(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

Mind Leadership

Over the last fifty years, a slow-paced world has changed into a fast-paced world. As a result, leadership has changed from autocratic, dictating orders and making all the decisions, to a more collaborative, people-oriented, and integrative based on relationships. In addition, the world has evolved with technological and commercial innovations and disruptions to be more flexible, creative, and adaptable. As a result, organizations are adjusting strategies to connect with others to compete in the global market and focusing on producing efficient products and services that contribute to meaningful interactions with others—influencing the achievement of organizational goals and shaping individual and group behavior and decisions.

Leadership is, in essence, a “people” activity, cultivating good relationships and making people feel a part of something. At the core of a strategic network and high-performing organization is the value of visionary leadership. Keep pace and achieve organization quality standards of innovative leadership to reduce production costs, increase global impact, enhance customer satisfaction, and increase profitability and market share. Empower your organization with effective leadership processes, developing a shared vision that incorporates the organization’s values and is easy to communicate.

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Leadership Development and Program

Enrolling prospective, new, and practicing leaders is a time-honored strategy for developing prospective leaders in a leadership development program. Organizational development is in the professional development of leaders. Have a competitive edge in developing effective current and future leaders. Increase the leadership spirit that encourages innovative ideas from within the organization. Focus on the context in which leadership develops through personal growth, leadership style, strategy formulation, influence, motivation, and persuasive communication. Develop leaders that can fix problems that occur or prevent them from happening. Finally, determine which leadership development program is right for your organization. Training and developing leaders provide a competitive advantage to improve recruitment, retention, productivity, profitability, and customer satisfaction.

Leadership Grid

Learn to use the Leadership Grid to understand the extent of a leader’s concern for production and people. Achieve team management, resulting in a high concern for production and people. Work accomplished from committed people, improved performance, low absenteeism, low turnover, and high morale. Conversely, avoid impoverished management with a low concern for production and people and exert minimum effort.

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Leadership Styles

Leadership styles influence organizational behavior, including employees’ acceptance of and adherence to organizational norms and values. Learn to select the most effective leadership style for a situation to plan, organize, and lead the company mission, goals, and environment. Leaders who obtain the best results do not rely on one style. Instead, they use several different techniques based on the situation. Adjust their approach to bring out the best in the people they lead. “The most effective leaders appear to exhibit a degree of versatility and flexibility that enables them to adapt their behavior to the changing and contradictory demands,” -Ralph Stogdill.

The Role and Habits of Ethical Leaders

Leaders are vital to influencing an organization’s culture and ethical posture. They assess risks and desire to achieve a favorable climate for organizational performance. Learn to positively impact ethical decision-making and the dimensions of organizational behavior and motivate acceptance and adherence to the organization’s norms, values, rules, and policies. View ethics holistically as a strategic component of the company’s ethical culture. Implement strategies to address and avoid misconduct, encourage professionalism, embrace and model positive workplace conduct, avoid brand damage, and drive proactive and reactive measures. Build trust of clients and partners to increase efficiency and productivity.

Traits Motives, Characteristics, and Behavior that Impact Leadership Effectiveness

Identify motives and general, relationship-related, and task-related personality traits of influential leaders related to success, task accomplishment, and satisfaction in work and personal life. Knowledge of the characteristics associated with leadership effectiveness helps select future leaders and helps identify meaningful development experiences to improve specific traits. The situation often influences which attribute will be the most important. For example, some believe leadership is about the person, and the quality of the individual, while others believe that leadership emerges from a specific situation.

Communication and Leadership

Communication is critical for organizational success and leadership effectiveness. Whether an organization is global or in a single country, improving communication begins with the leader’s willingness to articulate the organization’s vision and operation. Explore the significant communication elements and the types of organizational communication, measure leadership effectiveness to inform, inspire, anticipate and implement change, and motivate or influence behavior with internal and external stakeholders. Develop good communication skills and overcome barriers through constant practice and active feedback. Finally, develop a classic or contemporary approach to leadership.

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Investing in visionary leadership is an integral part of organizational success. Great leaders develop other great leaders. Leadership in a fast-changing modern world is on the future- an aspiration to be something at a certain point- and the tools required to achieve it through collaboration, innovation, creativity, adaptation, agility, and change. Leaders need to look at the future with teamwork, purpose, commitment, hope, and optimism and inspire others to do the same in every aspect of the organization.

Curriculum

Mind Leadership – Part 1- Year 1

1. Part 1 Month 1 Leadership Development
2. Part 1 Month 2 The Leadership Grid
3. Part 1 Month 3 Leadership Development Programs
4. Part 1 Month 4 The Role of Leadership in Developing an Ethics Program
5. Part 1 Month 5 Habits of Strong Ethical Leaders
6. Part 1 Month 6 Leadership Styles
7. Part 1 Month 7 Traits Motives and Characteristics that Impact Leadership Effectiveness
8. Part 1 Month 8 Communication and Leadership
9. Part 1 Month 9 Motives of Effective Leaders
10. Part 1 Month 10 Two Dimensions of Leadership Behavior
11. Part 1 Month 11 Measure Leader Effectiveness
12. Part 1 Month 12 Personality Traits of Effective Leaders and Task Accomplishment

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Mind Leadership corporate training program.

Mind Leadership – Part 1- Year 1

1. Part 1 Month 1 Leadership Development – Leadership development is a high priority for businesses and government organizations—development through self-awareness, self-discipline, education, experience, and monitoring. Self-awareness helps avoid operating at the extremes of the dimensions of Strategic  Operational and Forceful  Enabling behavior. Understanding the differences between the two levels of self-awareness can help the leader better understand responses to feedback. Self-discipline is essential in continuously monitoring one’s behavior to ensure self-development occurs. Understanding how education contributes to leadership effectiveness. Experience that is challenging, sourced, and broad. Mentoring may be informal or formal through shadowing or direct work activities.
2. Part 1 Month 2 The Leadership Grid – The leadership grid measures and rates a leader’s concern for production (results, bottom line, performance, profits, and mission) and concern for people. It encompasses a rating of a leader’s concern for production along a horizontal axis with scores from 1 (low) to 9 (high). Along the vertical axis is the rating of a leader’s concern for people (group members and coworkers), with scores from 1 (low) to 9 (high). A classic method of classifying the extent of a leader’s concern for production and people is to assess the management of work tasks and relationship orientations. A leader’s attitude and thinking determine their concern for production (tasks) and people (relationships).
3. Part 1 Month 3 Leadership Development Programs – Enrolling prospective, new, and practicing leaders is a time-honored strategy for developing them in leadership development programs. Have a competitive edge in developing effective current and future leaders with the seven types of leadership development programs. Focus on personal growth, leadership concepts, strategy formulation, influence, motivation, persuasive communication, and behavior patterns. The leadership development program will assess, challenge, and support a developmental leadership experience. Select one leadership development program at a time or overlap programs.
4. Part 1 Month 4 The Role of Leadership in Developing an Ethics Program – Conduct a thorough self-assessment of the firm’s values and its existing morals and compliance program. Maintain commitment from top managers. Publish, post, and make codes of ethics available and understandable. Communicate ethical standards through multiple channels. Provide timely training to reinforce knowledge. Provide confidential resources to whom employees can go for advice or report their concerns. Ensure consistent implementation. Respond and enforce consistently, promptly, and fairly. Monitor and assess using appropriate methods. Revise and reform to ensure continuous improvement.
5. Part 1 Month 5 Habits of Strong Ethical Leaders – Habits of strong ethical leaders is a quality developed over time or early in life. Proactive in the moral interest and implications of the company. Role models upholding the company’s core values. Transparent and involved in the company decision-making. View ethics holistically as a strategic component of the company’s ethical culture.
6. Part 1 Month 6 Leadership Styles – A leader’s attitudes and behaviors lead to regularity and predictability in dealing with group members. Leadership style is a relatively consistent pattern of behavior that characterizes leaders. Leadership-style research broadens our understanding of leadership behavior and attitudes. Most classifications of leadership styles are on the dimensions of deliberative and starting structures. Many ways of characterizing styles have been developed and will focus on some of the most popular approaches.
7. Part 1 Month 7 Traits Motives and Characteristics that Impact Leadership Effectiveness – Leaders are influenced by many variables, from cognitive abilities, talents, and experience, to their interactions with others within their organization and the business environment in which they operate. In this section, the following aspects of leadership will explore general personality traits, task-related personality traits, motives, and cognitive factors. General personality traits are related to success and satisfaction in work and personal life. Some personality traits of effective leaders are closely associated with task accomplishment. Influential leaders possess certain traits, motives, and characteristics in certain leadership situations.
8. Part 1 Month 8 Communication and Leadership – The communication process model is how we exchange information with others. Objectives may be to inform, inspire, motivate or influence behavior through effective communication. Organizational communication between national and global internal and external stakeholders is critical for organizational success and managerial effectiveness. In addition, leadership’s ability to anticipate and implement change within the organization and respond to changes in the environment is essential to achieving organizational goals.
9. Part 1 Month 9 Motives of Effective Leaders – Effective leader motives are power, drive, achievement, tenacity, and resilience. Power motive is motivation to control, influence, and status. Drive and achievement motive invest in achieving work goals. Finally, perseverance and resilience are overcoming obstacles and the ability to bounce back from setbacks.
10. Part 1 Month 10 Two Dimensions of Leadership Behavior – The study of leader