Transformational Leadership
ILM Award in Strategic Leadership Level 7
This programme builds on the content of the ILM 5 and is pitched at senior managers or those
wishing to take up a senior position. The content is geared to the ‘behavioral’ elements of senior
leadership, with the latest thinking in positive psychology, transformational leadership, NLP and
emotional intelligence. Much of the focus is on your impact on others as a senior leader.
Transformational Leadership
15th September 2015
Topic areas include transformational leadership, situational leadership and the leader and social and
emotional intelligence and Goleman’s Repertoire. Values and ethics are paramount for senior
leaders, we will explore the values required by leaders in a modern NHS. We also explore modern
theories of motivation using career values, which are used later in coaching and will highlight exactly
what the top six drivers are for the delegates and their reports. We evaluate “Primal Leadership” and
the evidence that suggests where leaders are positive and emotionally intelligent it leads to
increased performance in their business teams.
Leading with NLP
30th September 2015
NLP is about modelling excellence. The founders of Neuro linguistic Programming developed a series
of models and techniques, which can be used to enhance communication by appreciating that we all
have different models of reality. Themes we will cover include; rapport, favoured internal
representational systems. We look at how to choose our mood and techniques for having the best
impact on those around us at work. We learn how to create a mood in the team, which breeds a
‘can-do’ attitude.
We learn to use language effectively, which is essential when introducing change. Senior people tend
to be more abstract and operational people use more detail. The manager needs to communicate
with both!
Taking charge of your-self is key to effective leadership, we focus on how to take personal
responsibility and develop it in their teams.
We debate the ethics values and beliefs held by effective people and their impact on our attitude and
approach to people development.
Support Day
16th October 2015
This one-day event has been designed to allow you some time to work on your assignment with
support and guidance from us.
Leading Change
17th November 2015
This workshop shifts perceptions about change, which is, after all, an inevitable ingredient of modern
life and essential to be competitive.
This workshop will get delegates to think about how they can positively manage themselves and
others in order for change to be seen in as positive light as possible. We can order people to change.
We can bully, manipulate, coerce and plead. Or we can inspire! This session focuses less on big words
and more on tactics and strategies to get team members on board. The ultimate challenge in life is
not merely how awesome you can be, but how many people you can take with you!
Our focus is on understanding our comfort zones and how the unconscious controls them in order
that we can appreciate how difficult it is for team members and some team leaders to accept change.
We also reinforce this with
the importance for the leader being personally responsible and having self-awareness and empathy.
We cover topics such as changing rooms, culture, learning organisations PEST to understand the
‘business environment and Kotter’s 8 steps to effective change and force field analysis to take people
with you.
We also look at how to be more creative as a leader and how to apply Appreciative Inquiry to
leadership and change.
Coaching
8th December 2015
This workshop teaches delegates how to inspire those around them to see in themselves new
possibilities and choices. Growing those around you and creating a ‘can do mentality’ are crucial
facets of modern day leadership. There is also a focus on how the delegate can grow leadership
capability in the leaders that may report to them.
The workshop is designed to trigger delegates into seeing coaching as a means of maximising the
potential of those around them.
Coaching can transform your leadership style, enabling you to be more people-centred. This is of
massive benefit to the manager, their team and business results. The workshop includes
opportunities to practice the art of coaching. We also focus on the ‘Being There’. Managers often
find it very easy to become pre-occupied with meetings and emails. We aim to prove that building
relationships is, dare we say, even more important than sending emails!
Delegates start from the position of self-mastery (to give them credibility) and then learn to develop
questioning techniques that encourage staff to take responsibility and ownership.
Performance management is integral to the content. Under-performance must and can be tackled
and high performers will be grown further.
Key themes include The GROW Model, use of career values to elicit motivational drivers, questioning
techniques to elicit coachees objectives, language to read between the lines of what they are saying
and do they have the will and motivation to commit to action.
Brilliant Leadership
16th December 2015
This workshop delves into areas of personal responsibility. Taking charge of your-self is key to
effective leadership, we focus on how to take personal responsibility and develop it in their teams.
Where does the energy in a team come from? We explore the concept of entropy and how it applies
to teams. We take a look at the leadership principles implied in the Fish philosophy. Where do we get
our self-belief from? How can we improve our belief and confidence? We look at big goals and how
to achieve them using the 5-step goal setting process.
Qualification
The qualification is the ILM 7 Award in Strategic Leadership. There is a 5000 word assignment which
assesses the most effective leadership behaviours and applies them to a critical incident, together
with a review of your own leadership effectiveness. Alternatively you can study for the ILM level 7
Certificate in Strategic Leadership with an additional three assignments.
Assessment
The assessment is by a 5000 word management report which requires the candidate to address the
following learning outcomes:
1.
2.
3.
The role and nature of Heart of England NHS organisation, its corporate governance and
the external environmental strategic influences and the behaviours required by its leaders
Analysis of a critical incident and a critique of leadership performance
a critique of own leadership performance and ability to develop others based upon 360
degree feedback with an action plan for improvement