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Leadership Development Courses London
Leadership and Management Courses London and UK Wide
Face to face public schedule & onsite training now available. Lunch currently unavailable.
Who is this course for?
We can all think of powerful role-models, people who have made a difference to our lives or those widely admired by many. This leadership training course is aimed at professionals stepping up from manager to leadership roles where support and development of individuals, teams and organisations is required. Whilst the course is delivered in a business context leadership skills are transferable to other walks of life.
This course is a part of our wider portfolio of leadership and management courses courses.
BenefitsLeadership development enables you to:
* Identify qualities of being a good leader
* Discover your leadership strengths
* Find a balanced leadership focus
* Understand team dynamics and how to improve relations
* Assess and develop individual effectiveness
You may also benefit from a project management training or finance for non financial manager courses.
What is a leader?
Leaders; the good and the bad
Leadership vs management
Competencies of Leadership
Set your leadership focus
What's your style of leadership?
Achieving and maintaining a balanced focus
A task leader
Leading the planning process
Traits of effective teams
Leading effective individuals and teams
Encouraging personal development
Teams; Influencing and shaping them
Identify an individual's development needs
Qualities of good leadership
Practice your leadership skills
Learning from experience
Prices & Dates
What you get
"What do I get on the day?"
Training is held in our modern, comfortable, air-conditioned suites.
Lunch is provided at a local restaurant or pub. Browse the sample menus:
Breaks and timing
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Joining information (how to get to our venues)
Available throughout the day:
- Hot beverages
- Clean, filtered water
Training formats & Services
Global Guardians Management Ltd
Judi was absolutely fantastic. She knew exactly how to get the best out of me and the advice given will stick with me throughout my career. I have already utilised many of the ideas she provided. My only suggestion would be to provide more digital handouts as I am a paperless type of person! Short videos might be good as well as long as they are relevant.
Crown Prosecution Service
Paralegal Business Manager
I found this course very useful and I will be taking away some of the ideas to use in my current role.
Innovation Project Manager
The course was really good. i could have gone for something a little bit more challenging. But i have already been in leadership classes and read ots about it so it was maybe deja vu.
Find out more about our wide range of leadership and management courses.
Training manual sample
Below are some extracts from our Leadership Development manual.
“Management is doing things right, leadership is doing the right things”
(Warren Bennis and Peter Drucker)
In the context of a business organisation, there are both clear differences and some overlap between Managers and Leaders;
A Leader is generally:
· Aware of an internal transition, a mindset shift - something that begins from within. A certainty that we are ready to step up and the on-going internal reflective practices to back this up.
· Someone who will encourage you to do and be your best, often seeing your strengths before you do.
· Visionary and Strategic. They create the path, stimulate curiosity, are open to new ideas and challenging the status quo.
· The one who inspires others to stretch themselves by doing it themselves.
· Someone who focuses on impact, motivation and the future.
· They ask their teams 'why' instead of 'how.'
· Someone who guides others to a destination by going out in front of or beside their team.
· Look out for leadership potential in others to achieve a vision and is committed to nurturing potential
· Someone who guides others towards an outcome
· Someone who develops their people personally, professionally and through continued learning, expanding knowledge for long-term growth and advancement.
· Focused on long-term results, moving the organization towards the bigger picture and greater customer impact.
· Intent on measuring their success in terms of months, a year, or longer.
· An individual who can even report to a manager if they are leading the team or organization somewhere new. A leader leads, no matter where in the organisation they are.
· Focused on guiding and encourage the team through difficult times
· Sets the direction, takes risks and inspires trust. They have the courage to face and do what others fear
· An active listener, understanding that it plays a powerful role in making the transition from management to leadership. Building strong rapport with the people in their care, learning from the team’s different perspectives. A leader knows that developing the team’s unique talents begins with listening.
· Someone who looks for opportunities to lead by creating an environment of innovation and constant improvement.
A Manager is generally:
· Tactical and Operational. They ensure each step of a task is completed and hold themselves accountable.
· A realist; they are managing and maintaining performance.
· Someone who excels in the now of process planning and execution
· Responsible for controlling all or part of an organization.
· The person who makes sure everyone fulfills their roles
· Responsible for training people on what to do and how to do it. They build competency and specific skills for a particular role or function.
· More focused on day-to-day wins. They are accountable for shorter-term results.
· A follower. To transition from manager to leader, you need a clear vision of a Vision, then earn people's willingness to follow you there.
· Accepting of the status quo.
· Gives instructions and tells the team what to do.
· A title, a role and a set of responsibilities. Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous.
· An overseer, ensuring the work gets done on time, within budget and as planned.
If you are stressed, it’s very easy to pass this stress onto your team. Below are some simple ideas to help you manage your own workload and stress levels as a leader:
Slowing Down Internally
· Try to stop doing more than one thing at a time
· Learn to listen without interrupting
· Learn to savour your food. Take time to enjoy it
· Cultivate your sense of humour
· Control your impatience
· Take time to show your appreciation to others in a genuine way
Re-Engineering Your Life
· Get up earlier so you can start the day leisurely, not fighting against time
· Try to find a period in the day for total body relaxation
· Restructure trips and vacations to relieve stress, not cause it
Modifying Your Work Habits
· Ask yourself what activities you should stop doing
· Eliminate activities instead of doing more in less time
· Don't leave half-completed projects around the office. They simply remind you that you're behind
· Eliminate business lunches when possible. Take an exercise break
· Try not to see every situation as a challenge. Let others help
· Try not to impose your sense of time urgency on others. Don't continually interfere with others who work more slowly
· Examine your telephone habits. Let others handle some of your calls
There are both internal and external motivations, and managers often focus on external motivations. While external motivations can be useful, they are only effective if they mean something to the employees.
· Personal time
It is important that leaders take the time to understand the personal, internal motivations of individuals, and try to link personal goals with work. Social responsibility is an example of connecting personal employee beliefs and motivations to company procedures.
For leaders to motivate employees successfully they must be motivated themselves. Their work needs to reflect their internal motivations.
A team is a group of people formed to achieve a goal. With individuals sharing responsibility, the group can take advantage of all the collective talent, knowledge, and experience of each individual team member.
Teams require mutually agreed-upon operating principles such as agendas, procedures and decision-making processes. A team is interdependent; everyone works for the good of the team, not for oneself. How they do things (the process) is just as important, if not more important, than what they do (the task).
Defined by Bruce Wayne Tuckman, Ph.D. in 1965
Forming: Groups initially concern themselves with orientation, getting to know one another and their roles and responsibilities. Team members will test the boundaries but will depend on the leader for direction and guidance.
Storming: The second phase is characterised by conflict and polarisation around interpersonal issues, sometimes with emotional responses. These behaviours serve as resistance to group influence and task requirements. The leader must remain calm and focus on conflict-resolution during this phase.
Norming: In-group feeling and cohesiveness develops, new standards evolve, and new roles are adopted. The team works towards a common goal, and the leader provides support to the group.
Performing: Finally, the group attains the fourth stage where they can work independently and achieve their goals. Roles become flexible and functional, and group energy is channeled into the task. The leader delegates tasks easily and there is a high level of autonomy.
The following questions will help your team gain clarity on their goal/s:
1. What do you want to achieve from this coaching session?
2. What goal do you want to achieve?
3. What would you like to happen with ______?
4. What do you really want?
5. What would you like to accomplish?
6. What result are you trying to achieve?
7. What outcome would be ideal?
8. What do you want to change?
9. Why are you hoping to achieve this goal?
10. What would the benefits be if you achieved this goal?