Leadership Programmes

1. Leadership Equity Assessment (LEA)

What is Leadership Equity Assessment (LEA)?

MANAGEMENT & LEADERSHIP SERIES

Leadership Equity Assessment forms a precise basis point for a result and task driven leadership development process, where the development of the managers’ skills in handling 12 specific leadership tasks is in focus.

Leadership Equity Assessment is based on extensive research. The research showed that managers who create excellent long term business results differ compared to average managers by being especially competent in 12 concrete, leadership tasks all related to the manager’s active role in being responsible for employees’ productive working conditions.

Leadership Equity Assessment analyses and measures the individual manager and the organization’s performance on these 12 key skills - as a whole, department by department, and manager by manager.

LEA Competitive Benefits for Managers at All Levels and Top Management

·       PERFORMANCE LINKED. The LEA tool is based on thorough research linking LEA results directly with business results.

·        ACTIONABLE. Emphasis is on acquiring immediate usable insight to optimize the leadership efficiency.

·       ORGANIZATIONAL OVERVIEW. All managers in the organization will have their leadership evaluated and compared.

·       EASILY UNDERSTANDABLE. The tool is based on only 12 statements, and results are easily accessed in a personal manager report.

·      CREATING FOCUS... by repeating the survey 4 times over a period of approximately 2 years.

·      POSITIVE DEVELOPMENT. Through departmental and organizational action plans.

·       GOAL ORIENTED DOCUMENTATION. Reports and guides give complete feedback and information using graphs, charts, and scores.

Credentials

The Leadership Equity Assessment is based on extensive research and is repeatedly validated in numerous cultures. Find out more about the studies in the following books:

·          Marcus Buckingham & Curt Coffman, First, break all the rules, 1999, Simon & Schuster,London

·          Rodd Wagner & James K. Harter, PH.D., 12 The Elements of Great Managing, 2006, Gallup Press, New York

2. Developing Winning Key Performance Indicators (KPIs)

For many years, organisations have used what they thought were KPIs, but the measures have not had the results management and the Board were seeking. KPIs have been mislabelled and misused and this had led to many balanced scorecards failing.

Organisations with over 20 KPIs lack focus, lack alignment and are ineffective. In fact, an organisation only requires 10 true, measured and reported KPIs.

Developing Winning KPIs – This workshop will show you how to choose the right KPIs. Participants will be encouraged to share performance indicators they are currently working with, and to refine and edit them through workshop participation. This session will be useful for organisations regardless as to whether they have a balanced scorecard or not.

This workshop will enable you to:

1.      Find your organisation’s critical success factors.

2.      Gain an in-depth understanding of the characteristics of key performance indicators (KPIs).

3.      Understand how key result indicators, performance indicators and KPIs fit together.

4.      Understand KPIs which may be of relevance to your organisation.

Based on David Parmenter’s book, “Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs” published by John Wiley & Sons

3. Performance Leadership

Leadership Development that Produces Results!
Work performance, as an integral part of business success, has a significant impact on companies worldwide in today’s result-oriented working culture.

For strategic business growth, companies are investing millions in nurturing a performance-based culture to attract and retain customers, improve efficiency and service, increase sales and improve management effectiveness. Programmes such as Customer Relationship Management, Process Improvement, Consultative Selling and 360o Surveys have found their way into the management matrix.

Designed with an objective to improve performance and stakeholder’s value, these programmes, however, either fail or are not maximally effective as they are usually independent efforts by individual department implemented without integration or alignment with other departments. As a result, the millions went to drain with little or no return.  

The advent of the PERFORMANCE LEADERSHIP programme sheds limelight to a systematic and proven approach to leadership and organisational development that produces measurable results.

Why does Performance Leadership Work?

Based on a behavioural research, PERFORMANCE LEADERSHIP has seen itself evolving through 40 solid years of development to its current stage of maturity in its management application. First applied to enhance training effectiveness, the technology that emerged from this research has successfully been implemented in improving Human Performance. Unlike other approaches to improve productivity and develop leaders, the procedures that comprise this technology are based on empirical research, not just common sense or the latest management fad. It has generated immense interest among practitioners and academics, witnessing the founding of many world renowned organizations to support continued research and to promote the technology to the public. These organisations include ISPI, The Association for Behaviour Analysis, and The Cambridge Centre for Behavioural Studies.

The Performance Leadership Profile and Workshop is authored by Dr. Martin Wikoff, an expert in applying Performance Technology to leadership, productivity, and sales effectiveness.  Not only an expert and author, he also has experience as a salesperson, leader, and trainer for multinational corporations.  His ability to combine his practical real life experience with his technical expertise has enabled him to translate research-based behavioural technology into practical everyday techniques that leaders can understand and apply.

As an early pioneer in using multi-rater surveys in the late 70’s, he is the recipient of ISPI’s Award of Excellence, and has recently been invited to present a programme entitled “Designing High Impact Sales Training Programmes” at the Corporate Executive Board’s 2008 Sales and Marketing Insight Acceleration Conference.

How does Performance Leadership Work?

Performance Leadership contains two key components of:

How does Performance Leadership compare with some other popular Leadership and Performance Improvement programmes?

Success Story: Manufacturer Overcomes Global Competition
Long-term survival for the fifth largest office furniture manufacturer in the US depended on its ability to compete with lower cost, but quality products sourced from other countries.  Working with its Personal Consultant, a programme using the tools from PERFORMANCE LEADERSHIP was implemented across its 9 manufacturing facilities with the involvement of its sales force. The programme was used to develop managers, establish performance goals, and implement process improvements, feedback systems, and rewards for hitting targets. Plant efficiency increased an average of 18% and sales growth has been doubling the industry average since the programme kicked off. In 2007, the company achieved record sales and profits.

Success Story: Retailer Differentiates in a Commodity Market
Upon recognising the need to distinguish itself from other floral and gift shops, the largest floral chain in Chicago, using PERFORMANCE LEADERSHIP, trained its managers and clarified its business mission from a company that “sells flowers” to one that “helps people celebrate events.” Through the clear mission and the PL training, it developed clear behavioural expectations for inside sales representatives, implemented measures, rewards, and a coaching process.  Within weeks, by changing the inside sales team from “order takers” to advisors that helped customers celebrate, sales jumped 30% and profits increased 14%.

Success Story: Bank Builds Retail Business
Growing its retail business and retaining existing customers were key thrusts to the growth of the sixth largest US Bank with $320 billion in assets. It adopted PERFORMANCE LEADERSHIP programme to achieve its two strategies of improving the sales effectiveness of its retail bankers and enhancing the customer service provided by its tellers. After successive PL training, the Retail Sales managers used the PL methods to improve the cross-selling of additional products by setting goals, coaching, rewarding and providing feedback.  The managers also applied PL principles to better define service behaviour of tellers, set goals, measure, and reward service performance.  As a result of the application of PERFORMANCE LEADERSHIP, the bank increased cross selling by over 25%, increased deposits by 1.2%, and dropped complaints about teller service to zero.

Success Story: Hotel Improves Its Image and Brand Value
A prestigious global hotel chain was receiving complaints about the cleanliness of rooms.  Recognising that the satisfaction of guests and the value of the brand were at stake, the hotel embarked on an initiative to improve the performance of the housekeeping and service staff.  Managers were trained in the principles of PERFORMANCE LEADERSHIP and applied what they learned in their departments.  In the housekeeping department, a room cleaning checklist was developed to clarify expectations, goals were set, and managers used feedback and rewards to improve performance.  This led to a 41% improvement in measures of cleanliness and a significant drop in complaints.  Managers also used the techniques to set goals for front desk employees, and set up a system of measurement, feedback and rewards that resulted in increased room sales of over $60,000 per year per hotel.

PERFORMANCE LEADERSHIP FOR MANAGERS AND SUPERVISORS

A. COURSE OBJECTIVES

By the end of the PERFORMANCE LEADERSHIP course, participants will be able to:

• Develop comprehensive service performance standards.
• Design and implement measurement and feedback systems.
• Develop skills in setting service performance goals.
• Use positive motivation and reinforcement.
• Analyse service performance deficiencies
• Coach employees when service performance falls below potential

B. BENEFITS

Participants in PERFORMANCE LEADERSHIP, mainly managers andsupervisors, will learn how they can systematically manage the service performance of the frontline service providers.

This programme will be the FIRST STEP towards
IMPROVING, MAINTAINING and SUSTAINING Performance.

C. TARGET AUDIENCE

• Managers
• Supervisors

D. TRAINING METHODOLOGY   

Discussion, case study, mini role play, profiling, pre- and post-assessment, lecture and group work.

E. CLASS SIZE   

Maximum class size is 20 participants.

Pre-workshop Analysis – Online Assessment

The Performance Management Profile (PMP) is a tool to assess how well your managers and supervisors utilise key skills and procedures to maximise employees’ performance. Participants will fill in one questionnaire while 4 of their subordinates will also fill in another set for a computer generated assessment of the participant’s skills in:

Session 1 (10hrs)

Performance Management Foundation

• World-class Leadership
• Getting the Competitive Advantage
• The Product-Service Matrix
• Fundamentals of First Class Service
  • Focus on the customer
  • Treat the customer with respect
  • Provide efficient service
  • Reinforce the customer
  • Provide a comfortable environment
• Identify your service management’s responsibility:
  • What outcomes are managers responsible for accomplishing?
  • What comes under a manager’s control?
• Developing performance descriptions:
  • Identifying areas of responsibility
  • Establishing performance standards based on customers’ expectations
  • Linking the customers’ perspective to performance standards
• Collecting information and measuring performance
• Understanding the “Performance Management Profile” Assessment
• Communicating performance expectations
• Providing performance feedback

• Elements of a First Class Performance System
• Understanding Performance Information and Indicators
• Collecting Performance Information

Session 2 (4hrs)

Goal Setting and Action Planning

• Setting performance goals
• Developing action plans
• Conducting goal setting meetings and progress review meetings

Session 3 (7hrs)

Positive Motivation

• Using positive motivation effectively
• Selecting and giving reinforcement
• Giving recognition

Performance Coaching

• Guidelines for effective coaching
• Identifying reasons for deficient performance
• Balancing positive and negative consequences

Post-workshop Analysis – Online Assessment

One month after the workshop, your managers and supervisors will undergo another assessment of the Performance Management Profile (PMP) to assess how well they have utilised key skills and procedures to maximise employees’ service performance.

Follow-up & Reinforcement Sessions

A 3-hr follow-up & reinforcement session will take place in the second month after the workshop.  

The Performance Leadership programme is developed by

4. The Extraordinary Leader: Going from Good to Great

• Develop competencies that will make a substantial difference in the outcomes they are attempting to produce.
• Will be perceived by others as highly effective leaders who significantly impact the success of their organizations.
• Take responsibility for their own development rather than expect organizations to do it for them.
• Increase career opportunities.
• Improve job and personal satisfaction.

For organizations

• Address the fact that requirements, demands, and expectations of leaders continue to escalate.
• Rethink their fundamental approach to the development of leaders.
• Reverse a trend of not producing leaders at the rate at which they are needed.
• Enhance corporate success through the contributions of high performance leaders.
• Retain high performing leaders who contribute to corporate success by increasing productivity, reducing turnover, generating high customer satisfaction, inspiring innovation, and maintaining positive relationships with external and internal customers and suppliers.

After completing the workshop, participants will be able to:

• Articulate the difference between good leaders and great leaders
• Describe and explain the 5 key insights about leadership
• Define the 16 competencies of high performing leaders
• Gain insight on the concept of powerful combinations of strengths
• Explain the difference between weaknesses and fatal flaws
• Exhibit behaviours that demonstrate leadership effectiveness
• Make better use of their existing skills and training

Who Should Attend             
Managers, supervisors and potential leaders

Course Duration              
1 day  (9am – 5pm)