This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.

1. MODULE FOUR: MODULE ONE:
MODULETWO:MODULETHREE:
• Goal Setting
• Self Management
Techniques
• Personal
Accountability
• Emotional Intelligence
• Lifelong Learning
• SettingTeam Objectives
• Managing Difficult People
• Line Manager as a Coach &
Talent Developer
• Motivating theTeam
• Business Simulation
• Visioning
• Strategy
• Execution & Change Management
• Influencing
• Defining theTask
• ManagingWork
• Organising
• Communicating
• Giving Feedback
OUR LEADERSHIP DEVELOPMENT FRAMEWORK

2. Total
Leadership
Breakthrough
Performance
Time Management requires self discipline, self mastery and self control more than anything else.
(BrianTracy)
It is creating a total leader by merging the aspects of total leadership with the
keys to results to drive breakthrough performance
MANAGING SELF

3. MANAGING OTHERS
TheTalent
Magnet
Attracts talented people
& uses them at their
highest point of
contribution
The
Liberator
Creates an intense
environment that requires
people’s best thinking and
work
The
Challenger
Defines an opportunity
that causes people to
stretch
The Debate
Maker
Drives sound decisions
through rigorous debate
The
Investor
Gives other people the
ownership for results and
invests in their success
The Empire
Builder
TheTyrant
The Know-
It-All
The Decision
Maker
The Micro
Manager
Hoards resources and
underutilises talent
Creates a tense
environment that
suppresses people’s
thinking and capability
Gives directives that
showcase how much they
know
Makes centralised, abrupt
decisions that confuse the
organisation
Drives results through
their personal
involvement
Talent Multiplier Talent Diminisher

4. STRATEGICTHINKING AND EXECUTION
Foresight
Input Output
StrategyAnalysis
Interpretation
Prospection
Things happening. “What’s happening?”
“What might happen?”
“What might we
need to do?”
“What will we do?”
“How will we do it?”
Strategic FORESIGHT
• To effectively strategise, we need to develop our strategic foresight
• Strategic foresight is the capacity to think systematically about the future to inform
today's decision making.
• It is a capacity that we need to develop as individuals, as organisations, and as a society.

5. ACTION CENTRED LEADERSHIP®
TASK
TEAM
INDIVUDUAL
Achieving theTask
Managing theTeam or Group
Managing Individuals
Action Centred Leadership® or ACL® is a practical, relevant and highly effective model for developing and strengthening
leadership skills. ACL is also a simple leadership model, which makes it easy to remember and apply, and to adapt for
your own situation.
John Adair's simple ACL model provides a great blueprint for leadership and the management of any team, group or
organisation is represented by Adair's 'three circles' diagram, which illustrates Adair's three core leadership
responsibilities:

6. Are you an Exceptional
Leader?