3 Responses

1. Leading Creative Change

   Katy,

   The following is based on many years in leadership and exec development from both sides of the fence!

   I think it depends largely on your understanding of what you mean by using the word ‘impact’ and ‘influence’.  These change depending on the span of control, organisational complexity etc.  It can run from the development and manifestation of ‘personal brand’ to the creation of workplace climate to peer group / client influencing skills to meeting skills and interdependent mindsets. Whatever the case it seems unlikely that a ‘course’ alone will be what you need; there will need to be some structured ongoing support.  

   If its about presence and the manifestation of power there are some good programmes by the likes of ‘The leadership trust’; Franklin Covey and ‘ShepherdMoscow’ that deal with personal influencing and power skills but again these may need to be supported.  Personally, I’d be very careful if thinking of selecting a coach – these are very difficult areas to make a difference to and too many charlatans out there peddling mush.

   You might like to look at the supported works by the ‘Leadership Challenge’, which focuses on a followers view of key influencing and power skills and they offer a 360 instrument which can be run internally.  Our specific focus is on faciltiative leadership and creating the conditions for innovation and growth, so we look at the climate leaders create and see them as stewards of resources that they need to enable to achieve new and better results.

   Hope this helps,

   Kind regards

   Adrian Terry; Achievement Advance!

    

    

2. Where is the need coming from?

   Katy,

   Your post raised an interesting query for me.  Is it the senior manager concerned who is saying that they want a training course or is it someone else?  There can’t be too much wrong with their influencing and impact if they have already influenced their way up to a ‘very senior’ job.  Does the individual actually want to change?  While I agree with most of Adrian’s well-founded comments and his recommendations, I disagree with him that coaching is to be avoided.  Having said that – you would need to select the right coach for the job and agree the deal/expectations up front to avoid the charlatans who are out there.  With the right coach to match the individual, you could see real and sustainable change.  

    

3. senior exec and personal impact

   One to one work can be very effective for the senior person, if it’s with the right coach/mentor who will give clear feedback, use video to look at impact, really work alongside the individual, get them to look at themselves and their own processes, and bring in relevant theory if needed. I don’t do it any more, but I know that kind of approach worked very effectively with senior executives when I was doing it.

   Otherwise a workshop-type course can be helpful as the other participants can give feedback on how the individual comes across, although they may need some support from the facilitator. A "taught" course would be less useful. I guess.