Black Female Youth Owned entity. This means: • 135 % maximum gain on procurement. • Aligned to the BEE Codes of Good Practice. • Enjoy maximum points gained at a low cost due to initiative entry incentives such as • tax rebates • youth subsidies • Enjoy additional BEE points on Enterprise and Supplier Development.
  • 23. MAJOR COMPETITORS Online learning LinkedIn Learning, Udemy, Coursera, Khan Academy etc. are all wonderful platforms. However no one is interested in the opinions, experiences or thoughts of the learner. 25% of employees believe that their opinions don’t count at work. If we changed that we could realise a 22% reduction in staff turnover. Academic institutions Wits, UCT, GIBS all offer great programs. For the most part they expect your learners to come to them for days and weeks at a time, and time off work is exactly what we don’t want at this career stage. The costs make investment very selective and we all know that developing leadership takes time. We need to be in it for the long term… Leadership is not something we learn overnight. Face to face courses Face to face facilitated courses are wonderful for networking, discussion and practice. Unfortunately unless what is learnt is applied immediately after the course, very little ROI is gained from the experience. There needs to be regular & varied exposure for proper encoding and retrieval to take place.
  • 24. Some of our Inspired TEAM The Inspired Leadership Team are experienced leaders, facilitators, and coaches. Each person and company has been certified to consult & facilitate on Inspired Leadership and to deliver the value and results that will impact your bottom line.
  • 25. Measurable Impact Emerging Leaders Increase engagement (100%) Increase retention (80%) Increase in performance (100%) Manager to Leader Increase in engagement (100%) Increase in retention (87%) Increase in performance of their team (75%) Indirect Impact: 90% experience an improvement in mgr performance 72% are more engaged 81% are performing better because of their manager
  • 26. How can you become Inspired? Become an Advocate Promote and position the Inspired Leadership approach with clients and earn referral income. Become a Certified Facilitator Move through the facilitator upskilling process to get certified as an Inspired Leadership facilitator and join the pool of facilitators who can be used on Inspired Leadership journeys either virtually or face to face. Deploy in your organisation Like the idea? Keen to explore a company wide solution? Talk to us about customisations, licenses and facilitator upskilling to ensure your deployment is a success. Join the Open Journey Own your growth & join an EL or M2L cohort with other like-minded professionals. Certify as a Channel Partner Certify to learn the mechanics of what we do, so you can sell and manage Inspired Leadership with clients.

Editor's Notes

  1. Would you like to reduce staff turnover and absenteeism? Would you like to have more employees that are able to wear different caps at different times?(versatile) Would you like to increase productivity? Would you like to increase your profits?
  2. 86% of executives and employees cite lack of collaboration or ineffective communication for workplace failures.
  3. Gallup, 2019 – It’s the Manager As more and more Millenials and Gen Z’s enter the workplace, their expectations have shifted. In order to leverage the talent & innovation in this group, managers and leaders need to adopt different mindsets and skills sets to engage these employees. #InspiredLeadership is about doing just that.
  4. Capacity – internal HR capacity to build, design, facilitate and measure learning Stick-to-it-iveness – Lots of new project that get started but few that actually END, and we can’t measure results or impact without ending projects. HR gets distracted quickly and the people on high impact projects get pulled into something new before being able to complete the delivery. Digital and on-line apprehension – skills in HR to embrace a digitally enabled learning world. And even in the end learner – preference for “chalk and talk” because it is easy and what they know. Easy, but not effective Results and Impact – how can we measure the results of what we do and impact on the business if we do a 3 day class, or drop the ball before getting to the touch-down line (end of the journey)
  5.  According to Hogan, some surveys show as many as 95% of organizations fail to follow-through on high potential development plans.
  6. we cultivate, upskill and empower, through our personalized training, these people to become more effective and valuable to both themselves and more importantly to the business” “ these emerging leaders are your seed-stock for your new managers etc.etc”
  7.  According to Hogan, some surveys show as many as 95% of organizations fail to follow-through on high potential development plans.
  8. Leadership Derailers: Marta was an extremely bright high-potential emerging leader with superb technical skills. But she let her smarts get in the way. She didn’t want to “waste her time” talking with stakeholders whose clients needed new technology applications. She “knew the right answer” regardless of whether it met clients’ needs and expectations. She was intelligent but not wise, and every effort at coaching her failed. Marta was too valuable to be fired, but she was removed from the succession track, which in the end cost her in salary. She directed the project from a technical standpoint, but her career essentially stalled. How many Marta’s are sitting in your talent pool?