Powered by the recent findings of behavioural science and neuroscience, our Deliberate Leadership Pro program supports managers in employee engagement, retention, performance improvement, more effective change management and having stronger personal impact. It is recommended for the alumni of our Deliberate Leadership I. and Deliberate Lean Leadership programs, who already have built most of the critical people management best practices into their daily work habits.
Participants will take a big step forward in leadership effectiveness: they will be able to develop and put effective leadership behaviours into practice for themselves and their subordinates, and learn how to change behaviours that hinder them in their daily leadership, have low return on investment or do not lead to results in the organisation. Participants will learn how to increase the engagement and satisfaction of team members, thereby increasing the retention capacity of their organisation, building on the key principles of neuroscience. Participants will be able to identify and deal with the cognitive distortions and biases of the human brain that can affect their own and their team’s performance, resulting in better quality analysis, assessment, decisions, goal setting and delegation, feedback and performance evaluation.
Our development program comprises 3 one- day workshops delivered monthly or bi- monthly. The workshops combine in-depth knowledge transfer and intensive practice. Participants coach each other alongside the learning journey and take part in pair and group work to link new learning with their own experience and current issues and challenges at the workplace.
Between and after the workshops, short, focused follow-up coaching sessions ensure that participants try out their takeaways in a work setting and overcome any obstacles while turning knowledge to action.
I. Designing behavioural change
How do we learn? How does the brain determine and direct behaviour in our everyday life? How can we deliberately modify our behaviour for better influence? What tools can we access to help others alter their own behaviour?
Follow-up pair coaching 1
Follow-up pair coaching 2
II. Enhancing employee engagement
Employee engagement is at the core of long term, sustainable, high-level performance, and continuous development. How can the recent findings of neuroscience provide support for managers, as one of the most dynamically growing areas of science of our age?
Follow-up pair coaching 3
III. Overcoming cognitive biases
Two thinking modes help us overcome the challenges of work and daily life: one is slow but logical, conscious, and flexible, while the other is fast as lightning, automatic, and intuitive, but inflexible and systematically makes the same mistakes repeatedly. If we are aware of this phenomenon, we can judge situations more accurately, take wiser choices, make better decisions and apply more effective leadership practices.
Follow-up pair coaching 4
Follow-up pair coaching 5
Checking our calendar, we had a kick-off meeting at the beginning of 2021 and started dreaming about the 4.0 version of our Act2Manage leadership development application. And now, we have just released the improved version including most of those dreams. It is a major change from professional perspective as well, we implemented a number of new functions based on behavioural science and neuroscience.
Working with managers over the last decades I am getting more and more convinced that despite trainings (or because of a lot of poor ones) managers have got confused about the concept of management.
It’s always great to see when L&D professionals make an effort to find data-based evidence for the effectiveness of various training and development initiatives. One day, Fuse, a digital learning tool provider (no, not LMS, but a totally different approach) joined forces with the AI Center of University College London to work for Carpetright, an international retailer with 420 outlets and 3000 employees. They wanted to find out if digital learning results in measurable performance improvement in sales.
Over the past twenty years I have had a chance to see hundreds of performance appraisal documents that had a goal setting section. An incredibly high proportion contained low quality, vague goals, such as “keep up with the good work” or “develop communication skills”. All these managers missed an opportunity to actually carry out their primary responsibilities: improve the work performance and output of their people, and help them grow.
