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.

1. LEADERSHIP
ACCELERATOR
Unleashing Potential in Younger Employees

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.

4. LEADERSHIP
STYLES

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 …

11. THE AUTONOMY
CYCLE

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)

13. Autonomy
Cycle
Inter-
Dependence
Dependence
Counter-
Dependence
In-
Dependence
1
2
3
4

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

16. PITCH YOURSELF AS
A LEADER

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, ...

18. 1-ON-1’S

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

25. Sources of inspiration

26. CLEAR AND MOTIVATING
OBJECTIVES

27. LET’S BE CLEAR ON
OBJECTIVES
Goals versus Objectives
Performance objectives versus Development objectives

28. Current
situation
Desired
situation GOAL
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?

33. Logical levels of Change

34. Logical levels of Change
WHAT
HOW
WHY

35. ASSERTIVENESS

37. LISTEN UP! THE
LEADER AS COACH

38. THE LEADERSHIP
TRAINING ACTIVITY BOOK
Exercise 42
LISTEN UP! The Leader as Coach

42. Coaching Styles

43. Coaching Styles

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.

45. LIST OF SOURCES

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