• Executive Development Modules

    Choose from a wide range of development experiences. All modules last half a day. While they can be combined in any order, we can advise you on tuning the order to meet your learning objectives. Accadence can advise on the preparatory work for each module.

     

    The modules are pitched at professionals with experience of line or project management. Please talk to us, if you want us to pitch them at less experienced High-Potentials or more experienced leaders. Where you want to create a deeper, focused learning expereince, each module can be extended to include more concepts, frameworks, experiential learning time or application work in that topic.

     

    All modules include some instruction. They are constructed around some well-known management theories, frameworks & models. Some are noted below, though they are not necessarily overtly taught in the module. Most of the learning comes through experiences in pairs or groups, and facilitated plenary reflections. All modules have integrated opportunities for participants to record their key learnings and make personal action plans.

     

    Please ask us if you do not see the modules you need.

    The Effective Manager

    How Managers get work done through their Direct Reports

    Key concepts:

    The direct reporting relationship

    Types of Power

    How to assign tasks & delegate

    Communicating Responsibility & Accountability

    How to structure a one-to-one meeting with your direct report

    Katzenbach’s High Performance Teams model vs Taylor's Scientific Management

    Task/Person orientation

     

    Teamwork & Collaboration

    How Managers get work done together with their Peers

    Key concepts:

    The peer colleague relationship

    Types of Influence

    Collaboration, Silo-thinking, Teamwork, Trust, Synergy, Recognition & Healthy competition

    McGregor's X&Y Model

    Interpersonal collaborative behavior & habits

    My team assessment

    Feedback for Success

    How Managers give & receive Feedback.

    Key concepts:

    Feedback vs annual Evaluation

    Observed Behavior vs Personal Judgement

    How to give feedback in formal situations

    How to give indirect feedback

    How to receive feedback

    Performance & Development Management

    How to manage direct staff development & performance processes

    Key concepts:

    The Performance Management cycle

    Objectives, Expectations, Monitoring, Feedback & Evaluation
    Performance development planning

    SMART objectives

    Models:

    Locke's goal-setting theory

    Conscious Competence model

     

     

    How to manage a meeting

    How Managers get the best use out of Meetings & the hours they spend in them

    Key concepts:

    Types of meeting

    How to prepare, run, conclude & follow up after a meeting

    What happens in a meeting on the surface & under the surface
    How to manage for Information, Consultation, Decision & Agreement.

    Working Across Cultures

    How Managers get work done in a global context: across distance & diverse cultures

    Key concepts:

    Virtual teams, functional alignment & working across cultural boundaries

    Cultural Intelligence & empathy

    How different cultures approach: Communicating, Evaluating, Persuading, Leading, Deciding, Trusting, Disagreeing & Scheduling

    Self-Evaluation in your cultural context

    Models:

    Meyer's The Culture Map

     

    Managing Conflict

    How Managers use and resolve Conflicts

    Key concepts:

    Conflict, Agreement, Consensus, Decision-Making, Leadership

    Assertive vs Aggressive

    The precursors of Conflict

    How to preempt & diffuse Conflict

    Open & Closed Conflict Styles

    The Thomas-Kilmann Conflict model

    Download a sample report

    Leading Change

    How to Manage your team through a greater change or lead your team to change

    Key concepts:

    Change & the Change Curve

    Responses & resistance to change

    Understanding & applying the 8 steps of the Kotter model to their own project.

    Head & Heart: the importance of Emotional Intelligence in Change Management

    Models:

    Kotters 8 Step

    Rogers Diffusion of Innovation Model

    The change curve

    Stakeholder Management

    How Managers identify Stakeholders & the tools they use to influence them

    Key concepts:

    Stakeholder Needs Analysis

    Channels, Content, Style

    Aligning the message, Scripting & delivering a pitch

    Pitching practice

    Models:

    Johnson & Scholes Stakeholder Mapping

    Cialdini’s 6 Influencing tools

    Diversity & Team Culture

    How Managers form a team & manage team dynamics

    Key concepts:

    Culture & Group Dynamics

    Hidden assumptions vs published procedures

    Working with difference & diversity

    Hidden & overt bias

    Models:

    Tuckman’s model of team development

    Hofstede’s Cultural Framework

    Strategy Basics

    Introduction to Strategy language & concepts for frontline managers

    Key concepts:

    Strategy, Vision, Alignment, KPIs, & Targets

    An interactive introduction to Strategy.

    Identify a Strategic Objective, analyse the Strategic Drivers and define KPIs & Targets in order to build a balanced scorecard.

    How Strategy becomes objectives.

    Accountability & Ownership

    How Managers use language & behavior to manage tasks, monitor status & develop trust

    Key concepts:

    Listening, Questioning, Aggression & Assertion

    Empathy, Trust, & Vulnerability

    Reliability, Accountability & Ownership

    Comparing the intentions & perceptions of communication & behavior

    How behavior conveys ownership

    Models:

    David Maister’s Trust Model

     

    How to Coach

    How managers Coach their staff

    Key concepts:

    Coaching vs Managing

    Coaching vs Evaluation

    The Coaching ‘contract’

    Leaders ask questions; managers have answers

    The GROW model

    How to Mentor

    How to be a Mentor & manage a mentoring relationship

    Key concepts:

    Mentoring vs Managing

    Mentee & Mentor

    The Mentoring ‘contract’

    Mentoring readiness self-assessment

    Mentoring styles & techniques

    Option: the class establishes a Mentoring support group

    Managing Myself

    How Managers care for themselves & their own development to work successfully & sustainably

    Key concepts:

    Participants explore four themes of caring for themselves through their careers:

    1. Self-Awareness & Personal Development
    2. Stress & Resilience
    3. Self-Management, Work-Life Balance & Time Management
    4. Motivation & Positivity

     

    Creative Problem Solving

    Practical creative tools that Managers use to solve problems & generate options

    Key concepts:

    Innovation & Creativity

    Problem Solving & Decision Making

    Participants learn tools to question assumptions, create connections, involve others, see patterns, find new perspectives, refine & reframe the problem, solution focus, thinking visually & structured brainstorming

    Story-Telling

    How Managers communicate in a formal context to have impact & be remembered

    Key concepts:

    Story vs Presentation

    How to make an argument, recommendation & call to action

    The elements of good story-telling

    Mehrabian’s Communication Model

    Paralinguistics & body-language

    Know your audience

    Behavioral Interviewing

    The Hiring Manager's role in design, conduct & conclusion of the behavioral interview process

    Key concepts:

    Behavioral Interviews & the selection process

    Cultural Fit, Aptitude vs Attitude, Managing hidden bias

    Types of Interview Question
    Using the Job Description & CV
    Preparing for the Interview & notes in the Interview
    Building Rapport & how to ask behavioral questions
     

    319 Decision Making

    How managers identify, prepare, involve, make and communicate decisions

    Key concepts:

    Problem solving, decision making, Fair Process & risk control

    Information vs data

    Evaluating complexity, confidence & consequences

    Options & evaluation

    Stakeholder consulting & communication

     

    Managing Up

    How managers build upward relationships and use them to inform, influence and advance their careers

    Key concepts:

    Building the relationship with your boss

    What does your boss expect from you?

    What does the organisation expect from you?

    Mapping out the hierarchy & stakeholder analysis

    Politics & the informal organisation

    Projecting your personal brand: finding your visibility & voice

     

    Transition to Leadership

    How managers become leaders

    Key concepts:

    What is Leadership & how is it different from management

    Followership, Motivation & Employee Engagement

    Authenticity: finding & projecting the Leader in you

    Moments of truth - the Leadership crucible

    The outside in perspective

    Models:

    Goffee & Jones Why Should Anyone be Led by You?

    Executive Presence

    How Leaders project presence & gravitas in face-to-face & virtual events

    Key concepts:

    Gravitas, credibility, executive presence & commanding the room
    Evaluating your presence: the visual & audio impression that you make
    Anaylsing your audience
    Working the room & presenting yourself