This interactive 3-day programme aims to develop great leaders by empowering them to lead with courage and authority. Delegates will develop skills that will build both courageous leadership and followership in the workplace.
Knowing ourselves (and those whom we lead), is the fundamental key to effective team development. Emotional Intelligence is the ability we need to identify, understand and control our thoughts and feelings as managers or leaders, communicate them clearly to others and interact with empathy towards others’ emotions.
This section of the workshop will teach the basis of emotional intelligence and give guidelines on applying the theories in everyday situations that arise when working with subordinates.
Testing candidates predominant Conflict Handling Preferences: This will form the basis on which the conflict management styles will be dealt with. While there is much agreement nowadays about the need for good leaders and managers, the need for command and control have come under fire as organizations move away from hierarchical (vertical) layers to horizontal or flat structures. These are not distinct processes, but rather concepts that all leaders perform in order to build and strengthen their organizations. As the above diagram shows, the four pillars overlap, thus they are not separate processes. Leadership drives the interpersonal aspects of the organization, such as moral and team spirit. Management deals with the conceptual issues of the organization, such as planning, budgeting, and organizing. While most people think of command as simply telling others what to do, it goes far beyond that. An example would be visioning a process that helps to increase informal learning and make it more effective. Now you might implement a social media tool as explained below, but the real goal is to increase interactions that lead to informal learning, while a supporting process is the tool itself. In contrast, Control is the process used to establish and provide structure in order to deal with uncertainties. For example, an organization might implement a new social media tool to enable its worker to interact with others and aid the process of informal learning more effectively. Inherent in evaluation is efficiency — the act of examining the new tool often leads to processes that make it more efficient. A good example of this is our recent recession and its effects on our economy that caused many organizations to perform massive layoffs. Management's primary focus is on the conceptual side of the business, such as planning, organizing, and budgeting.
Management helps to acquire, integrate, and allocate resources in order to accomplish goals and task.
If the tool becomes the primary goal, then the wrong polices could be put into place that decrease its value as an informal learning tool, for example, implementing a policy that no one in the company can ask a question on Twitter as it might make us look stupid or our competitors will know what we are trying to do.
Secondly, if the focus is only on the tool, then other options are omitted, such as tearing down cubicles and creating open spaces where people can meet with each other. In contrast, Leadership deals with the interpersonal relations such as being a teacher and coach, instilling organizational spirit to win, and serving the organization and workers. While all four processes have their place, they are not implemented separately, but rather in concert.

Management allocates the resources and helps to organize the activities that will make it a reality. Leadership helps to guide, coach, and motivate the people to do their best throughout the entire process. Control looks for opportunities to reduce risks, which in turn makes the process more efficient. Thus, the four pillars must consistently be weighed against each other to ensure they are in proper balance so the organization can grow and prosper. In popular books and articles today you see a foolish controversy which is not worth the energy put into it:  Leadership vs. A related way to think about this is to consider what things scale up well (the same number of people can do 10x, 100x, or 10,000x fold more), and which do not scale up without stressing people past a breaking point.
Amazon is a company that designs much of their work to be highly automated, highly scalable. If something is scalable, then it’s most likely that management practices are the primary way to make these effective.
If something is not scalable, then it’s most likely you must operate with leadership disciplines.
I shared a series of short stories from my experience or observation, and what I learned from that experience. Too often in today’s world we give people the lesson, and then tell stories to support that or illustrate it. One of the side-benefits of this story-first approach is that you’re modeling an ability to think through personal experiences and extract lessons from them.
Another side-benefit is that your team will get to know more about your history, your stories — and this in turn helps them work more effectively with you. Helping people grow and mature is not only one of your primary responsibilities as a leader, it is also one of your greatest sources of satisfaction. You’d like someone to acknowledge your strengths and deal gently but firmly with your weaknesses. You’d like someone who can help you think through choices, without making it for you.
My counsel is to use an effective strategy for indirect feedback that will help everyone involved.
The consistent messages of this world, bombarding us from within and without, is that we’ll be happier when we buy, consume, use, watch, absorb.  We think to ourselves “I deserve this,” and advertisers, marketers, and peers are all too happy to fuel this thought. Consider how much of our illness and sadness come from putting consumption first.   There may be some happiness at first, but it doesn’t take long to find joylessness in consumption, and more consumption makes it worse.
I strongly recommend that leaders study great books, especially books which have stood the test of time. Now that you are old, it is time you stopped allowing [your body] to be enslaved, jerked about by every selfish whim, grumbling at its present lot one moment and bemoaning the future the next. Don’t look at the world through the eyes of an insolent and unhappy man, or judge things as he would, but see life as it truly is.
If it is good to say or do something, then it is even better to be criticized for having said or done it. Let this be your one joy and delight: to go from one act of kindness to another with your mind fixed on God.

Living is more like wrestling than dancing: you have to stay on your feet, ready and unruffled, while blows are being trained down on you, sometimes from unexpected quarters.
I often marvel at how men love themselves more than others while at the same time care more about what others think of them then what they think of themselves. Their awareness of their current leadership styles will be brought to the fore and they will learn what factors impact these styles and the resultant effect on their subordinates. During this interactive training intervention, delegates will engage in various activities to enable them to put these newly acquired skills into practice. However, command and control are just as important as leadership and management if we return to their true meaning. Informal leaders are often good sources of visions; however, if the vision requires resources, then they normally need the support of a strong formal leader. Going back to the above example of increasing informal learning by implementing a new social media tool, the managers must look at the real goal, rather than the tool.
This policy removes the real purpose of the tool—enabling the employees to learn informally from each other. The nature and dynamics of change, and the nature and speed of change forces and change catalysts.
The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. This course then provides delegates with a toolkit to increase their leadership skills back in the workplace. In fact, they are the four pillars of every organization as they directly drive the organization. These uncertainties cause tensions that leaders must deal with so they do not impede the organization. The danger of this is if the command process is weak and the control process is strong then it can make efficiency the end-goal.
The real goal is to increase informal learning and human interactions in order to make them more effective, not to put into place a social media tool. This is far different from most peoples' conception in which they think of control as controlling others. In fact, good managers know that trying to control others is extremely difficult if not impossible.
That is, the organization has to be successful to survive and in turn, reward its members (both intrinsically and extrinsically).
This varies by culture and person, of course, but looking for negative feedback where people think it might damage the relationship you have with them, well… good luck with that.

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