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Leadership Accelerator: Unleashing Potential in Younger Employees.pptx

We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.

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LEADERSHIP
ACCELERATOR
Unleashing Potential in Younger Employees
Introduction
• We recognize that our young professionals possess immense talent, fresh
perspectives, and boundless energy. We believe in their potential to become the next
generation of exceptional leaders. That's why we have developed this transformative
program designed specifically to harness and amplify their abilities.
• The Leadership Accelerator aims to empower and propel our young employees
forward on their leadership journey. We understand that investing in their development
not only benefits them individually but also strengthens our organization. By nurturing
the skills, confidence, and vision of our emerging leaders, we are laying the
groundwork for long-term success and sustainable growth.
• Through a carefully crafted curriculum, immersive experiences, and mentorship
opportunities, this program serves as a catalyst for unlocking the untapped potential
within our younger employees. We firmly believe that leadership is not solely based
on age or experience but rather on one's ability to inspire, innovate, and adapt to an
ever-changing landscape. By accelerating their leadership capabilities, we are setting
the stage for them to thrive in their current roles and take on future responsibilities
with confidence.
Approach
• This accelerator is based on theoretical models,
books and articles together with simulation
exercises that come from real life situation.
• The list of sources is added at the end of the
curriculum.
LEADERSHIP
STYLES
MANAGERS ACCOUNT FOR AT
LEAST
70% OF THE VARIANCE IN
EMPLOYEE
ENGAGEMENT SCORES.
Leadership!
• "Having constructive influence on others and supporting others in achieving
shared goals."
•
“It’s about how effective you are at unleashing other people.”
•
“Leadership is about empowering other people as a result of your presence —
and making sure that impact continues into your absence.”

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Leadership Accelerator: Unleashing Potential in Younger Employees.pptx

  • 2. Introduction • We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities. • The Leadership Accelerator aims to empower and propel our young employees forward on their leadership journey. We understand that investing in their development not only benefits them individually but also strengthens our organization. By nurturing the skills, confidence, and vision of our emerging leaders, we are laying the groundwork for long-term success and sustainable growth. • Through a carefully crafted curriculum, immersive experiences, and mentorship opportunities, this program serves as a catalyst for unlocking the untapped potential within our younger employees. We firmly believe that leadership is not solely based on age or experience but rather on one's ability to inspire, innovate, and adapt to an ever-changing landscape. By accelerating their leadership capabilities, we are setting the stage for them to thrive in their current roles and take on future responsibilities with confidence.
  • 3. Approach • This accelerator is based on theoretical models, books and articles together with simulation exercises that come from real life situation. • The list of sources is added at the end of the curriculum.
  • 5. MANAGERS ACCOUNT FOR AT LEAST 70% OF THE VARIANCE IN EMPLOYEE ENGAGEMENT SCORES.
  • 6. Leadership! • "Having constructive influence on others and supporting others in achieving shared goals." • “It’s about how effective you are at unleashing other people.” • “Leadership is about empowering other people as a result of your presence — and making sure that impact continues into your absence.”
  • 7. “Leadership is the awesome responsibility to see those around us rise.” Simon Sinek
  • 8. The roles of the manager The motivator The visionary The Analyst / Expert The Task master Flexibility Control External-minded Internal-minded Process Results Innovation Human relationship
  • 9. The roles of the manager Coach Leader Expert / Mentor Manager Flexibility Control External-minded Internal-minded Organizes, Manages things, Allocates the resources Looks forward Drives, Explores Develops the potential, Listens Optimises, Controls quality, Shares expertise Rises alert
  • 10. People Needs and Motivation A - Autonomy: “How would you like or propose to do this? What is under your control?” B - Belonging: “How do you feel inside your team?” C - Competence: “What would you need to learn/practice in order to grow your expertise?” Z - Purpose: “How do you want to contribute to Amplexor or to your customers?” 1 - Stimulation: “When do you feel like you’re in your “flow”, getting energy from what you do?” 2 - Recognition: “What kind of signals do you need for feeling recognized, and from whom?” 3 - Structure: “How could we organize this together? Shall we make some agreements? “ Therefore, we need to be able to juggle with multiple roles, as we’ve seen before …
  • 12. Autonomy Level of discretion granted to an employee in his or her work. (Wikipedia) Level of own control and independence an employee takes on his actions, words, thoughts, feelings and objectives. This also includes responsibility for one’s own actions. When we give more autonomy to employees this is called “empowerment”. (Damien de Witte)
  • 14. Autonomy Cycle • Challenger • Expert • New or young collaborator • Co- responsible Inter- Dependence Dependence Counter- Dependence In- Dependence 1 2 3 4
  • 15. Situational Leadership • SELLING • PARTICIPA TING • TELLING • DELEGATI NG Inter- Dependence Dependence Counter- Dependence In- Dependence 1 2 3 4
  • 17. Exercise Think about the Autonomy Cycle and where people fit in. Make a pitch for yourself how to present yourself as a leader. ppt or other form. What do you stand for, what do you want to achieve, ...
  • 19. NOW THAT YOU KNOW THIS, WHY DO OUR PEOPLE NEED A 1- ON-1? TRUST, DEVELOPMENT, REGULAR CHECK, ANTICIPATE, PREVENT RISK, DETECT ISSUES, LISTEN
  • 20. What do you need? How do you want to do it? Summarizing and sharing Actions and escalations The 1-on-1 conversation Agenda and preparation a.Schedule
  • 21. What do you want/need to know? Ask your questions in order to address topics in these four areas: • Concerns and issues. What potential problems might be bubbling up that you don’t know about, but should? • Feedback about work performance. What does your direct report need to be doing differently? How can you improve your own management style? • Career direction. How can you help support this person’s progress toward their career goals? Are you both on the same page for what progress looks like? • Personal connection. What outside of work in their life is going on that you want to know more about?
  • 22. An example of 1-on-1 conversation topics Note: Always give priority to what happens in the moment (concerns, priorities for the colleague, …) instead of just going through this list of questions.
  • 23. Meanwhile, keep the right state of mind • Be really present • Active listening. Listen to understand. Be genuinely curious. • Show empathy • In which leadership “energy” are you, and which one is appropriate in the moment? • You are 100% responsible for 50% of the relationship (cfr. Autonomy)
  • 24. How empathy works and sympathy can’t
  • 27. LET’S BE CLEAR ON OBJECTIVES Goals versus Objectives Performance objectives versus Development objectives
  • 29. MAKE IT MEASURABLE How will you be/feel when achieved? How will others notice? “How will that show?"
  • 30. Objectives • Set the path • “Snackable” steps! • Allow to feel the progress, reward and boosts motivation • Offer an opportunity for feedback, learning, and agility • Can change along the road, as long as they are aligned with the Goal on the horizon. Agility but not versatility. • Alignment between Goal and Objective = Will
  • 31. Positively stated What others will see. Who can you ask feedback to? Applied to Personal Development Is the path clear? What (resources) do you need? What will be the effect for you in the long term? Is it aligned with your/amplexor Goals? Is it good for you? What can possibly go wrong? When do you start?
  • 34. Logical levels of Change WHAT HOW WHY
  • 38. THE LEADERSHIP TRAINING ACTIVITY BOOK Exercise 42 LISTEN UP! The Leader as Coach
  • 44. Learning Outcomes: By participating in this exercise, participants will: • Understand the differences between passive, assertive, and aggressive communication styles. • Develop effective communication skills for addressing sensitive workplace issues. • Practice active listening, empathy, and appropriate responses in corrective conversations. • Gain awareness of their own communication preferences and learn to adapt them in different situations. • Enhance their ability to provide constructive feedback and engage in reflective discussions. Note: It is important to create a safe and supportive environment during the exercise, emphasizing the importance of respect, empathy, and constructive feedback.
  • 46. List of Sources • Awaken Human Leadership - In-company live People management training programme • https://www.businessballs.com /leadership-styles/exemplary- leadership-kouzes-posner • 4.2 Five Models for Understanding Team Dynamics – Technical Writing Essentials (bccampus.ca) • What Are Team Dynamics and Why You Should Make Them a Priority (rallybright.com) • The Happiness Advantage: The Seven Principles - Shawn Achor • The Effective Executive - Peter Drucker • The leadership training activity book - Lois b. HART, Charlotte s. WAISMAN • Managing Successful Projects With Prince2 • Books