Requirements
- Degree
- 10 years work experience
- 4 years leadership experience
Target audiences
- Leaders
- Managers
Leadership Expert Peter Drucker affirmed once “Culture Eats Strategy for Breakfast and Vision for Lunch” and we are finding that is a norm in most organisations. Our success is not dependant on what we say – but by what we do.
Success is dependant upon our daily actions and our daily behaviour. Because Culture is a behavioural issue – the following behaviours have been identified as predominate work place struggles:
- distrust
- High turnover
- Increased absenteeism
- High internal politics
- low Morale
- low Productivity and performance
Companies aspire for improved revenues, growth, new market penetration however without effectively changing the corporate culture of toxicity -those aspirations never materialise into realities.
The Journey from Good to Great-
Jim Collins opened his book Good to Great with the statement, “Good is the enemy of great.” He explained that when we have good schools, good businesses and good government, we are prone to accept that level of quality as sufficient. Collins observed: “Few people attain great lives, in large part because it is so easy to settle for a good life.”
Many people have bold aspirations and dreams, but they end up settling for good instead of great. Unfortunately, good gives us a false sense of security. We feel OK because whilst we may not have reached our potential, at least we’re not bad. We can do good work on auto-pilot, but great work takes initiative, creativity, passion and courage. That sounds like a lot of effort when there’s no burning need to change.
That’s why good is the enemy of great. It’s because it lulls us, deadens us and seduces us into thinking that we don’t really need to try. You’re not that bad, so why bother?
Too many times, we think that so long as we aren’t the worst, so long as we’re competent, if the person in the next cubicle isn’t performing as well as we are, then that’s good enough.
It’s not anymore.
The world as we know has changed and continues to change- we are living in a VUCA time – Volatile, Uncertain, Complex and Ambigous times. There are many pressures existing externally and beside that have internal pressures that tells us that business as usual is not going to cut it any longer.
The only way to keep staying relevant is to strive for greatness. We need every person within our organisation to strive for greatness. We need our performance to match our potential. We need to step up and go to the next level. We need to aspire to greatness! The world has too many good people and not enough great ones.
No one woke up one day and landed on top of Mount Everest. To climb up the mountain takes preparation and hard work and greatness is the same – you need to make an intentional choice to become great leaders.For any individual to reach the Pinnacle of the Greatness, they would need to learn the principles and tools of developing themselves continuously and developing leaders. We are only as strong as the weakest link on our teams and if we continue to build our leadership abilities we will develop leadership environments were: productivity, accountability, creativity and trust are evident. This then leads to a culture of Leadership and this will cause the organisation to reach levels of success few only dream about – being Built to Last!!!
This programme will change the way leadership is carried out in your organisation.
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Introduction
There are 4 major Global Trends that are changing the landscape of Organisational Effectiveness and for Organisations to gain Longevity and become Built to Last Organisations - Leadership as verb is the answer.
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Why the need for Leadership?
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Everything Rises and Falls on Influence
Everything rises and falls on leadership. and Leadership is Influence, Nothing More and Nothing Less are the two most profound stamens of our mentor Dr John C Maxwell. —>The world becomes a better place when people become better leaders. —> The world become a better place when people become better Influencers.
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Step 1: The foundation you stand on
Position is the lowest level of leadership– the entry level. The only influence a positional leader has is that which comes with the job title. People follow because they have to. Positional leadership is based on the rights granted by the position and title. Nothing is wrong with having a leadership position. Everything is wrong with using position to get people to follow. Position is a poor substitution for influence.
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Step 2: Create an Environment of Trust
On the Permission level, people follow because they want to. When you like people and treat them like individuals who have value, you begin to develop influence with them. You develop trust. The environment becomes much more positive
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Step 3
This is the space where leadership really takes off and shifts into another gear. Production separates real leaders from those occupying leadership positions. Good leaders always make things happen. They get results. They can make significant impact on an organisation.
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Step 4
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Step 5: Look at your Next Mountain
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Bonus Module: Initiate Positive Change
