Leading for Growth

Today's business environment necessitates an integration of strategic and operational capabilities within the organization. A desperate need exists for capable leaders and individual contributors who can interpret changing directions and act quickly. People at all levels need to interpret new visions, redefine their work, develop new capabilities, and initiate actions quickly and flexibly. Organizations need individuals to assume responsibility for business success, collaborate with others to create innovative approaches and outcomes, and adapt to changing needs.

Leading for Growth challenges managers to rethink their role, as they transform styles based on traditional "heroic" models to become growth leaders who fully develop their employees' potential. Leaders will learn how to build a cohesive, shared-responsibility team where differences are valued and disagreements are raised and effectively resolved. 

Leading for Growth also teaches how to use mutual influence to connect people's capabilities to corporate strategies, and how supportive confrontation can eliminate behaviors that impede growth. The final step in the transformation is building a shared vision that leads to positive business results.

Some of the original concepts of this programme were based on the work of David L. Bradford and Allan R. Cohen in their books, Post-Heroic Leadership and Managing for Excellence: The Guide to Developing High Performance in Contemporary Organizations

Programme Overview

Leading for Growth introduces a fresh shared approach to management where solutions are developed that move corporate strategy into action. The role of leader is redefined as one who understands group dynamics, behaviors, and strategies, and leads energized groups to share responsibility for business results.

Choosing Growth Leadership

	Understanding the paradigm shift in the role of manager or team leader
	Building capability for organizational growth through the growth of individuals

Building a Collaborative Growth Culture

	The Collaboration Model
	Decision-making approaches leaders use for sharing responsibility

Understanding the Growth Leadership Inventory

Results of the Growth Leadership Inventory, which provide information from team members to the leader

Creating a Shared Vision

	The difference between mission and vision
	Characteristics of a shared vision
	How the leader and the team can develop a meaningful vision

Adopting Mutual Influence

	Skills for mutual-influence relationships
	Supportive confrontation

Session Length: Two days

Audience: The programme assumes basic managerial skills and is directed to middle and upper-middle managers, project managers, and team leaders.