1. Being an effective
YOU! evolve overview What do you love
about being a Manager?
leader begins with...
This means understanding
Leadership is not so much about technique
and methods as it is about opening your who you are, how you
heart. Leadership is about inspiration – operate and how you can
of oneself and of others. Great leadership
is about human experience. Leadership is a take your capabilities to
3
human activity that comes from the heart the next level. Programme Objectives Workshop overview
and considers the hearts of others. To meet the ongoing demands The role you play in evolving What are yourexpectations
ns
Evolve is an in-role development initiative for all and changes within our Business our business for the programme?
It is an attitude, not a routine. Managers, enabling access to tools, ideas and To deliver continuous Core skills to enable you to
Lance Secretan shared best practices from around the Group. improvement and even greater drive team performance
value to our business Using effective delegation
You are all on the starting blocks…it is up to
Name: you how far and how fast you run!! Gain the skills and practical tools to increase productivity
to lead our teams and increase Setting great expectations
15:48:30 sales, productivity and profit for your team
10/04/2012
Grow and develop in a way Giving clear feedback
that suits individual needs and Using learning styles to
learning styles effectively develop others
K.indd 1
2 ARTWOR
2 bw version
evolve part Create your own personal
development plan
sions and
leadersh ip: The conclu
gement and ations from
enior mana recommend
S model ey were:
g leadership the surv
An engagin
d
ing forwar
of focus go
agement New areas data has
10 data has
Senior man
It’s about
the 2010
the 20
ess Analysis of
Analysis of
in any busin
getting the balance right!
ary
, our second
iring shown that become
provide insp
leadership Inspiring
t areas have
improvemen in terms of driving Other Organisations have more autonomy, so the I is bigger
ful
more impact gement: These businesses see a need to bring in some process to make life easier, such as new systems. This is just as big
ga
56% employee en Some businesses are very process driven, a change for them as the changes faced by the ‘O’ managers. Some people may struggle with parts of that autonomy
Leadership
Leadership
21
so the O is a lot larger than the I
odel being ‘taken away’ from them.
Senior oviding a m
t in Focus on pr that is:
managemen leadership The O will flux from time to time – there may be a need for the Organisation to be bigger, and on occasion there will be
Senior s have of engaging spected); Their foundations are built on This is a huge change and
t my busines credible (tr usted and re ith the need for the I to grow and come up with ideas, innovation and also make mistakes to be able to move forward. It is
managemen a clear vis ion
to the busin
ess (w process and standardisation. Some some people may become all about getting the balance right.
ess e aligned the
in my busin 50% of Trav
is of where th n of where of these organisations are moving uncomfortable with having to
and going a clear visio spiring
are trusted Perkins lead
ers business is ing); and in more towards explaining an end manage when there is not a clear Organisations work best when driven by factors such as – It is believed that to succeed, they
siness is go
respected by demonstrate
all bu o leaders
o leaders result and allowing the Individual to process on how to get there as there is a good match between greater expectations of personal will have to develop in a way that
colleagues ship Currently,
Currently, just one-in-tw
just one-in-tw to decide how they get there. they were used to in the past. their systems and structures and and individual experience from
three leader ess are seen
enables their workforce to expand
attributes 6 the businte all of th
I = in theIndividual: ese qualities the capabilities of their their customer, also by legislative in their personal role. This means 7
dem onstra rmance workforce and economic factors such as stepping away from structures
n Behaviours ere the perfo s and
Look at wh
For the development
Clear Visio Large, highly structured the need to deliver more with and systems and starting with the
busines
Attitude
varie s within the less resource individual, providing them with a and production
e-sharing
Trust and
organisations that rely on a
ce knowledg
73% Skillstrodu st practice leadership
in sizeable and often dispersed As a result, these organisations new mind-set
Respect ) and be workforce to deliver a consistent are embracing and devising It means working to expand of all your
(+5vs. 2007 Experience
models
67% Freedom to innovate
quality of product or service
create systems and structures
new methods that demand
more from their workforce. In
the abilities and horizons of the
workforce, by equipping them with
training materials.
) that are designed to limit and order for them to succeed, they
(+12vs. 2007 O = the Organisation: a greater sense of ownership and
10/04/2012
15:48:35
control the Individual initiative of need the workforce to shift their responsibility for their actions. Wallington House
Systems the workforce established behaviour in order Building levels of confidence and
These organisations are to become more responsive belief in their own potential and 35A Waterside Gardens
Policies
being forced to change these and responsible, and capable of enabling them to engage more Fareham
Procedures structures and systems quite taking the initiative readily and effectively
K.indd 21
evolve part
2 bw version
2 ARTWOR
‘Culture’ radically. This change is being Hampshire PO16 8SD
Don’t forget – in your workplace you are the O!! www.ashfordtraining.co.uk
0845 555 6565
Contact a member of
our sales team –
Pete Gammon, Janet Webber
Client Travis Perkins Project 7 of 20

2. You were also Since attending Module 1 –
differently?
introduced to the what 3 things have you done
1.
your journey continues… 4 Learning Styles
2.
In the first module we looked 3.
at tips and tools for you to use
to make the life of a Manager a Pragmatist 3
little less stressful.
What impact or benefit have these
changes had?
By delegating to team members,
it not only involves, develops Reflector
and engages them – it also Knowing what your learning
Name:
releases more time for you to style is and what your team
05/09/2012
10:01:36
improve your business. Activist members styles are, should
help the way you get your
1 PART 1 DIG
ITAL ARTW
ORK 2.indd
1 Theorist team involved in tasks and
evolve DAY
development opportunities.
Cheerful
Excitable Uplifting
Frantic Spirited
Indiscreet Buoyant
Flamboyant
Positive
Aggresive Hasty
Affirmative
Controlling Bold
Colourayenergies To be an effective leader you need
Driving Assertive How are you going to plug your gaps and use
Overbearin
Intolerant
g
Bad Day
Good D in Leadership to be able to draw on all of the 4 some of the energy you don’t normally use?
Good Day
llow colour energies.
Sunshine Ye Leadership can be challenging and in pressure situations
erence for
Bad Day gy…
Individuals
with a pref
ion
you may not always be at your best and some of your
A leader who does not use fiery red energy
y Red ener energy… e participat less desirable or ‘bad day’ behaviours may emerge.
ce for Fier d encourag may lack focus and direction. They may be reluctant to
a preferen ction thusiasm an
Indi viduals with and firm dire Radiate en pany of others Consider a situation where your leadership was not make decisions and can be slow to take action. They
positive ek the com
d move in a those Enjoy and se ging and effective. Which colour energies did you draw on?
Are active an at influences uasive, enga may wait for others to compel them into action showing
rmination th rs in a pers
Have a strong dete Ap proach othe little initiative or drive.
10 teract wi th
their focus
on
inviting man
ner
that they in termined in be involved A leader who does not use sunshine yellow
inded and de a desire to for their
Are single-m Have appreciated energy may not get stuck in as part of a team. They
results ightforward Like to be noticed and
rect and stra can be viewed as overly task focused and are unlikely
hers in a di contrib22 ns
utio
Approach ot to engage others in making decisions. They may be rigid 23
manner d tangible
is specific an For the development
you used a
and lack the flexibility to change course when required. What benefit will this have?
tcome that
Seek an ou
When have ach? A leader who does not use earth green and production
ellow appro In a similar situation, now what could you do differently?
you use a Sunshine Y energy may find it difficult to be empathetic,
When have considerate or respect others’ choices. They may of all your
pproach?
Fiery Red a training materials.
focus too much on the immediate issues and lack
consideration to wider context.
A leader who does not use cool blue energy
05/09/2012
10:01:38
may be disorganised and unstructured. They may make
Wallington House
decisions without thinking of the consequences or may 35A Waterside Gardens
not consider detail to be important but focus solely on
10
the big picture. Fareham
ORK 2.indd
ITAL ARTW
evolve DAY
1 PART 1 DIG Hampshire PO16 8SD
www.ashfordtraining.co.uk
0845 555 6565
Contact a member of
our sales team –
Pete Gammon, Janet Webber
Client Travis Perkins Project 8 of 20