119 Global Leadership courses

Outstanding Leadership is of Essence We are undergoing an enormous amount of change. Aligning tools, acquiring companies, simplifying processes, creating new business models, onboarding new partners and designing new customer services are only some of the elements that constitute what we call "a year of transformation.' One of these efforts is the "Agile Transformation.' To achieve true business agility, we need to incorporate an understanding of a true agile mindset, its processes and structure into the whole company. This is a challenge since it touches upon all areas, including HR, finance and purchasing processes. This presentation will explore how outstanding leadership that models the right culture, behaviors and accountability is what makes or breaks this effort. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Duration 3 Days 18 CPD hours This course is intended for Team leaders, managers, executives, and other business and IT professionals who lead others as well as Individual contributors ready for transformational self-development as a leader. Overview Recognize vulnerability as the emotion we feel during times of uncertainty, risk, and emotional exposure. Explain why courage requires vulnerability. Establish a link between what I learned and behaviors I want to change. Recognize the critical role that self-awareness plays in daring leadership. Give examples to support how armor - not fear -is the greatest obstacle to daring leadership. Identify the four skill sets that make up courage: rumbling with vulnerability, living into our values, BRAVING trust, and learning to rise. Recognize that courage is a collection of four skill sets that are measurable, observable, and teachable. Recognize that vulnerability is the birthplace of many of the behaviors that define daring leadership, including creativity, accountability, and difficult conversations. Give examples of why daring leadership requires showing up for hard conversations and rumbles, including giving and receiving feedback. This workshop is all about your own leadership self-awareness, identifying your call to courage as a leader and the learning, practice and integration of the four courage skills sets so you can show up authentically in life and leadership. Dare to Lead? is the ultimate playbook for developing brave leaders and courageous cultures. The greatest barrier to daring leadership is not fear; the greatest obstacle is armor ? how we self-protect when we feel uncertainty, risk and emotional exposure. Learn the skills to move from armored leadership to daring leadership. Daring leaders are self-aware, know how to have hard conversations, hold themselves and others accountable, build trust, lead with empathy and connection, take smart risks that lead to innovation, reset quickly after disappointments and setbacks, and give and receive feedback. This interactive curriculum is delivered in five, half-day sessions and is based on the research by Bren‚ Brown. This course comes with a PDF workbook and an Amazon gift card to purchase the Dare to Lead? book in the version of your choice. You also have access to a series of leadership and personal development assessments and exclusive training videos led by Dr. Bren‚ Brown. At the end of the event, a digital badge is awarded to those who complete 24 hours of course content. The Heart of Daring Leadership Permission Slips Container Building Armored Leadership versus Daring Leadership Call to Courage Assembling Our Armor Building Grounded Confidence to Replace our Armor Aplying the 5Cs Self-Awareness & Emotional Literacy Developing Emotional Literacy Getting Curious About Emotions Exploring the Iceberg The Myths of Vulnerability Rumbling with Vulnerability The Six Myths of Vulnerability Exploring Your Arena Shame Resilience Shame 101 Defining Shame The Physiology of Shame Shame Shields How Shame Shows Up in Organizations How Shame Shows up at Work Empathy and Self-Compassion Attributes of Empathy What Does Empathy Look Like? Empathy Misses Comparative Suffering Self-Compassion Talk to Yourself the Way You Talk to Someone You Love Empathy & Self-Compassion Commitment Supplemental Exercise: Kristin Neff?s Self-Compassion Scale Supplemental Exercise: Putting Empathy, Curiosity, and Rumble Tools in Action Living Into Our Values Living Into Our Values Values Clarification Taking Values from Professing Words to Practicing Behaviors Grounded Confidence and Rumbling Skills Grounded Confidence and Rumbling Skills Rumble Starters The 5Cs of Strategic Thinking, Decision Making, and Delegation Using the 5Cs Supplemental Exercise ? Gritty Faith & Gritty Facts Supplemental Exercise ? Horizon Conflict Engaged Feedback Giving Engaged Feedback Recognizing Defensiveness in Feedback Conversations BRAVING Trust BRAVING Trust Square Squad Rumbling with Self-Trust Trust with Others Trust on Teams Rumbling with Living BIG Learning to Rise: The Reckoning Learning to Rise: The Rising Strong Process The Rising Strong Process Getting Emotionally Hooked Offloading Hurt: Barriers to Reckoning with Emotion Strategies for Reckoning with Emotion The Rumble and The Revolution Writing My SFD The Delta The Revolution: When the Process Becomes a Daily Practice Supplemental Exercise ? Reset and Resilience Practices Integration Dare to Lead Integration Plan

Duration 2 Days 12 CPD hours This course is intended for Anyone working within leadership, or aspiring to transition into leadership, who would like to professionalize their skills and competencies will benefit from this course. Overview Learn to thrive in a volatile and changing world Build employee engagement in a precarious work environment Leverage fundamental values to build a better workplace Develop a culture of change Plan a path to the future Change is both inevitable and necessary, yet potentially disruptive. Leading change efforts requires building credibility, communicating effectively, developing trust, making decisions, and demonstrating confidence. This course will help you to cultivate the leadership skills that you need to influence others and guide them through times of change. Private classes on this topic are available. We can address your organization?s issues, time constraints, and save you money, too. Contact us to find out how. 1. Building a Sustainable Organization Seeing the Need for a New Type of Leadership Choosing to Be an Authentic Leader Rebuilding Confidence Decentralizing Power 2. Values and Engagement in a New Reality Engaging in the 21st Century Measuring Employee Engagement Developing Highly Engaged Employees Tapping into Discretionary Energy Embracing Differences Building a Sustainable Organization Integrating Engagement into Your Culture Building a Passion for Excellence Inspiring Trust Reaping the Benefits of Trust 3. Making Change the New Normal Facing Complexities Navigating Fluid Environments Harnessing the Power of Change Applying Intuition Creating Profound and Sustainable Change Understanding the Phases of Change Engaging Stakeholders Leading Through the Transition 4. Planning for the Road Ahead Managing Issues of the 21st Century Working Within the New Cultural Reality Avoiding Traps and Pitfalls Challenging How Teams Are Managed Building a Vision Managing with Purpose

A question of trust. Leadership implies followership. And that means trust. Because who's going to follow a leader they don't trust? This programme takes a values-driven approach to leadership. It gets current and aspiring leaders to hold up the mirror to themselves and to see their reflections as leaders of people. It asks them whether what they see justifies their view of themselves as leaders. It helps them understand just what it takes to be an effective leader. And it does so in a highly practical, constructive manner. It helps the course participants to truly understand the core skills of effective leadership. It focuses on the difference between leadership and management, defining what high performing teams do and how they do it. It helps people to see their teams from different perspectives, allowing them to adapt their styles to maximise team outputs. And it explores concepts such as emotional intelligence, authentic leadership and the RAIV approach (relationships-achievement-independence-vocation) to help explore underlying values and use them to drive effective leadership. Because what worth do our values have unless we put them into practice? The course will help you:• Appreciate the key skills a leader needs to be effective• Understand what the organisation expects of you as a leader• Recognise your leadership style and the impact it has on others• Consider your role models - who inspires you?• See leadership from the 'followers' perspective - how do you like to be led?• Discover what holds you back - limiting beliefs• Examine your core values -do they support your ambition?• Explore the concept of Emotional Intelligence - how do we manage ourselves?• Discover how to lead through change• Explore the concept of 'Authentic Leadership' - consider how it can work for you• Practice some of the skills essential to motivating and influencing for success• Use the RAIV approach to generating enthusiasm and commitment• Plan how best to 'walk the leadership talk' - in your role, in your organisation Above all, this course will help you put theory into practice, values into actions, in a mature, considered, effective way. Day 1 1 Welcome and introduction Participants are welcomed to the programme and invited to share their personal objectives and people challenges Participants given an action plan template to complete throughout the workshop Participants required to bring an inspirational quote to share with the group 2 What is leadership? The concept of 'leadership' The role of a leader Skills assessment for all participants# Leadership v Management Assess your team effectiveness 3 Your leadership style Leadership questionnaire You and your role models Push v Pull styles of leadership Empowerment v Control Team goals and role profiling Day 2 1 You, the leader Your core values Your communication style Situational leadership The Emotional Bank Account Buy Me Today 2 Are you Emotionally Intelligent? (EI) What is emotional intelligence? Self-assessment exercise Manage your emotions Nine strategies for promoting EI 3 Leading through change Identify the major changes affecting you / your team Types of change The roles of resistance How safe are you to talk to? Forcefield Analysis Day 3 1 Authentic Leadership (AL) What is AL? Managing perceptions is managing their truth A leadership challenge 2 Motivating and influencing for success What motivates you? Motivational theory Leading by example Influencing skills required Influencing styles The influence challenge! 3 Creating enthusiasm and commitment The RAIV approach (relationships-achievement-independence-vocation) Building self-worth What drives your team? Your leadership legacy Your commitment to leadership

Join us for a round table discussion with Ginger Gregory, CHRO. Talent and Drive Results: How can we best leverage talent opportunities in a global organisation? As part of the UKI Wellbeing day we’re inviting everyone to participate in one of a series of roundtable focus groups hosted by HR and Ginger Gregory, our CHRO. These sessions are current organisational challenges designed to foster open dialogue, enhance collaboration, and gather your valuable insights. This is an opportunity to connect, share experiences, and contribute meaningfully to our organisation.

Duration 1 Days 6 CPD hours This course is intended for This seminar is intended for individuals who want to gain intermediate knowledge of Leadership and Management. Overview Upon successful completion of this seminar, guests will gain intermediate knowledge of effective leadership communications and learning resource availability. In this seminar, guests will obtain knowledge in Leadership and Management, leveraging New Horizons' Leadership and Professional Development Program. Leadership Session Leadership and Management Topics Additional course details: Nexus Humans Leadership Seminar training program is a workshop that presents an invigorating mix of sessions, lessons, and masterclasses meticulously crafted to propel your learning expedition forward. This immersive bootcamp-style experience boasts interactive lectures, hands-on labs, and collaborative hackathons, all strategically designed to fortify fundamental concepts. Guided by seasoned coaches, each session offers priceless insights and practical skills crucial for honing your expertise. Whether you're stepping into the realm of professional skills or a seasoned professional, this comprehensive course ensures you're equipped with the knowledge and prowess necessary for success. While we feel this is the best course for the Leadership Seminar course and one of our Top 10 we encourage you to read the course outline to make sure it is the right content for you. Additionally, private sessions, closed classes or dedicated events are available both live online and at our training centres in Dublin and London, as well as at your offices anywhere in the UK, Ireland or across EMEA.

The leadership role of the project manager is increasingly recognised as a key determinant in delivering success. These skills can often be critical in project situations, where tight budgets and deadlines demand the highest levels of team performance and where the working environment presents fresh challenges on a daily basis. This programme focuses on the leadership skills required of project managers and will benefit anyone involved in managing projects large or small wishing to extend or enhance those skills. The objectives of this programme are to help the participants: Understand the significance of leadership skills to the project manager and the impact of these skills on project performance Review the key skills needed to be an effective 'multi-dimensional' project leader and learn how to develop, adapt and apply them in practice Learn how to identify the preferred leadership style for the context and organisational culture of a project and how to develop personal style versatility Understand the role of the project leader in building an effective team and the skills required to promote and sustain team performance Gain a better understanding of the interpersonal skills needed to motivate individual team members and harness the full potential of the team DAY ONE 1 Introduction Aims and objectives Personal objectives 2 Project management and leadership What is a leader? How much can leadership be learned? The project environment and the impact of leadership skills The characteristics of high performance project teams and their leaders 3 Principles of effective leadership Some useful models and theories of leadership explored Types of leadership; choosing how to use leadership power Evaluating personal leadership style; how to develop style flexibility 4 Syndicate case study: Leadership in action Review of the role of leadership in a contemporary project Feedback and plenary discussion: effective project leadership 5 Team exercise: Leadership skills of the project manager Teams compete in performing a project simulation Project review and feedback Discussion of the outcome: role and skills of the project leader 6 Leadership skills for project managers The 3 dimensions of project leadership: inwards, outwards, and upwards The vital role of communication skills and how to develop them Developing a 'project vision': strategic thinking skills Understanding others; emotional intelligence skills Being a visible leader; behavioural and influencing skills Building effective relationships; the importance of trust and respect DAY TWO 7 Leading the project team The role of leadership in developing team performance Understanding individual strengths; recognising team role preferences Managing conflict and promoting positive team dynamics Setting standards, maintaining discipline and rewarding performance Harnessing team potential: building motivation within the team Promoting team learning; the team leader as coach / mentor 8 Leading through the organisation Gaining the support others; developing effective influencing skills Getting empowerment from key stakeholders Knowing when and how to take the initiative and lead Building and maintaining rapport with key partners Becoming an effective team player in leadership teams Becoming a business leader; leading colleagues and co-workers 9 Team exercise: Leadership and negotiation Teams engage in a negotiation exercise Exercise review and feedback Discussion of the outcome: negotiation skills of the project leader 10 Negotiation skills for project leaders Characteristics of effective negotiators Classic problem behaviours and mind-sets to avoid Getting to win-win; building partnership and trust 11 Leading more senior stakeholders The challenges and skills of leading and managing upwards Communicating with more senior stakeholders; building credibility Negotiating upwards: knowing when and how The role of networking skills; building and maintaining rapport Handling disagreements; the art of diplomacy Handling personality and style conflicts with more senior people

2 day Leadership workshop * Pre workshop Leadership diagnostic analyses your current leadership behaviour and impact on business results * Workshop format includes Diagnostic report debrief & planning for change, Leadership Style, Creating and communicating Vision, Goal setting and commitment to achievement, Coaching & Developing Staff, Performance Management, Rewards and Recognition, Teamwork and Motivation, via simulations, discussion and your current real-world issues. *Leadership diagnostic re-measure after 6 months to quantify improvement, change etc.

Leading People through Change (Virtual) Research shows that 70% of change initiatives fail in large organizations. The largest factor contributing to this failure rate is leadership - the inability to plan and lead people through change. In many change situations, tremendous focus is put on strategy, processes, and systems, while the issue of changing people's behavior is assumed it will 'just happen'. In this interactive course, you will learn why the people side of change is crucial. We will begin by understanding why and how people resist change, and how important it is to become strong and effective change champions. Next, we will focus on critical change management practices - creating our vision of the future state, planning for acceptance in our change audience and stakeholders, mitigating threats, and capitalizing on opportunities. We will use metrics to plan, show progress, and confirm success. Lastly, we will focus on the need to reinforce and sustain change, and to prevent relapse to old ways and methods. What you will Learn At the end of this program, you will be able to: Realize the nature of change and describe how resistance manifests in people Compare prevalent change models and categorize their similarities Identify and rate the skills, traits, and behaviors of effective change champions Envision the future state and assess stakeholders Plan for change communication, training, and risks Evaluate change effectiveness using feedback and metrics Develop reinforcement practices for benefits and communication Getting Started Foundation Concepts What is Change? Resistance to Change Common Change Management Theories Becoming a Change Champion Plan Envisioning the future state Planning for people Change management plan Do Change communication Training Piloting Risks Study Feedback Metrics Variance analysis Act Benefits realization Change sustainment Reinforcement messaging and communications Summary and Next Steps