Management and Teams

The one course you need to develop your leadership skills.

This is the second of three courses that takes you all the way from management to leadership through to building high-performance teams. The approach these courses take is to change your behaviours, not your mindset. It is easier to 'act your way into new thinking' than to 'think your way into new actions'.

The High-Performance Leadership course starts the process of building a high-performance team and is, therefore, a precursor to the High-Performance Team Building course. 

Whether you are an experienced manager or one preparing for a leadership role, this course has been written for you. 

Moving into leadership, or developing your team are all significant events that can also be daunting experiences, this course aims to help those making such transitions be more successful. 

This course contains the very latest leadership, and high-performance teams research and best practices from some of the world's leading and most progressive organizations including Harvard Business Review, Google, Microsoft, Deloittes, Adobe, Forbes, Praxis, Gartner, and Gallup, with a wealth of knowledge from books such as Good to Great, The Five Dysfunctions of Teams and The Hedgehog Effect. 

In High-Performance Leadership, you will find: 

A comprehensive guide on modern leadership practices. 

One leadership course. 

Easy step by step instructions.

Actions and a summary at the end of each step.

Build trust, credibility and gain the confidence of your team. 

How to develop charisma and become a person of influence. 

Give effective feedback and motivation. 

Secrets to effective communication and developing emotional intelligence. 

How to delegate, be persuasive and be a good mentor and coach. 

How to start building a high-performance team. 

The new leader 

Given today's rapidly changing business environment, leadership is more important than ever. I obtained my first leadership position at age 35 as Chief Information Officer for a large Insurance Group. I had to learn how to empower my executives and not micromanage, creating an inclusive team showing concern for their success and well-being. I also had to set an example of being productive and results-oriented, a good communicator who listened and shared information, someone who supported career development and discussed performance.

I needed a clear vision, and I had to demonstrate that I had key technical skills to help advise my team, that I could collaborate across the organisation and that I was a good decision-maker. I soon realised that I had to be both a manager and a leader, that activities such as creating stability and performing managerial activities like controlling, planning and other typical managerial tasks were at times required. Then during times of change, I needed to focus on leadership activities such as setting and communicating a vision, inspiring executives, and employees to pursue challenging tasks and how to change the culture, all aimed at concentrating on positive results for the organisation.