This document outlines the objectives and structure of a leadership development program. The program aims to: 1. Equip participants with leadership tools to lead more effectively. 2. Help participants develop leadership strategies and objectives for themselves and their organizations. 3. Measure participants' leadership competence at the beginning and end to track progress. 4. Develop participants' leadership coaching skills to create leadership around them. The program involves an initial assessment, two days of in-person workshops, two days of video conferences, and a final two days in-person. Participants apply their learnings between sessions and complete a final case study on the program's impact. The document provides an overview of session topics and activities to

2. ... back to the Leadership Development Program

3. © LIW 2011
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4. What are we trying to achieve?

5. LoS Objectives and Outcomes
1. Be able to use a suite of pragmatic leadership tools in order to
lead more effectively;
2. Have created a comprehensive leadership development strategy
for themselves & their organizations, and have clear objectives to
implement the strategy;
3. Have a „baseline‟ measure of their leadership competence and
have completed a second survey to illustrate their progress;
4. Have developed and practiced their leadership coaching skills in
order to create leadership and leaders around them;
5. Have built a support network of other leaders within Vietnam;
6. Be connected via LIW‟s program alumni to network of leaders
globally.
© LIW 2012

6. A world class leadership development program
Below is a 2 month program commencing with an individual profiling tool followed by an initial two day face to
face workshop, then two days via videoconference and finally two days face to face.
Participants complete the program by writing a case study regarding the impact of the learnings to their strategic
project. This is submitted and marked.
2 months
2 weeks 2 weeks 2 weeks 2 weeks
Workshop
Prework Workshop THREE:
Profiling Workshop Re
tool ONE: F2F F2F Measure
Application of
TWO: VC Application
OLA Prework and 2days of Application 2days of Profiling
survey pre reading learning and 2x1/2days of of learning of learning
tool
High e-learning and High Impact and
benchmark
modules High Impact e-learning e-learning OLA
Strategic Impact experiential Case
experiential modules modules
project experiential learning study
selected learning
learning Graduation
ceremony
Application: Work on the leadership program during and in between the workshop sessions
Online community of practice - Continue the thinking: readings, videos, case studies, shared experiences
On-the-Job application of leadership skills and approaches: reflection with group/individual follow-up

7. Senior Leadership development program flow
DAY TOPICS
1. Creating an organisational What is leadership? Developing leadership, not leaders
leadership architecture Organisational vision - what is yours? Your role in driving it?
Shared leadership and leadership responsibility
Aligning the leadership mindset
Creating the conditions for success
Being a leadership architect
2. Understanding myself and others Looking in the mirror to understand yourself, looking around to understand others
Why should anyone be led by me?
Behaviour and drivers - what drives behaviour?
Motivation, Perception, Values
Leading others: Learned Optimism, Learned Helplessness
Attributing success and failure: impact - what hinders, what helps
3. Unlocking leadership potential in Differences in others‟ thinking preferences
others How do I lead someone who is the polar opposite to me?
What is coaching? Why do we do it? Coaching model
Buddy up: Live coaching of others for success
Having the difficult conversations
Creating a culture of feedback for growth and results
Performance leadership
4. Building alignment & Cascading Decision making: gut feel or objective?
Decision making Who should be involved in decisions?
How do you make decision?
Aligned decision making model
Cascading aligned leadership thinking
5. Influential leadership up, down What is influence? Persuasion? Negotiation? Coercion?
and across Who are your stakeholders?
Stakeholder mapping
Proactive and reactive relationship management
6. My plan to enhance Vietnam’s Practical application of OLA
leadership Final presentation and individual action plan commitment to further enhance the leadership capacity of
Vietnam
Graduation ceremony

8. A recap
• Leadership transition - Pipeline
• Understanding our self and
• Leadership mindset - 3Ws
others - Self awareness and
• Conditions for Success - 3C‟s
• The Psychology of Leadership
• OLA
• Thinking styles and preferences
• Decision Making -
- HBDI
• The role of leader as coach
© LIW 2012

9. Days 5 & 6
Day 5
Morning
• Review of your application to your
projects
• Optimising your climate - stakeholder
management
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam‟s leadership
• Graduation

10. Project Presentations
© LIW 2012

11. Days 5 & 6
Day 5
Morning
• Review of your application to your projects
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam‟s leadership
• Graduation
© LIW 2012

12. © LIW 2011

13. Leading other people’s people
How it can go all wrong!

15. The Ladder of Effect
Escalation of Consequence
Coercion
Negotiation
Persuasion
Influence
Self-motivating Educated Choice Bargained compromise Imposed compliance
Low - Volunteer Recipient‟s Resistance Hi - Objector

16. “The power of producing effects by invisible or
insensible means”
“Astrol”
(Macquarie)

17. Where did it all start?

18. The evolution of
the thinking leader

20. Influencing - Communication Styles
BIOLOGICAL SOCIAL, LEARNED
RESPONSE RESPONSE
FIGHT FLIGHT
AGGRESSIVE PASSIVE ASSERTIVE

21. Aggressive
Aggressive behaviour is:
Believing that one‟s own needs, opinions, thoughts
and feelings are more important than others‟, and
showing a lack of respect for the needs of others.
Aggressive behaviour ranges from interrupting
others, „telling‟ and being very directive, to extreme
aggression, making threats and being hostile.

22. Passive
Passive behaviour is:
Believing that one‟s own needs, opinions, thoughts
and feelings are less important than others, and
deferring to the thoughts and needs of others.
Passive behaviour ranges from saying yes when we
really want to say no, through not or sharing in
team discussions to sulking and isolation.

23. Assertive
Assertive behaviour is defined as:
Believing that one‟s own needs, opinions, thoughts
and feelings are as important as anyone else‟s, and
showing respect for the needs and thoughts of others.

24. Assertive Behaviour
Verbal Non -Verbal
Communication Communication
 Your appearance - hairstyle, what
you wear
 Your voice tone
 Your posture - upright, confident,
 Rhythm relaxed
 Speed  Your hand gestures - open,
 Volume  Inviting but also controlling
when appropriate
 Pitch  Your facial expression - receptive,
friendly, interested
 Your eye contact
 Your mental state

25. Assertiveness
 Self Talk
 Mental Rehearsals
 Actual Rehearsals
 Visualisation

26. Assertive Responses
Definites ………………………How, What or Why?
Universals…………………….Challenge with facts
Linked Statements…………..Why or How?
Beliefs, Declarations,
suppositions……………..What or Why
Cause & Effect……………….What or Why?
Predictions……………………What, Why or Facts
Incomplete Comparisons…..Compared to? Why?
Judgement…………………….Who? Why?
Incomplete requests………...Ask for Specifics

27. Exercise Mixed Messages

28. First Round
I‟d like some help with this
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29. Second Round
I‟m not able to deliver that on time
© LIW 2012

30. Third Round
You don‟t seem to understand me
© LIW 2012

31. Influencing:
Clarifying your relationships up front
Social Contract
• Technical
Needs
• Emotional
• Behavioural

32. Needs
Addressing
the needs of
Others
How can we understand these?

33. Escalation of Consequence The Ladder of Effect
Coercion
Negotiation
Persuasion
Influence
Self-motivating Educated Choice Bargained compromise Imposed compliance
Low - Volunteer Recipient‟s Resistance Hi - Objector

34. Persuasion

35. Leading Other People’s People
Persuasion:
“to prevail on a person by logic, reasons,
inducements to do something. To induce
to believe or convince”
(Macquarie)

36. Our Four Different Selves

37. Working Together -
Communication Preferences

38. CREATING PERSUASIVE MESSAGES
The reason I say this is…
The impact will be…
That’s WHY…. Statement / Recommendation You will…
Hence my recommendation… The benefits will be…
Therefore… What this means to you is…
Relevance /
Implications Core Benefit And/Or
Impact For The Receiver
Because you told me… In support of this…
The implication is that.. Others have found…
Supporting / Relevant
This is relevant because… I’m not just saying so…
Evidence
You will experience/find… To illustrate…
You too will benefit.. The evidence shows…

39. PERSUASIVE MESSAGES
Types of evidence:
1. Facts
2. Statistics
3. Testimonials - Institutional, Expert, End-user, Popular Endorsement
4. Case Studies
5. Demonstration
6. Visual Aids
7. Hypothetical
8. Analogies / Stories

40. Exercise in Pairs
You have to persuade your buddy on the following.....

41. Escalation of Consequence The Ladder of Effect
Coercion
Negotiation
Persuasion
Influence
Self-motivating Educated Choice Bargained compromise Imposed compliance
Low - Volunteer Recipient‟s Resistance Hi - Objector

42. Negotiation
The art of
making an
argument

43. Outcomes of Negotiation
Lose - Lose. This is when neither
side gains from the conflict and
usually results in resentment.
Lose - Win. This is when one party is
unassertive and lets the other
benefit despite the cost.
Win - Lose. One party imposes a
solution on the other resulting in
the loser feeling resentful and
defeated.
Win - Win. Both parties will gain
from the resolution with
improved interpersonal
relationships.

44. Options in Negotiation
Competing Collaborating
Level of
Assertion Compromising
Avoiding Accommodating
Level of Cooperation
Source - Thomas 1976

46. Coercion
“No one expects
the Spanish
Inquisition”

47. Leading Other People’s People
Coercion:
“To force to do something by threat, law or authority. To
compel by forcible action”
(Macquarie)

48. Leading Other People’s People
Coercion Discussion:
What constitutes coercion?
When would you consider ever using it?
What are the consequences?

49. Coercion
“Coercion attempts to force people to change
beliefs, ideas, attitudes or behaviours using
psychological pressure, undue influence, threats,
anxiety, intimidation and/or stress.”
(Martyn Carruthers 2005)
What does this look like in the day-to-day workplace?

50. Coercion
When do employees or peers feel coerced?
• I demand that you do it.
• I criticize you for not doing it.
• I yell until you do it
• I curse until you do it
• I threaten with punishment if you don’t
do it.
(Buss et.al. 1987, 1995, 2003)

51. The Leaders’ Influence Toolkit
Style of Negotiation
Sphere of Influence
3C’s
Personality
Drivers of
Assertiveness
Behaviour

52. © LIW 2011
6

53. Days 5 & 6
Day 5
Morning
• Review of your application to your
projects
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam‟s leadership
• Graduation
© LIW 2012

54. © LIW 2011

55. © LIW 2011

56. Stakeholder Management
Managing Stakeholders
Involved Impacted Managing Stakeholders helps
you understand:
PRIMARY  With whom you need to work
 How to work with them
 Priorities for working with them
Influencer

57. Strategic Stakeholder Web: Your Situation
Exercise
Consider your project…..
 Who are the key cross-organizational
stakeholders? Involved Impacted
 Where they sit in the world?
PRIMARY
 How are they related to your project?
 How critical are they to your success?
 What is their preferred Influencer
communication style?
 Who is missing?

58. Working With Your Different Stakeholders
Involved Impacted Influencer
Primary  Actively invest in  Keep informed  Keep fully informed
relationship building  Solicit feedback and  Actively solicit
 Partner to resolve input opinions and
issues and manage  Understand how your perspectives
tradeoffs work affects them  Ensure that their
 Jointly prepare for interests are
likely outcomes recognized
Secondary  Inform as needed  Inform as needed  Inform as needed
 Delegate tasks  Advise of expected  Seek guidance and
appropriate with their outcomes advice
role  Monitor their
positions
Where is your time best spent?

59. Trust
C+R+I
T= S
Credibility. Credibility has to do with the words we speak.
Reliability. Reliability has to do with actions.
Intimacy. Intimacy is the safety we feel talking to someone.
Self-orientation. Self-orientation refers is the focus of the
person in question

60. Days 5 & 6
Day 5
Morning
• Review of your application to your projects
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6
Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam’s leadership
• Graduation

62. ®
Organisational Leadership Architecture
Clarity Climate Competence
W1 Your Why • The culture you want • Your Knowledge &
What are we Your What around you skills
trying to Your How The resources you need • Your Behaviour &
attitude
achieve and
• Your Leader‟s example
why?
W2
Where are we
now?
Top 3 actions
W3
What next?

63. Exercise in Pairs

64. Graduation

65. Finally...