Courageous Leaders
Leadership Development Program
Executive Team
Self-Directed Learning Pack No. 3
Self-Directed Learning Pack No. 3
Issued at end of Module D
Each workshop is supported with a Self-Directed Learning Pack where you are
encouraged to:
•
•
Continue learning from the modules you have completed to date; and
Frame your learning for the future modules yet to be completed (not
applicable at this time.)
Working your way through the Self Directed Learning Pack you are encouraged to
think, read, explore and complete
activities that stretch your
capabilities as a leader of self,
others and the organisation. By
self-directing your learning you
create the best opportunities for
transformation of the way you lead
the business.
This pack supports the
continuation of your learning from
Modules A, B, C and D.
1.
Continue your learning
1.1
1.2
1.3
1.4
Module A: Self Awareness
Module B: Managing Myself
Module C: Working in a Team
Module D: Managing and Leading
“The worth of a [program] is to be measured by what you can carry away from it.”
James Bryce
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Self-Directed Learning Pack No. 3
1.
Continue your learning
1.1
Module A: Self Awareness
Issued at end of Module D
Dive deeper into your understanding
Continue to set aside reflective thinking time each week to focus on how your MBTI
preferences are showing up when you work in a team. Record these observations in
your learning journal and regularly connect with your Special Learning Partners to
share what you are noticing.
1.2
Module B: Managing Myself
Interacting in a team
Continue to rattle your cage to bring awareness about the choices you make when
managing yourself:
1.3
•
Your focus – goals and values
•
Your time – finite resources
•
Your energy – renewable resource
•
Your workflow – delegation of tasks to people.
Module C: Working in a Team
To continue stretching your learning from Module C focus on these three key areas:
1. High Performing Team
Continue to take 5 minutes after a meeting to reflect on the behaviours you
“observed” during the meeting and the impact they had on you and on others.
Importantly reflect on the behaviours you chose and determine what LSI 1 thinking
style was responsible.
2. Behaviours you bring to the team
Continue to dive deep into your Human Synergistics Combined Self Development
Guide to make sense of your LSI 1 feedback. By now you should be noticing and
feeling your primary and secondary styles when they play out in your personal
thinking. Continue to stretch your constructive thinking styles with clearly identified
actions in the more common situations you find yourself in on a daily basis.
3. Teams need a firm GRIP
Continue putting GRIP into action with your teams and reflect on the difference this
makes. Having more GRIP conversations throughout the organisation will certainly
ensure your teams operate in the high performing space.
1.4
Module D: Managing and Leading
Use your Human Synergistics Combined Self Development Guide to make sense of
your LSI 2 feedback analysing the differences from and similarities with your LSI 1
feedback. Compare and explore the primary and secondary styles from your LSI 1
and LSI 2 reports. Particularly draw your attention to the LSI 1 and 2 Summary Grid
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Self-Directed Learning Pack No. 3
Issued at end of Module D
on page 17 of your LSI 2 report – prioritising your Blind spots and unrecognised
strengths as areas for development.
To continue your development please invest time and energy thinking about how you
want to “get into the blue” with the following four tables.
Make decisions about the changes you are prepared to make as you continue your
leadership development journey.
Use your Human Synergistics Combined Self Development Guide to guide your
thinking deeper by starting with your blind spots and reading about the styles and
selecting suggestions from their page entitled “Becoming more effective – change
suggestions”
Achievement
This is where you want to go and where you want to take your team
Core purpose linked
to specific goals
1. Make setting goals a habit by using GRIP when engaging
with others in your team and with your manager/leader; and
always have clarity on how the operational links with your
core purpose as a leader in the business
Generate outcomes
2. Target your effort where you know it counts and you have
the responsibility and the accountability to generate outcomes
Look for new ways to
achieve outcomes
3. Instead of doing something the same way you have always
done it – challenge yourself and others in your team to find
another way – take a “measured” risk
See mistakes as an
opportunity to learn
4. Admit your mistakes openly and encourage others to do
the same – start to see these negative experiences as
opportunities to learn
Use achievement
oriented language
5. Focus on what CAN be done; what is realistic; highlight the
opportunity and refer to ambition
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Self-Directed Learning Pack No. 3
Issued at end of Module D
Self-Actualising
This is the kind of leader and the kind of person I want to be to create personal
and organisational success
Generate clarity on
your personal brand
1. Set aside regular time to explore your MBTI preferences,
your values and your LSI thinking styles that generate your
behavioural choices and assess how they align with the kind
of leader you really want to be – hold yourself accountable
Think the best of
others
2. Stop judging people and start thinking the best of their
intent and what they bring to create innovative outcomes
Live in the present
3. Make a focussed effort to drop your baggage and invest
your energy in “being” in the present and enjoying those
moments for what they bring you
Manage your time
and energy
4. Take responsibility for your choices and stop blaming lack
of time for what you are not capable of doing
Seek out
opportunities for
growth
5. Be curious and be open to learning opportunities that
present themselves to you each day
Humanistic Encouraging
This is how you will support the people you bring along on your journey
Encourage others to
be at their best
Involve others
Show gratitude and
appreciation
Encourage others to
see mistakes as an
opportunity to learn
Engage in leverage
cycle conversations
1. Find ways to engage with people to explore how they bring
their best to what they do and to the team – listen, ask
questions, observe with the intent of giving feedback
2. Encourage and allow others to take ownership – of
decisions, of tasks, of problems, of a project. Encourage them
to grow and to stretch
3. Invest the energy and the time to tell people how much you
appreciate what they have achieved for you, the team and
themselves
4. Be active in using mistakes as a great learning tool to
create the learning agility you need in your team if it is to
achieve, with people being self-actualised!
5. Invest the energy and the time to engage in leverage cycle
conversations so you set people up to work at their best and
deliver great outcomes
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Self-Directed Learning Pack No. 3
Issued at end of Module D
Affiliative
This is all about the people you care about and want to have join you
Show empathy
Care about what is
happening for the
other person
1. Listen with the intent to really understand by ensuring what
they wanted you to receive is what you have actually received
(eliminate roadblocks)
2. Ask questions and get to know what is happening for them
while they work in the team to deliver the results – connect at
a very “real” level
Show warmth and
social connection
3. Be aware of your body language – try smiling more often,
showing positive connectivity to the person
Exercise emotional
resilience
Clarity on
interpersonal
effectiveness
4. Recognise your emotions and get them under control
before you assert them constructively
5. When engaging in a GRIP conversation make sure you
cover off on the I in the depth it requires so you develop
clarity on how you will value each other and ensure there is
balanced participation
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