The Boston Global Leaders Programme

Defining the Unique, Essential and Noble Functions of Management

• Clearly Differentiating Management from Leadership
• Rediscovering the Critical Importance of Effective Management: Traditional vs. Contemporary Views
• Inappropriate Metaphors of Managers: The Need to Change Mind-sets
• The Key Management Functions: The Q-OPD Full-Range Management Model©

The Four, Over-arching Core Skills for both Managers and Leaders

• Developing Personal, Social and Organisational Awareness
• Tailored, Multi-channel Communication
• Powerful and Targeted Influence and Persuasion
• Emotional Intelligence (EI) & Political Intelligence (PI)

Operationalising & Directing

• The Manager’s Crucial Operationalisation Remit
• Translating the Strategic Plan into an Implementation Plan
• Powerful Processes to Direct Your Staff
• Using Goals, Objectives, Outcomes and Behavioural Metrics

Delegating & Problem-solving

• The Delegation Imperative: Making Yourself Dispensible, Creating New Leaders and Succession Planning
• Relinquishing Authority and Responsibility: Setting Your Staff-up for Success
• Creative, Rational and Soft-system Problem-solving Approaches
• Deciding between Alternative Solutions whilst considering the Operational and Political Dimensions of Your Actions

Resourcing & Supporting

• Identifying the Resources Available to Your Staff and Using Them to Develop their Capability
• Selecting Staff for their Talent and Potential
• Supporting Your Staff: Engagement and Empowerment
• The Five Essential Support Needs of Your Staff to Ensure their continuing Discretionary Effort

Monitoring & Controlling / Coordinating

• The Essential Nature of Monitoring and Controlling
• Soft and Hard Processes: Individual Development and Goal-achievement
• Deciding on Your Key Metrics: ‘What you measure is what you get!’
• Designing Monitoring Systems / Performance Dashboards

Feeding Back / Reporting & Redirecting

• The Value of Timely, Relevant, Actionable Feedback
• The 3 Feedback Principles and Structuring Motivational, Developmental and Critical Feedback
• Re-directing Behaviours and Setting-up Positive Responses
• Harnessing the Power of Activators, Behaviours and Consequences

The Manager as Catalyst

• Understanding and Appreciating the New Management Paradigm
• Using the Gallup Q-12 to Powerfully Manage your Staff
• Playing to your Staff’s Strengths and Helping them Manage their Weaknesses – as a Team
• Managing Employee Aspirations by Helping them Find their Ideal Roles

Managing Your Own Career as a Manager

• Planning in the Emerging, New Employment Reality: The Changing World, Workplace and Corporate Governance
• Identifying Your Specific Career Anchors: What you are good at? What you value and what motivates you?
• Constructing Your Personal Career Advancement Strategy
• Prioritising and Engaging in the Important Career Advancement Activities
• Becoming Politically Adept

• Recognising the Differences between Management and Leadership
• Appreciating the Five Essential Leadership Approaches and Corresponding Styles
• Displaying Transformational Leadership Behaviours
• Comprehending the Corporate Governance Responsibilities of the Board
• Demonstrating Ethical Behaviour, Living Your Values and Maintaining Your Personal Integrity
• Developing Your Political Awareness and Mastering the Five Core Political Skills

• Using Personality Insights to Communicate and Influence Others Better
• Displaying Personal Power and Self-confidence in All Situations
• Optimising the Development and Management of Teams
• Evolving Organisational Cultures and Applying the Neuroscience of Change
• Managing Your Own and Others’ Attitudes, Emotions, States and Behaviours
• Understanding the Nature of Organisational Psychopaths and Limiting their Detrimental Effects

• Understanding the Five Elements of Strategic Management: Strategic Thinking, Planning, Implementation, Monitoring and Emergence
• Competitive Positioning: The Five Processes that Populate a SWOT Analysis
• The Value of Scenario Planning in Designing Detailed Stories Around Different Possible and Plausible Futures You Might Be Faced With
• Using the Balanced Scorecard to Create a Strategy Matrix, Strategy Map and an Implementation Plan
• Prioritising Your Initiatives, Filtering Them and Balancing Your Portfolio
• Implementing and Monitoring the Plan and Utilising Emergent Trends

• The Four Kinds of Innovation: Disrupting vs. Transforming Businesses
• Using Lateral Thinking Techniques to Increase Creativity, Innovation and Inventiveness
• The Nature of ‘Innovation-driven Growth’: ‘disruptive’ (stealthy) vs. ‘sustaining’ (incremental) innovations and ‘Low-end’ vs. ‘new-market’ footholds
• Product / Service Performance Trajectories and Customer Demand Trajectories
• Succeeding as a Disruptive Innovator / Defending Against a Disruptive Challenger and Ensuring Your Organization is Capable of Disruptive Growth
• Common Pitfalls in the Application of Disruption Theory and Its Incorporation into Wider Strategic Planning

• Appreciating the Need to Display Executive Presence and Its Relationship to Organisational Politics
• The Three Dimensions of Executive Presence
• Displaying Gravitas, Charisma, Impactful Communication and An Appropriate Appearance
• Specific Challenges Faced by Female Leaders and Managers
• Chairing Effective, Efficient and Satisfying Meetings
• Researching, Designing and Delivering Compelling and Memorable Presentations