Managed Leadership
Development Programme (MLDP)

LEAD Training Services and Multiplex proudly present a new & exclusive

bespoke group leadership development coaching programme in Malta.





LEAD Training Malta
Omnicor


This is a highly personal change programme for people who need to be more effective leaders.


The programme is made up of:

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Your business could be better if the leaders in it were more confident, more clear about their roles, more skilled at leading their people and more innovative. This is an intensive personal change programme that can shift individual skills and confidence significantly.

Getting leaders to change the things they do and the way they interact with their organisation is possible but difficult. All leadership training should result in change; it should be focused on creating realistic ways for people to recognise and apply their own potential rather than trying to be what they are not. It is not about trying to create a one-size-fits-all leadership profile but about helping leaders to fulfil their roles using their own strengths, abilities and styles.

The Managed Leader Development Programme creates heightened self-awareness through the use of group coaching, personal feedback from the coaches and from people in your business to accelerate personal change and growth.




This is what you'll experience:

A group orientation briefing by the process leader, James Ashton (CE Omnicor Europe and Africa).

The themes covered include…

  • mutual expectations
  • the psychology of becoming a group of strangers
  • the key drivers of leadership development
  • a view of the future you'll be leading into
  • the rules of engagement and an outline of the programme

Each person completes a comprehensive online assessment using tests designed by James Ashton (the Effective Leader Index) by Omnicor and by other leading test developers from around the world.

During the course of the programme each person will receive a comprehensive integrated development report as well as developmental feedback about their results and their developmental implications.

The process of meeting in biweekly group coaching sessions begins.

The following session headings are typical guidelines and might change depending on the learning needs of the group.

This engine room is divided into three parts or themes;

PART ONE – SELF AWARENESS AND DIRECTION

  • Session 1: Creating clarity and setting goals

    The programme begins by creating clarity about what we are aiming to achieve. We look at building the individual's personal development plan with input from his or her employer about what is required, with input about his or her own personal vision. Then we look at the psychology of setting goals that work.

    The end result of this starting point is that the members lock down their own integrated personal development plan as early as they can. Where appropriate, they share it and begin to work with it as a daily personal management process.

  • Session 2: The personal foundation of good leadership

    What are the basics of good leadership? This session focuses on the Decision to Lead and then the leader's need to listen and to show respect with a practical introduction to active listening for leaders.

    The decision to lead is a critical step in the development of personal leadership effectiveness and we introduce it as a theme that will run through the programme.

    We introduce active listening as a building block for resolving conflict, making performance conversations real and refocusing our own performance by listening more carefully to the expectations of our own leaders.

  • Session 3: Coping with pressure and stress

    There are some simple ways to reduce the experience of being overwhelmed that creates so much pain. This session looks at how we respond to pressure and we learn about each person's ways of coping. There is a range of scientific information that creates practical guidance for leaders of stressed people or people who are themselves under pressure. This becomes the focus of this session.

PART TWO – MANAGING IN THE PRESENT

The second part of the programme moves from focusing on the personal foundation to that part of the leadership challenge which is about getting here-and-now results.

  • Session 4: Three faces of practical management

    In our research we have clearly understood that there are three sides to practical management: engaged; over-engaged and disengaged. We use the group members' own experience to show the impact of these styles on teams and we show practical ways of re-styling our own approaches to add more practical value to people

  • Session 5: Leading like a change-making entrepreneur

    One of the two "active in the now" types of leadership is entrepreneurial leadership. We use this session to explore how each person can take practical steps to become more change-friendly and become more of a force for positive innovation.

  • Session 6: face to face and knee to knee with your people

    This session focuses on one of the most powerful aspects of leadership, the Shepherd Leader. This is that part of the leader's job that makes a direct and confident impact on individual team members. Great careers are built when leaders get personal, give feedback, get firm and show they care.

PART THREE – LEADING INTO THE FUTURE.

This is the final part of the programme and it comprises two future-focused sessions.

  • Session 7: Strategic leaders make people know why their work is valuable

    Strategic leadership often sounds very grand, like only the CEO and a couple of others can do it. The reality is that everyone who has influence in the business is a strategic leader. Everybody with influence has a responsibility to help people understand how "what we do today" links directly to the values and the long term plans of the business. People need to know their work is valuable and has meaning but this knowledge often doesn't just happen; it is through the effort of strategic leaders throughout the business that people feel connected.

  • Session 8: Final presentations "what the future holds for the people I'll lead"

    This is the final, marked assignment for members. Throughout the programme they will have been working on this theme, making practical changes and learning to try out new skills. The presentation is as much a review of the practical things they've already done, as it is a plan for the future.

This is not a lecture series!

The process of group coaching means all conversations are evidence based and the evidence comes from science as well as from the experience of the coach and of the group members themselves. Sessions flow into each other and the themes blend across the full experience. This is a highly practical, change-oriented programme and it requires real commitment to attend and be attentive from each person who is given a place on the programme.

It is the most successful and cost effective way of building real leadership impact that we have come across in twenty years of leadership involvement.




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