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The Leadership Privilege Program - Learning Outcomes


Day 1: My Leadership Impact

  • Value the leadership privilege
  • Show up more powerfully as a leader by playing to your leadership strengths, qualities and traits
  • Know what you stand for as a leader and clearly communicate your personal leadership vision
  • More consistently make decisions that honour what is truly important to you and enhance your trustworthiness
  • Recognize when your ‘hot button’ is being pressed and ‘get back to calm’ in the moment to minimize the impact of any kneejerk response
  • Recognize when you have slipped into a blind spot behaviour and process consciously to get out of it
  • Show strength through vulnerability by proactively owning up to mistakes, and sharing about weaknesses

Day 2: Growing Your People

  • Discover the neuroscience of giving and receiving feedback so you can approach all your leadership conversations with integrity and compassion
  • Assess the difference between skills deficiency and attitude challenges
  • Recognize how own preferences and biases can lead to poor decision-making and demotivate team members
  • Prepare diligently for different types of conversations, particularly those that will directly impact an employee (positively or negatively)
  • Remain present, exercise strong listening skills, and use powerful questioning to bring issues, concerns, needs, and desires to the surface
  • Set high performance goals with each direct report
  • Have regular check-ins with each direct report, have a career conversation at least annually, and regularly review personal development plans

Day 3: Becoming A High Performing Leader

  • Own your role as a key player in your organization; think like an owner
  • Prioritize effectively so that you consistently sign up for the right commitments
  • Be comfortable saying ‘no’ or negotiating different terms if requests you receive conflict with other priorities
  • Communicate incisively with stakeholders to build clarity and commitment
  • Use foresight to anticipate delays and quality issues; check in with others regularly to help them keep on track
  • Respectfully challenge blame or victim language and behaviour to support others in performing to a high level
  • Deal expediently with relationship or performance issues directly, not through others