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Yager Leadership & Team Development Workshops 
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Here for your information is Background and Objective The Leadership Skills Development Workshop is designed to address the needs of the individual in positions of responsibility and accountability requiring leadership skill. Voltaire, the French writer once said, "An institution is the lengthened shadow of one person". It is our view that Voltaire, though accurate enough, did not go far enough. A leader is effective only to the degree he or she is able to build other leaders. Thus multiplying the power of one. Leadership comes from inside - inside the individual and inside the organization. It comes from the top only to the degree the leader becomes an exponent creating an environment that builds leadership throughout the organization, thus creating strength that grows spontaneously, and exponentially. The LSDW has been designed as a guided learning process that enables participants by providing opportunities to evaluate their own strengths and weaknesses, their thinking patterns, their sense of purpose, and their patterns of thinking and response to others around them. The learning model is an active model based on experience and self discovery. It draws on the principle that leadership is not practiced between superior and direct reports but in all contacts, horizontally as well as vertically. Awareness precedes choice, and choice precedes change. The LSDW learning process focuses on the following key areas. Each can be expanded or altered based on the current state and needs of the organization or the audience. Here is the focus of the Leadership Skills Development Workshop
The extent to which the leader personally acts in prescriptive (i.e., guides and recognizes activities and behaviors toward goals, opportunities, and task accomplishment) vs. restrictive (constrains or prohibits and criticizes activities and behaviors) ways, and is effective in leading innovation and change.
The extent to which the leader inspires and understands others and guides them to behave in constructive rather than defensive or dysfunctional ways.
The extent to which the leader achieves and monitors personal goals and organizational criteria and expectations. The extent to which the leader is able to plan projects, understand and improve systems, and think strategically.
The manner in which the leader connects with others including teams, customers and other stakeholders in order to improve productivity, service, and employee loyalty. The extent to which the leader is teachable, is willing to learn from others, and is adaptable. Here is how our robust approach to leadership and executive development through the LSDW platform can help you succeed... Provides leaders an opportunity to compare the impact they are currently having on people in relation to the impact they ideally would like to have. Enables leaders to understand how effectively their current leadership strategies are shaping the behavior and performance of others, and how to choose leadership and strategic options that are more likely to lead to the impact (faster and more successfully) they desire. Each participant is provided with materials as prework in order to prepare them for the week long learning experience. 1. 360º Review: The Master Leader is a behavioral description that focuses on four major areas and 21 separate leader competencies and practices. Each participant completes a self evaluation and distributes between 7 and 10 companion instruments to others he or she works with. These materials are submitted before the meeting's start for computerized scoring. 2. Each participant completes the Challenge Case, which is a case study customized for the client organization that is prepared in advance and then discussed in the opening sessions of the LSDW. 3. A copy of the books, A New Paradigm of Leadership is provided to each participant: This is a collection of articles compiled by Ken Shelton at Executive Excellence Incorporated, including material from Warren Bennis, Stephen, Covey, Peter Drucker, Tom Peters, W. Edwards Deming, Kevin Cashman, Peter Senge, etc. Five specific and most relevant articles are to be reviewed for later discussion. Day 1: Leadership Assessment A series of leadership simulations based on real life leadership situations are presented (and some are video taped) for the purpose of self assessment. The learning from experience model begins immediately. These simulations are then reviewed at various times throughout the week to enhance awareness, learning, and personal reflection. In addition the simulations are all reviewed by a team of LSDW evaluators who present their evaluations and observations throughout the week as each competency area is discussed. Teams again meet to discuss their activities in the group exercises that they have participated in thus far. At the end of the Day 1 each participant prepares his or her first daily reflection, a self assessment for the purpose of heightened awareness and focus on learning. Day 2: The Practice of Leadership - A Guide for Keeping Your Balance The second day begins with an overview of leadership (the theory, the practices, the changes in expectations of the leaders, and an introduction to leader competence. The Leader Practices Template (based on a combination of best practices in leadership and the organization's culture, expectations, and goals) is presented to establish an understanding of the competencies/practices that will be evaluated and developed. The feedback on the Master Leader 360º feedback is presented, discussed, evaluated, and understood. This ties the theory of the first part of the day to actual, real time, and real-world feedback. Presentation and understanding of the concept of Emotional Intelligence including a showing of the Daniel Goleman film and lecture on this subject. Class and small group discussion of "How Do You Learn?" in the context of the Master Leader Feedback and the E.I. materials. A leadership role play that puts participants in a challenging situation is presented. The FIRO-B is scored and analyzed. Teams of participants (the same teams as those organized on Monday for the assessment) meet to review the video tapes of Monday's activity. End with self reflection. Objective: By the end of the Day 2 every participant will have developed a clear understanding of what is takes to be a leader and what gaps may exist between their personal practice and the models, concepts, simulations, and feedback materials that have been presented. The awareness is complete and participants are prepared to learn techniques and methods that will help them close the gaps. Day 3: Teams and Teamwork - A Guide for Assuring Commitment Participants will learn through their activity in this day the importance of the "3 C's" of Leadership" (Creating Competence, Confidence, and Commitment). The first activity is a team skills conference. Participation in one of a number of leadership group activities chosen to fit the particular group of participants learn the importance of teams and teamwork. Particular attention is paid to the unique demands of executive level teams. The assumptions and factors that impact attempts to shape an organization/team, culture, and climate. Everyone reviews and discusses the film "Hidden Assets" a powerful presentation on the advantages of involving others in the organizational context of teamwork and group problem solving. Discussion of and analysis of team stages and understanding the role of the leaders as facilitator. Introduction to coaching and to the leader's role as coach. This transition moves from the morning's emphasis on the leader as a facilitator of groups to the leader's role as leader of teams and individuals as coach. Each will understand the four phase coaching evaluation (ability, discipline, attitude, and accomplishment) and how to achieve, measure, recognize, celebrate, and reinforce each. The Personal Communications Workshop provides feedback and methods for improving effectiveness using the DISC model of interpersonal communications. This powerful feedback is very descriptive, very specific, and very powerful. It is well received by participants because of its high level of credibility. Learn to evaluate and impact the Motivational Balance Beam (i.e., how to reach people without using fear or manipulative incentives); helping others create their own motivation (i.e., from the inside out - not from the top down). Objectives of Day 3: At the conclusion of this day every participant has begun to build a personal developmental plan. The skills that have been presented have been evaluated in the context of the real world feedback, the simulations, the presentations, the discussions with peers in the classroom, and the addition of feedback based on the DISC and the FIRO. Participants begin to check off key areas of personal need on the Leadership Template indicating understanding of what he or she must and can do to improve. Day 4: Change and Transition: Guide for Changing the Culture A Strategic Approach to Leadership: Guide for Controlling the Turbulence This day begins with a transition activity, moving the participants from coaching and communications to understanding how to apply these skills to organization/team growth and effectiveness. The opening presentation and discussion focuses on the "American Archetype". The purpose is to understand how the American management and organizational model treats quality, motivation, coaching, and the pursuit of excellence A presentation of leader styles in effecting action (Rick Pitino, Colin Powell, Gandhi and Patton). Learn to apply the "7 S" Model for Creating Strategic and Organizational Excellence". Learn to apply the Patterson "Six Cell" approach to understanding people and their behavior. Thinking About Being Creative: A presentation of Joel Barker's latest materials on New Paradigms (i.e., how to think about old problems in a new light). Learning how change occurs, what resistances are normal and which are not, and how to "manage them". Feedback and a participate exercise based on the Keirsey Type Indicator (a form of Myers Briggs) from the book Please Understand Me. Small group integration exercise Personal Reflections Worksheets are completed. Each participant completes a fourth self reflection and begins to prepare an action plan for back-home applications of what has been learned. Objectives of Day 4: By the conclusion of this day participants will have developed a very clear view of their own strengths, weaknesses and opportunities. This day in particular has focused on specific day-to-day activities including decision making, planning, creativity, and involvement. They will now have developed and documented practical tools and action plans that will help them improve the functioning of any organization or team, and in particular their own competence, confidence, and commitment. Day 5: Creating a Leadership Process On Day 5 the participants meet together, and they then meet individually with their personal advisor/coach who will follow up with them on a monthly basis for the following year. Each will develop his or her own vision statement, goals, and action plans based on the multiple pieces of data, feedback, peer discussion, coaching sessions, practice exercises, daily reflections, and personal coaching contacts with course facilitators he or she has experienced. Each participant identifies his or her own challenges and actions (personal and organizational) in order to deal with what he or she sees as most valuable. These may include, but are certainly not limited to.
Evaluation The evaluation is based on the Kirkpatrick's Four Levels of Evaluation. The first level of reaction is collected immediately following the workshop. Levels two and three (learning and transfer to the job) are determined by the advisors as they review the individual action plans and in their follow-up meetings with participants. We will design a study to be conducted after one year to measure results including a readministration of the Master Leader 360º evaluation (i.e., the outcomes of the individual's activities and changes. Home Yager
Leadership and Team Development
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