Executive training

Style and approach

All workshops are tailor-made to every client’s needs. The design will be based around required outcomes — what you want to change and how you want people to behave differently as a result of the training intervention. All breakout sessions and group work will be based around current issues and hot topics.

Workshops are designed to stimulate, challenge, inform and engage. The style will be practical and interactive using a variety of presentation mediums and a good use of humour. Input sessions will be intermixed with group breakouts to ensure that the learning is consolidated and taken forward into the workplace.

Workshop themes include:

  • Inspirational leadership
  • Political awareness and influencing skills
  • Relationship management
  • Team building
  • Cultural understanding and diversity awareness
  • The three killer capabilities — curiosity, courage and emotional intelligence
  • Winning interactions with customers/clients
  • Essential management skills — motivating others, delegating effectively, giving feedback, coaching and dealing with poor performance
  • Managing and enhancing your reputation through creating a ‘personal brand’

As a result of your work identifying and addressing the communication issues within the group, the entire team is now focused on achieving the company’s commercial goals. We now get approximately twice the work done than before and it is nice to see these people smiling in the office again.

Richard Simpson, World Wide Vice President of Sales, Micro Focus

Robina’s work was a tremendous find for us. It was the best course we had ever been on, and some said it had changed their lives!

Peter Elcock, Chief Operating Officer, Barclays Bank

A stunning experience; this was probably the most life-changing week I’ve ever had — I hope I can build on it!

Tony Piper, IT Director, Pinnacle Insurance
Example three-day workshop

Inspirational leadership

Day one: Political & influencing skills

  • Corporate politics — putting organisational politics into context; what it is and why you need to be good at it. The importance of trust and collaborative behaviour in achieving win-win outcomes
  • Personality types — understanding your own personality type and how it differs from that of others; valuing and appreciating difference
  • The art of influencing — learning how to tailor your communication to the preferred ‘language’ of the receiver; how to engage and build rapport with your audience
  • Recognising type in others — practical experience in ‘reading’ other people. How to identify personality type in others through a short everyday discussion

Day two: Reputations, relationships & team work

  • Leadership and motivation — the characteristic leadership strengths and potential weaknesses of each of the types; how to maximise your own potential, develop your own unique leadership style and motivate the different types
  • Stereotypes and reputations — how stereotyping affects your reputation and why first impressions are so important. Enhancing your reputation through building a ‘personal brand’
  • Understanding your customer/clients — what is really important to them, how they measure and judge you, and what you would need to do in order to truly delight them
  • Team dynamics — understanding team dynamics; the potential synergies and clashes within a team. How to get people with dissimilar thinking styles to work together positively and constructively and become a high-performing team
  • Dealing with stress and pressure — how each of the personality types responds to stress and pressure, how to recognise the symptoms of stress in both self and others, and how to deal with others when tensions are mounting
  • Developing the other side of your personality — how to develop the non-preferred aspects of your personality

Day three: Organisational & personal development

  • Organisational values — what values do you believe should drive your organisation/team into the future in support of your organisations goals? How will they be reflected in the behaviour of your people?
  • Organisational culture — a tool to help make sense of organisational culture and group dynamics; what needs to change and what is important to hang on to and retain. What are the areas of uncomfortable debate and how can you invoke cultural change? How to ensure your people live by your organisational values rather than them remaining merely words on a wall plaque or a coffee mug
  • Developing a sense of urgency — change is a constant in today’s world; why do people resist change, how do people respond emotionally to change and what, as leaders, can you do to overcome resistance to change?
  • Demystifying the behaviour of others — why do you immediately warm to some people whilst others leave you cold? Gain a deeper understanding of your relationships with others and insights into their motives and personal agendas
  • Personal portraits — building a personal portrait through the understanding gained during the three days and creating a personal development plan. What you need to start doing, stop doing and continue doing