(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Future-Ready Leadership

We are at the beginning of yet another technology-driven revolution. Artificial intelligence is disrupting almost every aspect of business and life, including what it takes to be an effective leader.

As this new revolution matures, no one can foresee all the changes that it will bring; but we do know that the changes will be varied, rapid, and profound. Humans have yet again invented new technologies that force humans to adapt at an even faster pace.

As machines get faster at learning, so must humans. The leaders who will succeed in an era of exponential technological advancement will be people who can create and sustain optimal conditions for learning and growth—in themselves, their teams, and their organizations.

Humans have demonstrated over many millennia that when we communicate and collaborate, we adapt and thrive. In the age of exponential technological advancement, with machines now able to learn how to learn, the highest and best use of human capital is to be masters of learning. More than ever, this will require a new type of leadership paradigm, one that is human-centered, powered by effective interpersonal communication and the constant exchange high quality feedback.

One of the great conundrums facing many organizations today is that the communication device most essential to learning and growth—feedback—is the thing that most of us are deathly afraid to exchange.

This course offers a comprehensive experiential learning journey for leaders to become future-ready by reinventing their relationship with feedback and interpersonal communication. This in turn will equip them to lead healthy, high-growth teams capable of adapting at speed and succeeding in a rapidly changing business climate.

Background

As much as the challenges facing modern leaders have changed significantly in the last fifty years, many beliefs and practices have not. Understanding what fuels our underlying assumptions about what makes an effective leader helps us bridge the gap between myth and reality and advance as individuals, businesses, and societies.

With the growth of manufacturing-based industry in the early to mid-20th Century, fueled in part by significant global miliary campaigns, there is little wonder why so much of traditional management philosophy and language is influenced by manufacturing and miliary culture. The top-down, command-and-control management style fits well within this paradigm.

In many workplaces, a leader’s value was judged first and foremost by their subject matter expertise. The vestiges of the 20th Century management live on in business metaphors, leadership quotes, and commonly held beliefs about who should be promoted and how they should motivate the team and conquer the competition. Conditions on the ground are changing, though, and so must we.

By the late 20th Century, the Digital Age was ushering in exponential technological growth that made it easier and cheaper to access information, complete basic tasks, and travel. Plus, as the speed of innovation started to pick up, having teams capable of constant adaptation and innovation became more important. Losing your smartest, most collaborative and creative people in the competition for the best and brightest became a bigger and bigger risk to any company. Many companies that failed to innovate atrophied or even died. One need look no further than Kodak, Blackberry, or Sears.

Many in the leader development world started to realize that top down, power-based leadership, even the benevolent variety, needed to shift to one that could flex to the individual. It was, one might say, a shift to a focus on the Individual—understanding individual differences and helping individuals understand themselves. Much research was sunk into human psychology. The growth in popularity of psychometric tests exemplifies this shift.

Eventually, many began to recognize that focusing on the individual had created a “me” focus that had limitations when it came to helping people work together. Innovation has always, since the dawn of human existence, required a lot of collaboration and interpersonal communication. So there needed to be a shift from focusing on “me” to focusing on “we.”