Areas of Mastery

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This Global Leader Development Journey is designed across 7 Areas of Mastery.   In each area the leader has an opportunity to reflect upon and reframe their leadership practice and bring it into alignment with the organisation’s DNA, key competences or Leadership Standards.

1. Sensing the Business Context

Area of Mastery 1: Sensing the Business Context

Overall objectivesLearning OutcomesBenefits for the Organisation

In this area of mastery leaders will appreciate that one of their core competences is to continually sense and understand their organisations context and strategy. They need to be clear and share with their followership how everything fits together, how to prioritise their work, and how to allocate time and resources. Without widespread and shared understanding of the strategic context, everyone’s efforts no matter how noble will result in a series of disconnected tactics that further demoralises the followership and fails to produce the needed results to maintain or extend the organisation’s market dominance and meet their customers’ expectations at every interface.

After this area of mastery, each participant will:
  • Appreciate the nature and history of their organisation’s business
  • Value the core factors of their organisation’s business
  • Discuss the nature of their organisation’s business and what is required of their leadership
  • Communicate your organisation’s strategic direction to their teams
  • Work more cooperatively and reduce divisional silos mentality
  • Identify the critical role the external customer plays in their organisation’s success
  • Know how to be more supportive and collaborative toward their internal customers
  • Identify how your organisation’s Brand Ambassadors want to be led
  • Create an inspired followership by living the DNA
  • Appreciate their role in making the Employee Value Proposition a lived reality
  • Describe the difference between a leader and manager
  • Describe the qualities of a leader who will succeed at their organisation
  • Discuss and identify obstacles which prevents them from being exemplary leaders at their organisation
  • Leaders and Followership will have shared understanding as to why they do what they do and where their tasks fit into the organisation’s overall business strategy.
  • Staff are clear and focused about the value their efforts add to the bigger organisation’s picture.
  • Staff feel engaged and an indispensable part of the process and their organisation’s success story.
2. Servant Leadership

Area of Mastery 2: Servant Leadership

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say:  we did it ourselves.       Lao Tzu

Overall ObjectivesLearning OutcomesBenefits for the Organisation
In this area of mastery participants will realise that Servant Leadership occurs when leaders demonstrate respect, care, and fairness for the well-being of all their stakeholders, and not for their own self-serving interests, or the privileged few.  When leaders serve first and lead second, they help individuals, teams and organisations achieve worthwhile results while keeping the best interest of those they serve before their own.  It’s only when they realise that it’s not about them that they begin to lead at a higher level and model Servant Leadership. To be a Servant Leader requires courage, strength and conviction. It is not the warm and fuzzy leadership approach that so many people erroneously confuse it with.
After this module, each participant will:
  • Understand the historical and conceptual overview of Servant Leadership.
  • Describe what Servant Leadership is.
  • Describe what Servant Leadership is not.
  • Discuss and recognise in the wider world, present and past, examples of good Servant Leadership behaviour.
  • Identify the ten core characteristics of Servant Leadership behaviour.
  • Assess how Servant Leadership is:
      o Transforming organisations, their performance, productivity and competitiveness.
      o Increasing employee engagement.
      o Improving organisational culture.
      o Increasing an organisation’s reputational capital.
  • Understand what it requires and takes to become a Servant Leader.
  • Identify and understand those Servant Leadership practices already part of their own leadership application.
  • Evaluate and describe those Servant Leadership practices requiring further attention and development in their current leadership approach.
  • Individuals, Teams, Departments, Branches and entire Organisation fully aligned behind its vision.
  • Engaged and committed staff because they feel valued.
  • Growing sustainable customer base because they feel cared for.
  • Strong leadership core and critical mass practicing same values and behaviours.
3. Leading from the Inside Out

Area of Mastery 3: Leading from the Inside Out

“The success of an intervention depends on the interior condition of the intervener.” Bill O’ Brien

Overall ObjectivesLearning OutcomesBenefits for the Organisation
In this area of mastery participants will learn that leadership is essentially about knowing oneself and self-mastery. In other words, before leaders can assume to lead others they must with integrity lead themselves first. Effective leadership starts with intimate self-knowledge.
After this module each participant will:
  • Explore what self-awareness is and why they cannot lead without it.
  • Understand how with greater self-awareness they can positively impact themselves and others.
  • Appreciate the benefits of regularly evaluating their own behaviour and understanding its deep seated motives, enabling them to become less reactive and more purposeful in their responses.
  • Understand that their self-worth and value is not limited to external status, roles, reputation and possessions.
  • Identify opportunities to become more self-aware by using the Johari’ framework.
  • Describe the consequence of self-awareness using case study examples.
  • Understand what behaviours constitute persona and character based leadership.
  • Understand their own motives, beliefs, values, attitudes and behaviours by exploring and identifying significant events across their “life-line” that have influenced how they lead.
  • Appreciate why character based leadership will unleash the positive and creative energy of the organisation.
  • Create clearly defined and an inspirational:
      o Set of Values to guide all their leadership interactions no matter what
      o Purpose driven statement to remind them why they chose to lead despite the difficulties, setbacks or how sweet the triumph along their leadership journey.
  • Describe characteristics of ethical leaders.
  • Explore common business ethical dilemmas and make ethical choices from a personal place of conviction.
  • Improved relationship between the team and its leader.
  • Higher EQ, better customer service.
  • Improved and sustainable sales.
  • Reduced turnover of the right people, higher retention of key talent.
4. Building Relationships

Area of Mastery 4: Building Relationships

Umuntu ngumuntu ngabuntu: “A person is a person because of others.” Zulu Proverb

Overall ObjectivesLearning OutcomesBenefits for the Organisation
This area of mastery intends to build the capacity within leaders to raise the engagement levels of all employees throughout the organisation by being in collaborative alliance with them. Leaders will learn that relationships are the bridges that create organisational value through employee engagement. They will appreciate that nothing can be accomplished without an engaged and committed followership. By appreciating and valuing each team member’s unique contribution, they will build safety, participation and employee engagement.
After this area of mastery, each participant will be able to:
  • Identify the five leadership characteristics that contribute to building sustainable relationships with team members and others.
  • By using own experience, describe and learn from others who consistently excel at building sustainable and productive relationships with others.
  • Understand the importance of having EQ in building relationships.
  • Describe the difference between IQ and EQ.
  • Understand why technical skills and experience alone is not enough to excel at leadership and building a committed followership.
  • Describe the EQ behaviours that will derail a leader if it is not part of their repertoire.
  • Explain what EQ is not, expose the myths and misconceptions.
  • Describe and understand the four skills of Emotional Intelligence.
  • Recognise the five basic emotional expressions and learn how it can provide clues and give guidance to build better self and other awareness and respond more constructively to others.
  • Discuss and identify what emotional deposits and withdrawals can build better workplace relationships.
  • Assess their EQ knowledge by taking an EQ quiz.
  • Identify what they can do to raise their EQ awareness and practice.
  • Identify and appreciate how leadership rank, power and privilege can positively influence building relationships.
  • Identify the four rank categories and its descriptions.
  • Use rank awareness to better lead and serve individuals, teams and the organisation.
  • An atmosphere of shared accountability and responsibility which can enhance the quality of service delivery.
  • Develop a culture of clear communication and transparency which can lead to a lower error count and improved client satisfaction.
  • Assist greatly in the retention of staff and reduce turnover of employees from the company.
  • More leaders that can demonstrate the interpersonal skills that can set an example for daily customer interaction.
5. Inspiring & Mobilising

Area of Mastery 5: Inspiring & Mobilising

“Lead from the back – and let others believe they are in front.” Nelson Mandela

Overall ObjectivesLearning OutcomesBenefits for the Organisation
In this area of mastery to enlist their teams, leaders will learn how to relate to them in ways that will uplift and energise them. Leaders will understand that their credibility and ability to inspire their team will be based on the team believing that they as leaders have their needs and interest at heart.
Participants will be able to:
  • Describe the key elements that create employee engagement.
  • Discuss leadership behaviours that encourage employees to take the initiative by offering discretionary effort.
  • Identify and describe the three categories of employee engagement.
  • Assess their team and individual levels of engagement using these categories.
  • Describe and understand the 6 dimensions that influence employee engagement.
  • Evaluate and rate how effectively they lead in each of these dimensions.
  • Design remedial action in each engagement dimension which needs more effective or involved leadership support.
  • Discuss how knowing each team member’s motivational triggers can improve their levels of engagement.
  • Identify each of their team member’s motivational triggers.
  • Create a more engaged employee cadre by:
      o    Knowing how to apply empathy.
      o    Timing the offer of praise and recognition and being more consistent in its application.
      o    Creating a workplace of inclusion, belonging and fun.
      o    Supporting the 4 psychological states in employees which encourages their sense of feeling empowered.
  • Teams are more focused, productive and effective, when performing their tasks because everyone understands the big picture and the answer to “Why am I doing this task or process, where does it fit in?”
  • Teams and individuals are internally motivated and will keep working toward a result even if there is no material reward.
6. Leading with Resilience

Area of Mastery 6: Leading with Resilience

“The human capacity for burden is like bamboo – far more flexible than you’d ever believe at first glance.”

Jodi Picoult – My sister’s keeper

Overall ObjectivesLearning OutcomesBenefits for the Organisation
In this area of mastery building resilience will help leaders create an atmosphere and culture of openness and flexibility as they lead others through pressurised situations, ambiguity, unpredictability and setbacks.  This area will equip leaders with skills that will enable them to influence others to be comfortable and skillful in dealing with unplanned challenges and how to gain their composure after stressful & difficult encounters.
After this area of mastery, each participant will:
  • Understand that setbacks, disappointments and dealing with tough challenges are part of the human experience.
  • Appreciate that being a leader of self and others requires tenacity and claw back capability.
  • Participate in practical experiential exercises to discover historical capacity to cope with adversity as well as identify areas of vulnerability.
  • View, discuss and draw principles and lessons from videos about exemplars of resilience.
  • Understand where their current areas of strength are in relation to resilience.
  • Explain and discuss what resilience is and means.
  • Describe how resilience is developed.
  • Discuss and explore how to make these building blocks active and real as they recognise areas where they may have lacked resilience.
  • Learn practical strategies to combat stressful challenges.
  • Complete a life integration evaluation to boost their resilience capability.
  • Encourage others to take a more resilient and optimistic approach at work and in their life.
  • Reduction in absenteeism levels due to lower incidences of physical and emotional ill health.
  • More leaders who can cope with challenging situations at work and at home.
  • Happy and engaged staff.
  • Increased levels of customer service satisfaction.
  • More employers who can navigate through uncertainty and ambiguity and who can handle change and pressure and have personal coping strategies.
7. Integration & Action

Area of Mastery 7: Integration & Action

We are what we repeatedly do. Excellence therefore, is not an act but a habit. – Aristotle

Overall ObjectivesLearning OutcomesBenefits for the Organisation
This area of mastery will help participants to integrate and internalise the knowledge, insight and skills acquired on the programme.  The practice and discipline of integrating after an intense development programme is often neglected and as a consequence well intended development programmes fail to have the desired impact on the participants and their organisations. This lack of intent to take seriously the integration process is often fuelled by misconception that training courses by themselves can affect the necessary change and transformation in behaviour that learners and participants require.  This also results in participants quickly relapsing into old behaviours. However, research in Educational, Cognitive & Development Psychology significantly indicates that behaviour change is a process which does not happen overnight.  Therefore it requires nurturing and support mechanisms to bring its internalisation and application to fruition.  On this workshop therefore, participants will be helped to integrate, internalise and develop practical plans, actions and processes with adequate support to ensure they successfully make the behaviour change necessary for them to be effective Servant Leaders within the organisation.
In this module participants will:
  • Review the purpose and impact of regularly well run “Living the Brand” Meetings on the organisation’s Business and Employee Engagement.
  • Review the effectiveness of own run Living the Brand Meetings by identifying:
      What is working well
      What is not working well
      What can be improved
  • Identify and share best practice on how to run “Living the Brand” Meetings with colleagues.
  • Review and identify from the 7 areas of mastery opportunities for growth and development to enhance leadership effectiveness.
  • Create a 90 day development programme to master these identified areas
  • Describe this development plan to their coaching circle and receive refinement feedback.
  • Be held accountable for implementation by delivering regular progress update reports to their designated coaching circle.
  • Describe implementation and impact of their development plans at the end of their 90 day development period.
  • The successful implementation of Servant Leadership Behaviours will result in happier, more engaged staff and teams, resulting in higher levels of customer service and customer satisfaction.
  • Higher levels of efficiency, productivity, cooperation and initiative taking.
  • A growing cadre of leadership talent which helps the organisation to do better leadership talent forecasting because of a growing skilled leadership talent pipeline.
  • Sustaining and giving life to the organisation’s DNA and Employee Value Proposition.

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