Leadership from vision to action

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

The objective of this programme is to enable experienced leaders (Presidents, Managing Directors, Board Members..) to clarify and translate ‘vision’ into high-performance ‘action’ and to harmonise strategy with the culture and structure of their organisation. Thus, for the leader, according to his or her personal leadership style, the task is to ensure coherence and relevance both in decision-making and behaviour.

Leadership from vision to action

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Benefits :

• Cultivate the capacity to lead and develop an organisation
• Adapt leadership style according to team maturity
• Create a context which encourages personal evolution
• Stimulate value creation
• Announce new directions and optimise their uptake
• Be the inspiring force behind a learning culture
• Impart a sense of serenity to crisis
• Inspire an audience

Leadership from vision to action

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Audience :

• Leaders
• CEOs
• Presidents and vice-presidents
• General managers

Leadership from vision to action

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Meaning, direction, points of reference
- The leader as image guardian and of the 3 pillars: strategy, culture, structure
- The paradoxes of change, phases to unleash it and accompany the transition
- Communicating a decision/announcing a change
- The delegative style: confer power, assure ones-self of competencies
- Formal speeches: creating impact and harvesting commitment
- Tactics and behaviour styles when facing a critical or opposed audience

Encouraging individual development
- The essentials of inter-personal communication
- The leader-coach: identify the problem, formulate solutions: the facilitator attitude
- Performance management: driving team evolution, analysing successes, transforming failures, detecting talent
- Feedback: celebrating success: reinforcing and stimulating good practice; alerting on time
- The 10 golden rules of exemplarity: application to personal case studies

Anticipating turbulence, facing tense situations
- Recognise tensions and paradoxes - the Double Helix Model®
- Taking a stance in a coherent manner and affirming it with authority
- Re-frame deviances: primary qualities and associated defects; positive intention and higher principle
- Strategy-making in the face of conflictual situations: prioritising consensus and reaching mutual accord
- Arbitrator and mediator: the qualities expected of a leader

Reinforcing personal charisma
- “Holistic” action: convince an audience, have a project adopted, a re-orientation supported
- Self management: handling contradictions and criticisms
- Stress: sources and stimuli; the Cohen Scale
- The art of negotiation: adopting the right attitudes according to the different players
- The meta-message: identifying the signals, managing the implicit, interpreting the unsaid
- The personal outlook based on 361° feedback

Leadership from vision to action

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

> Small groups: each group is comprised of between ten to twelve participants, depending on the host country, in order to ensure proper conditions for genuine individual development.

> Role plays and practical exercises: our teaching method stimulates self-knowledge, promotes awareness and leads to long-term behavioural change.

> Sequential: the training process involves 3-5 weeks’ application on the job between training days, allowing each participant to integrate the content long-term, and to take ownership of it in the form of new attitudes.

> Feedback: at the beginning of the day, each participant presents his or her feedback based on the concrete results achieved. The successes and/or difficulties are then analysed and commented upon, and the learning points transformed into a new action plan. The training day continues with new modules, according to the same process.

> The "blended" approach: before, during and after the training programme, the participant is asked to continue his or her learning process online to gather feedback from his or her colleagues with the 361°.