One-day training course in London for Directors and Senior Managers for a construction consultancy.

1. Leadership by Fluid February 2010

2. Contents 3-4 Introduction to Fluid 5-7 Disabled leaders 8-9Becoming a better leader 10-11 Authentic leadership 12-13 Exercise A 14-15 Balancing act 16-17 Upward leadership 18-22 Implementing a leadership development programme 23-24 Seven failings of really useless leaders 25-26 Attributes of a top CEO 27-28 Leading by example 29-30 Six styles of leadership 31-32 Collaborative leaders 33-34 Engaging leadership 35-36 Unlocking leadership potential 37-39 Hiring leaders 40-41 Building a leadership pipeline 42-44 Looking after your leaders 45-47 Good practice for leaders 48-49 Exercise B 50-51 Case studies 52-53 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Disabled leaders

8. Ensuring occupational health checks are not used to screen people unfairly out of jobs-never permit health checks before a provisional job offer, that way there can be no covert discrimination

12. Change your thinking

13. Reward appropriately

14. Manage performance

15. Employee behaviour

16. Manager’s observation

19. Element of coherence

21. Page 13 Exercise A

22. Page 14 Balancing act

24. Taking personal risks

25. Reading and rewriting the context

26. Remaining authentic-but conforming enough

27. Managing social distance

30. Understand your boss

31. Build a real rapport

32. Link your ideas to business benefits

33. Deal with facts

34. Deliver solutions, not problems

35. Aim to work as a partnership

36. Listen

39. Look at the current behavioursof your management team and gauge where there are gaps or mismatches

40. Aim to provide a safe yet challenging learning environment

41. Recognise that leadership is about behavioursrather than tools and techniques

43. Try to encourage people to invest fully-get them to turn off mobiles and log-off from emails

44. Encourage an atmosphere of self-managed leaning, with participants making decisions about what will be the most useful thing for them to learn

45. Use coaching, role-plays and scenarios to drive the message home, and don’t be afraid to experiment

47. Get help, because often you and your colleagues will be too close to the issues to recognise the solution, so it can be very useful to have an independent third party to facilitate your discussions

48. Articulate your goals, values and behaviours in clear language that means something to the leaders in your organisation-avoid the temptation to speak in corporate jargon

49. Ensure you have a mechanism to measure success

51. Page 23 Seven failings of really useless leaders

53. Kill emotion

54. Kill explanation

55. Kill engagement

56. Kill reward

57. Kill culture

60. Consistent growth of turnover or shareholder value

61. Innovation and the ability to respond to changing market conditions

62. A clear vision and the ability to carry management with them

65. Be strategic

66. Walk the talk

67. Be aware of symbolism

68. Show your tough side

69. Be visible

70. Validate

73. Coaching

74. Democratic

75. Affiliative

76. Pacesetting

79. Prepare for conflict

80. Invest in personal relationships

81. Continually develop interpersonal leadership skills

84. Collective vision of good-quality service

85. Non-hierarchical teams

86. Supportive culture

89. Don’t prevent people from doing things beyond their brief

90. Ensure job descriptions don’t limit people

91. Encourage people to take on responsibilities outside their normal remit

92. Encourage the building of broad and diverse networks

95. Organisations that focus on efficiency need leaders who will encourage employees to think for themselves and get involved in decision making

99. Define your unique leadership success profile

100. Assess the current and future pipeline of leadership talent

101. Build and implement a systematic development process

104. Inspire leaders to create a culture of dignity and respect in the workplace, by actively defining and promoting positive working relationships

105. Help the top team to lead by example and to follow the espoused values of the organisation by providing training

109. Help the organisation add value and move up the value chain

110. Establish a clear vision and strategy for people development

112. Use processes and techniques appropriately

113. Apply metrics to demonstrate value

115. Page 49 Exercise B

116. Page 50 Case studies

117. Page 51 Case studies

118. Page 52 Conclusion & Questions

119. Page 53 Conclusion Summary Questions