CURRICULUM OF
Leadership Courses theacademy@turnersandgrowers.com
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TABLE OF CONTENTS Welcome to The Academy – The Gateway to Growing your Career!
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What is The Academy?
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Who can Join The Academy?
page 4
What is the Leadership Programme?
page 4
Academy Programmes
page 6
Competency Models/Framework
page 8
Self-Assessment (Sales & Leadership only)
page 8
Career Centre/My Career
page 8
Core Company Courses (CCC)
page 8
Accreditation
page 8
So What’s on Offer?
page 9
Step Up
page 10
High Performing Leaders (HPL)
page 12
Coaching for Performance
page 14
Presenting Persuasively
page 16
Leading Teams, Collaborating Across the Business
page 18
Self-Leadership
page 20
Facilitating Group Outcomes
page 22
Negotiating Collaboratively - securing high stakes agreements
page 24
Writing Persuasive Business Cases
page 26
Influencing Skills - persuading others to agree with your approach
page 28
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Welcome to The Academy THE GATEWAY TO GROWING YOUR CAREER!
WHO CAN JOIN THE ACADEMY?
The Academy is a career development initiative created by Turners & Growers; because as your employer we want to see our People grow and develop in their roles. It’s your one stop shop for all your training needs.
Any permanent full or part time employee is eligible to undertake an Academy Programme or Workshop.
WHAT IS THE ACADEMY? The Academy is Turners & Growers very own internal college, and consists of four overarching learning pillars – Sales, Leadership, Horticulture, and Operations. It doesn’t stop there however as the Academy also manages and hosts technical, health & safety, compliance and IT programmes to mention a few. The Academy aims to provide ALL employee’s with opportunities to grow, develop, and progress your career with us. It’s our way of quenching your thirst for learning and development opportunities, which we hope you’ll enjoy!
Joining the Academy as such is as simple as indicating you would like to attend a training course. It can either be a one off event through the year, or a series of workshops that develop competencies in any given ‘Pillar’ i.e. Leadership, Sales, Horticulture or Operations. So before you join it’s important to have a conversation with your Manager/People Leader first, to discuss your interest in The Academy and whether it is right for you. Each of you will have a development plan for the year so work through that with your manager to decide on what areas of your current role, or even future roles… you’d like to invest in.
WHAT IS THE LEADERSHIP PROGRAMME? This document will focus on the leadership programme. In it you will find an explanation of how the leadership programme was designed and what programmes are contained within. Other similar documents will be found to cove the Sales Programme, Operations Programme, and Horticulture Programme. If you want to skip ahead to what programmes are available, head to page 11, otherwise continue on to understand how the Academy was created.
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One way to better understand The Academy is to have an overview of all the components that are included in it.
The Academy
Programmes
Competency Models
Self Assessment
Career Centre
My Career
Foundation Courses
Performance Development
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Academy Programmes COMPETENCY MODELS/FRAMEWORK
The T&G Academy is made up of predominantly 4 key topics: ·· Sales
The Competency Framework is a list of the skills that are deemed to be important for our People in performing their role.
·· Leadership
Depending on your Academy Programme and Development Path, you will have different competencies that are expected of you.
·· Horticulture ·· Operations Each of these programmes was developed to help support a specific area of Turners & Growers. If your current role fits into one of these Academy Programmes and you are a permanent part or full time employee, we will have a training programme to suit your needs. For each of our Academy Programmes we have three Development Paths that reflect the expectations we have of our People depending on their different levels and areas of expertise. The Development Paths indicate the skills and competencies that are required to perform your role. The three Development Paths are:
So what is a competency? A competency describes the skills, knowledge, and specific abilities that a person requires to perform their role successfully – to a high level of competence or capability. When you have a look at our Competency Frameworks, you may find that you are already completing some of the skills that are listed. At the same time you may also find there are some areas you require further development in. A team of our own Turners & Growers staff developed the Competency Frameworks. We asked for their input because it’s important that the competencies listed actually reflect the kind of roles that people in the company are involved in.
·· Foundation Entry level knowledge and skill
The Academy
·· Proficient Good level of knowledge and skill ·· Mastery Experienced and senior level roles
Programmes
Competency Models
Self Assessment
Career Centre
Performance Development
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My Career
Foundation Courses
Specific Competencies COMPETENCY TITLE
COMPETENCY DESCRIPTOR
FOUNDATION
Is the recognition of the individual Strategic Planning ORGANISATIONAL LEADERSHIP as a leader in their field of Functional expertise expertise Change Orientation
PROFICIENT
MASTERY
Strategic Planning Critical thinking Strategic Agility Change Orientation
Strategic Planning Critical thinking Strategic Agility Change Orientation Transformational Leadership Motivating Others Personal Impact Constructive Behaviour Building Effective Teams
The leadership impact the individual has on the business, illustrated by self-awareness and an understanding of human nature
Personal Impact Constructive Behaviour Building Effective Teams
Transformational Leadership Motivating Others Personal Impact Constructive Behaviour Building Effective Teams
STAKEHOLDER MANAGEMENT
Develops strong, trusting, respectful relationships with others
Managing Diversity Conflict Management
Organisational Agility Managing Diversity Negotiation & Conflict Management
Organisational Agility Managing Diversity Negotiation & Conflict Management
WORKING TOGETHER
Operates as "one" Turners & Growers by collaborating and supporting one another in growing the business
Vision and Purpose Peer Relationships Building Effective Relationships Communication
Vision and Purpose Building Effective Relationships Communication
Vision and Purpose Building Effective Relationships Communication
Acts as a role model for others in the business; sets the standards for professional behaviour
Interpersonal Awareness Integrity and Trust Accountability Self-Development Prioritisation
Interpersonal Awareness Integrity and Trust Accountability Self-Development Prioritisation
Interpersonal Awareness Integrity and Trust Accountability Self-Development Prioritisation
Business Acumen Continuous Improvement Customer Focus Problem Solving Decision Making
Big picture thinking Business Acumen Continuous Improvement Customer Focus Problem Solving Decision Making
Big picture thinking Business Acumen Continuous Improvement Customer Focus Problem Solving Decision Making
LEADERSHIP IN ACTION
SELF-LEADERSHIP
Strives to ensure the overall effective operation of the DELIVERING BETTER BUSINESS business, focusing on continuous OUTCOMES improvement and maximising opportunities to excel
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SELF-ASSESSMENT (SALES & LEADERSHIP ONLY)
CORE COMPANY COURSES (CCC)
The purpose of the self-assessment is to see where your areas of strength and development are. After completing the self-assessment your manager will be asked to complete it for you as well to get an overall balanced understanding of you as an individual.
Our core company courses are the nuts and bolts of the Academy. They consist of your Health and Safety courses, compliance and technical training and anything that is generally very hands on.
The goal of this report is to give you an indication of what level to start at i.e. Foundation, Proficient or Mastery.
ACCREDITATION
When you receive the report take the opportunity to sit down with you manager and have a one to one meeting to discuss where you both feel your areas of development are (these are your capability gaps) and add these to your development plan. When you have identified your capability gaps you can then determine whether or not training is the right solution for you or whether there are other alternatives - for example coaching, secondments, mentoring, or on the job training.
CAREER CENTRE/MY CAREER The Career Centre provides an additional tool for you to use if you are a little uncertain about where your career is going or what it is that motivates you and gets you out of bed in the morning. By following the link on the My Career page you can access a self-assessment which helps you determine what motivates you, strengths and weaknesses, work preferences and so on. This information may be useful for you in considering your career and any development you require or would like.
A key component to our programmes is accreditation. Accreditation is a process in which participants are asked to undertake a task or initiative post the workshop that allows them to practice and apply the skills covered in each of the leadership workshops. It gives us confidence that the programme is delivering on its objectives and the learner’s confidence that they can apply what they have learnt. The outcome of accreditation is either certification, or in very rare circumstances, it will result in a plan to address any gaps in skill or knowledge (or address shortcomings in the course itself) Typical Accreditation criteria and process flow below for High Performing Leaders and Coaching for Performance Conditions: 1. 100% attendance on High Performing Leaders (HPL) and Coaching for Performance (C4P) 2. (Optional) Attended Presenting Persuasively* 3. (Optional) 1-3 FREE coaching sessions by an external coach to support you through accreditation* 4. Completion of Individual Development Plan, signed off by manager
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Process: 1. Accreditation process will be run over the course of one day and comprise of geographically similar participants. Each leader’s involvement will be for approximately 60 to 75 minutes during this day. 2. Demonstration of an effective 15 minute coaching conversation with a peer or team member (structure – GROW, questioning and active listening techniques, selecting an effective coaching approach). Observing will be a T&G facilitator or equivalent.
SO WHAT’S ON OFFER? The chart indicates what programmes are available and in what order they would be taken in. Two over-arching theme’s accompany this chart: 1. Performance – Must rise in accordance with the programme. Training (or retraining) is not an answer to performance issues. 2. Role maturity will rise along with the appropriate programme.
3. Using the STAR (Situation, Task, Action, Result) model, a 5 -7 minute presentation to a panel comprising of one up manager or next level up, leadership facilitator, and a representative from the T&G Academy or HR team, detailing how you have role modelled the leadership behaviours required to execute the Turners & Growers strategies (include benefits to the business and evidence). This must reference key leadership concepts covered in HPL. Your presentation skills will be critiqued as part of this process, messages tailor to audience, clear structure and compelling delivery. 4. Q&A from panel on your Individual Development Plan, presentation and next steps on your leadership journey. 5. Panel member to have a conversation with your manager to discuss progress on your Individual Development Plan. 6. Assessment results available within 2 weeks, if successful, participant presented a certificate by member of the exec and publication of your success in Fresh Press and the People Leaders update. * Attendance highly recommended unless participant is a highly skilled presenter. * 2nd and 3rd coaching session by negotiation with T&G Academy.
The chart shows an example leadership development pathway (programmes subject to change). Of course it’s possible to fast-track this development but as any people leader will tell you, it’s not always a simple task to schedule in self development. So use the above as a guide only. 9
Step Up Level: Foundation | Duration: 3 x ½ Days The course is designed for people who are new to a people management position (supervisor, leading hand, team leader) or people currently in a supervisory / team leader / leading hand role and have had no formal training around managing other people.
DETAILS
THE COURSE CONSISTS OF
·· Three half-day workshops
·· Three coaching sessions with the facilitator
·· Catered
·· Four manager and participant meetings and actions to complete after attending the workshops
·· 9:00am-1:00pm
·· The facilitator will contact the manager three months after the programme to evaluate participant performance
·· Flexible locations (minimum 6 participants) ·· Cost – FREE (accommodation and travel expenses not covered)
COMPETENCIES COVERED
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ORGANISATION LEADERSHIP
LEADERSHIP IN ACTION
STAKEHOLDER MANAGEMENT
WORKING TOGETHER
Strategic Planning Functional Expertise Change Orientation
Personal Impact Constructive Behaviour Building Effective Teams
Managing Diversity Conflict Management
Vision and Purpose Peer Relationships Building effective Relationships
DELIVERING BETTER BUSINESS OUTCOMES Business Acumen Continuous Improvement Customer Focus Problem Solving Decision Making
WORKSHOP 1 (4HRS) ·· Moving from Team Member to People Manager ·· What is expected of a manager of people at Turners and Growers? ·· Communication basics: sending and receiving messages, how to listen effectively, the communication channels used to get messages across ·· Which communication mediums (face to face, text, email, phone calls) are best to use in which situations ·· Giving instructions to your team
WORKSHOP 2 (4HRS) ·· Review of last workshop – what have you applied?
·· Measuring and managing work: KPI’s, business targets and having regular 1 on 1’s ·· Motivation of staff – understanding what motivation is and what a people leader can do to encourage the best out of others ·· Dealing with poor performers: identifying issues and having the tough conversations ·· Resolving conflict: recognising the causes and looking at practical ways to deal with conflict ·· Introduction to team and individual planning
OUTCOMES ·· Better communication skills – both speaking and listening
·· Understanding your behavioural style
·· People management skills – better understanding of staff to get the best out of them
·· The strengths and weaknesses of your behavioural style
·· How to give effective on target feedback
·· Understanding the styles of the people you lead and how to get the best out of them
·· How to give clear and precise instructions
·· What is feedback and how to give feedback in the moment ·· Discovering your own leadership style
WORKSHOP 3 (4HRS) ·· Review of last workshop – what have you applied?
·· How to manage performance of staff and deal with poor performance ·· Constructive ways to manage conflict ·· A better understanding of how you lead people ·· A better understanding of your own leadership style ·· Increased confidence in your ability to lead others
·· Understanding what performance management is and how we use it to manage our staff 11
High Performing Leaders (HPL) Level: Proficient | Duration: 4 x ½ Days During this four half-day workshop you will focus on building your leadership capabilities, and explore how you can be a high performing leader at Turners & Growers. We know there are leadership traits which are proven to increase sustained performance. We will look at how you can empower and enable others to perform and realise their potential. Through your leadership competence and motivation you will be able to inspire your team and others to realise the Turners & Growers purpose and deliver on the strategic goals. You will ensure your team’s daily activities and behaviours are aligned with the organisation’s purpose, values and strategies. You will also choose a growth initiative that your team is about to start working on, or is working on now. We will look at how you can lead your team through this change effectively, ensuring they feel supported, energized and focused. It is the way in which a leader communicates and behaves which predominantly determines the culture of the organisation and success. We will apply this thinking during our workshop in a practical way to deepen your understanding of how to lead others effectively. You will be developing practical and innovative leadership approaches that you can apply back in your work place. This workshop can be tailored specifically for sales leaders.
CONTENT TOPICS ·· Leaders impact on organisational outcomes (Human Synergistic research)
·· Giving feedback (positive and developmental), and courageous conversations
·· Management and leadership
·· Rewarding and celebrating
·· Aligning with Turners & Growers purpose and strategy
·· Coaching – GROW: real plays
·· Setting SMART goals - overview
·· Pro-actively managing your time - prioritisation
·· Creating a compelling vision for your growth initiative
·· Delegating tasks
·· Communicating to get buy in for your growth initiative
·· Individual development plan
»» Analysing your team and other stakeholders – motivators, overcoming concerns, communication styles »» Setting communication objectives »» Crafting persuasive messages »» Structuring your communication »» Compelling delivery ·· Empowering your team to take action ·· Running team meetings – set up, brainstorming tool, actioning ·· The power of perception – looking at future potential, not past behaviour ·· Maintaining momentum for your initiative
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·· Asking for and receiving feedback - overview
OUTCOMES ·· Developing a performance based culture encouraging personal accountability ·· Being able to align your team’s goals with Turners & Growers purpose and strategies ·· Creating a compelling vision for your growth initiative and communicating it effectively ·· Being equipped with the tools and techniques to set SMART performance goals ·· Planning for an effective team meeting ·· Knowing how to maintain momentum and support your team through growth and change
·· Receiving and giving effective and regular feedback ·· Pro-actively managing your time ·· Increased confidence when empowering your team to perform ·· The role modelling of leadership behaviours required to execute the Turners & Growers strategies You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning.
DURATION AND NUMBERS ·· Hour half-day (one + one ideal with a three week gap) group workshop, 9am to 1pm. ·· Pre work, and action learning activities ·· Ideally 8 -12 participants
ONGOING SUPPORT AND ACCREDITATION ·· Individual coaching session (external coach) within two months of workshop to support progress ·· Accreditation (Turners & Growers panel) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» 5 -7 minute presentation detailing how you have role modelled the leadership behaviours required to execute the Turners & Growers strategies (include benefits to the business and evidence). This must reference key leadership concepts covered in HPL »» Q&A from panel on your Individual Development Plan, presentation and next steps on your leadership journey 13
Coaching for Performance Level: Proficient | Duration: 2 x ½ Days During this two half-day workshop we will look at the tools and mindset you need to confidently coach your team, peers, manager and other stakeholders. This will assist in creating a learning culture that is focused on high performance and is motivational, collaborative and enjoyable. Coaching will assist in successfully driving change and executing strategies. Productivity is increased with staff working more smartly. Skills are strengthened giving a greater depth of talent, and leaders are more confident when having performance development conversations and delegating tasks. People are generally feeling more motivated and valued with their managers and others supporting them and focusing on their development. Our goal is to assist you in realising the potential of others through coaching. This workshop can be tailored to specifically coach sales people.
CONTENT TOPICS ·· Defining coaching. When to coach ·· Coach versus manager relationship ·· Structuring coaching conversations ·· Tell versus ask continuum ·· How coaching links into your performance development discussions ·· Building rapport, flexibility to adapt communication style to suit the coachee ·· Effective questioning, active listening ·· Directive and non directive approaches – dependant on level of skill and motivation of coachee ·· Giving feedback and advice, challenging ·· Follow up coaching structure ·· Coaching real plays ·· Individual development plan
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OUTCOMES ·· Being equipped with the tools and techniques to lead an effective coaching conversation ·· Developing a performance based culture encouraging personal accountability ·· Increased confidence in identifying, interpreting and managing behavioural challenges and situations ·· Knowing what coaching approach will work for each individual and situation ·· Increasing your awareness around how you can motivate and support people’s development ·· A better understanding of the benefits coaching will bring to your organisation including breaking down silos, encouraging lateral thinking and problem solving, improved collaboration, increased confidence, increased engagement and instilling excellence ·· The role modelling of coaching behaviours You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning.
DURATION AND NUMBERS ·· Two half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 8 -12 participants. Even numbered group size easier for coaching exercises
ONGOING SUPPORT AND ACCREDITATION ·· Individual coaching session (external coach) within two months of workshop to support progress ·· Accreditation (coach from Hume & Associates, or Turners & Growers leader) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» Demonstration of an effective 20 minute coaching conversation with a peer or team member (structure – GROW, questioning and active listening techniques, selecting an effective coaching approach)
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Presenting Persuasively Level: Proficient | Duration: 4 x ½ Days The ability to present persuasively and motivate your stakeholders to take action is critical in the Turners & Growers business environment. This four half-day workshop focuses on the planning and delivery skills you require to confidently present a persuasive case to your audience. You may be presenting an inspirational leadership change vision, selling products, or presenting to a leadership accreditation panel on how you are role modelling leadership behaviours. The focus will mostly be on presenting on your feet to a group. We will explore the fundamentals of persuasive presenting, ensuring you can connect with and influence your audience at both the rational and emotional levels required. As leaders and mangers you must have the confidence, control and flexibility to present effectively to your team, senior leaders/peers in the business, customers, growers and other stakeholders. This practical programme will give you a deeper understanding of how to maximize the effectiveness of your persuasive presentations.
CONTENT TOPICS ·· Planning a persuasive presentation – focus on your own presentation ·· Analysing your audience to ensure the presentation is tailored ·· Developing persuasive messages for each decision maker and influencer
·· The skills and confidence to motivate, inspire and persuade your team, senior leaders, customers, growers and/or other stakeholders to align with your vision, approach, or offerings
·· Structuring your presentation to ensure messages are clearly understood
·· The ability to tailor the content, structure and delivery of your presentations in the most persuasive way for each audience, objective and environment
·· Designing and using supporting visuals – focus on variety of visuals that appeal to the senses, and how you interact with visuals effectively
·· Fine tuning your presentation skills to communicate confidently in your own natural way
·· Incorporating strategies to frame out resistance
·· Creating a more professional presence
·· Developing your natural delivery skills to motivate and compel your audience to act
·· Ability to connect with your audience quickly in a compelling way
·· Handling questions effectively ·· Controlling nerves ·· Individual presentation rehearsals, critiquing and coaching. We use videoing as a critiquing tool ·· Individual development plan
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OUTCOMES
·· An increased awareness of the value of rehearsal including individual tips to develop your skills You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning.
DURATION AND NUMBERS ·· Four half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 6 to 8 participants
ONGOING SUPPORT AND ACCREDITATION ·· Individual presentation rehearsal (external coach) within two months of workshop to support progress, if required ·· Accreditation (Turners & Growers panel) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» Demonstration of your skills by delivering a 5 -7 minute presentation to a senior leader group at Turners & Growers – can be your presentation to the High Performing Leaders accreditation panel, or another presentation to the business (a senior leader nominated by The Academy must be present to sign off against criteria – tailored to audience, clear structure, persuasive messaging, compelling delivery)
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Leading Teams, Collaborating Across the Business - for leaders of leaders Level: Mastery | Duration: 2 x ½ Days
During this two half-day workshop we will look at the skills, processes and mindset you need to confidently lead teams at Turners & Growers, and actively encourage teamwork and collaboration across the business. As a leader of leaders you are empowering your team to be high performing and deliver on the Turners & Growers strategy. You will explore who your team need to be working together with in the business and externally to deliver results. Building and maintaining strong working relationships across the business is critical for success.
CONTENT TOPICS ·· What does a high performing team look like?
·· Ability to develop a high performing team
·· Team definition
·· Using a simply framework to improve the way you work together and collaborate across T&G
·· Team performance curve – where now, where want to be in x months ·· Building a high performing team – purpose, people, process ·· Team purpose – what is it, measurable goals related to functional area plan and T&G strategy, team behaviours and measurement, roles and responsibilities – best fit ·· People: Valuing diversity ·· People: What motivates and empowers people ·· People: Building trusting relationships ·· People: Creating connections cross functionally across T&G, with growers and customers ·· Process: Facilitating group sessions - overview ·· Process: Building resilience ·· Process: Communicating effectively, specific to Turners & Growers ·· Coaching exercises ·· Individual development plan 18
OUTCOMES
·· Being equipped with the tools to continue to build and maintain strong team relationships ·· Creates a positive environment that empowers people to perform and improves team morale ·· Creates a clear picture of how the team goals relate to the T&G strategy ·· Supporting your team to be more resilient ·· Goes beyond self interest for the good of the organisation, the customer and grower ·· Accepts responsibility for both your own performance and the performance of your team You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning.
DURATION AND NUMBERS ·· Two half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 8 to 10 participants
ONGOING SUPPORT AND ACCREDITATION ·· Individual coaching session (external coach) within two months of workshop to support progress ·· Accreditation (Turners & Growers panel) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» 10 minute presentation detailing how you have built a high performing team, and collaborated across the business to execute the Turners & Growers strategies (include benefits to the business and evidence). This must reference key leadership concepts covered in Leading Teams »» Q&A from panel on your presentation
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Self Leadership - for leaders of leaders Level: Mastery | Duration: 4 x ½ Days During this four half-day workshop you will look at who you are, how you operate and how you can fulfil your potential. You will explore how your leadership behaviours impact others. You will gain insights on how you can develop as a people leader at Turners & Growers, and who can support you on this journey. There will be time for self reflection and the opportunity to work on your leadership development plan.
CONTENT TOPICS ·· Asking for and receiving feedback - pre-work ·· Taking personal accountability ·· Accessing a resourceful mindset ·· Being present ·· Johari window – aligning your own performance and how others see you ·· Demonstrating integrity ·· Feed-forward ·· Assessing your behaviour in conflict situations – Thomas-Kilmann Conflict Mode Instrument ·· Managing your energy ·· Balancing performance, learning and enjoyment ·· Shifting from good to great performance – strengths and weaknesses ·· Setting a meaningful stretch goal ·· Your leadership vision ·· Coaching exercises ·· Individual development plan 20
OUTCOMES ·· Knowing how to invite feedback and feed-forward from others in a way that allows them to be honest and open, whatever their position ·· Receiving, analysing and implementing feedback in a positive way ·· Ensuring you are fully present when interacting with people ·· Knowing how to access your most resourceful mindset to ensure the right behaviours and results ·· Understanding how you behave in conflict situations, and how you can adapt your behaviour to achieve the outcome you need ·· Pro-actively managing your personal energy ·· A greater understanding of self ·· Continue to build your leadership development plan You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning.
DURATION AND NUMBERS ·· Four half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 8 - 10 participants
ONGOING SUPPORT AND ACCREDITATION ·· Individual coaching session (external coach) within two months of workshop to support progress ·· Accreditation (Turners & Growers panel – at same time as Leading Teams accreditation) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» Q&A from panel on your Individual Development Plan, and next steps on your leadership journey
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Facilitating Group Outcomes Level: Mastery | Duration: 2 x ½ Days A facilitator’s role in a group meeting is typically to lead the planning or problem solving process, and empower the participants to come up with the ideas and commit to the agreed actions. Leaders and managers need to be able to confidently facilitate these sessions to ensure stakeholders can work collaboratively together to achieve the business goals. We will focus on the processes and behaviours you require to confidently facilitate meetings. You may be facilitating a group to solve a current business issue, or working with a team to build their annual plan or improve performance. This practical programme will give you a deeper understanding of how to maximize the effectiveness of your facilitation tools and skills.
CONTENT TOPICS ·· Planning a facilitation – focus on your own facilitation scenario ·· Opening your facilitation – what, how, roles ·· Creating a set of guidelines/norms to work within ·· The facilitator’s mindset
·· Skills to plan the facilitation structure and approach for each group and objective so they work together collaboratively and make quality decisions in a timely way ·· The ability and confidence to connect with participants to set the right tone for the facilitation
·· Tools to define issues and solve problems
·· A range of tools to use with the group to define issues, generate ideas, solve problems, make decisions, and learn
·· Questioning and active listening techniques to guide the conversation, ensuring everyone is involved and staying on track
·· Fine tuning your facilitation skills to communicate and control the process confidently, ensuring a clear outcome
·· Behaviours which motivate your group or team, maintaining the energy
·· Individual tips on which facilitation skills you need to develop
·· Approaches to overcome resistance and conflict ·· Accurate recording of thoughts and actions ·· Facilitation rehearsals, with individual critiquing and coaching ·· Individual development plan
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OUTCOMES
You will each have specific outcomes that you want to focus on. We will share these at the beginning of the workshop to ensure we work collaboratively together to enhance our learning. If you want to specifically focus on your presentation delivery skills please review our Presenting Persuasively programme.
DURATION AND NUMBERS ·· Two half-day group workshop (9am to 1pm), including pre workshop activities ·· Ideally 6 participants
ONGOING SUPPORT AND ACCREDITATION ·· Individual facilitation planning session or observation of a live facilitation (external coach), within two months of workshop to support progress, if required ·· Accreditation (Turners & Growers Academy observation) »» 100% attendance at workshop (i.e. can not arrive late or leave early) »» Completion of Individual Development Plan signed off by manager »» Demonstration of your skills by facilitating a live group session. A senior leader nominated by The Academy must be present to sign off against criteria – clear set up, connecting with all participants, effective use of tools and questioning techniques, control, agreed outcomes
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Negotiating Collaboratively - securing high stakes agreements
Level: Mastery | Duration: 2 x ½ Days
In high stakes business dealings we are typically wanting to negotiating collaborative agreements which continue to strengthen the relationship between the two parties. Leaders and managers need to be able to lead negotiations effectively to ensure both parties can work together collaboratively to achieve their business objectives. This programme focuses on the processes and behaviours you require to confidently negotiate a high stakes agreement. You may be negotiating a complex contract or a way of working with an employee, team, supplier, customer or grower. This practical programme will give you a deeper understanding of how to maximise the effectiveness of your negotiation tools and skills.
CONTENT TOPICS ·· Defining negotiation ·· Building trust ·· The negotiation phases ·· Planning a high stakes negotiation (overall approach, interests, strategies, positions, tactics) – focus on your own negotiation scenario ·· Questioning and active listening techniques to understand interests, perceptions, values, current options and obstacles ·· Generating a variety of further options ·· Use of tactics – recognising, and using to overcome resistance and build the relationship ·· Adapting your behaviour when handling conflict ·· Creating persuasive messages ·· Bargaining ·· Gaining final agreement and next steps ·· Negotiation scenarios, with individual critiquing and coaching ·· Individual development plan 24
OUTCOMES ·· Skills to plan the negotiation approach for each situation so the parties can work together collaboratively and achieve quality outcomes ·· Greater ability to separate the negotiation interests from people’s behaviours, and defuse the emotion and tension when required ·· Greater confidence when negotiating ·· A range of negotiation tools to use with the group to understand interests, generate options, solve problems, make objective decisions, and learn ·· Fine tuning your negotiation and communication skills to control the process effectively and achieve your objectives ·· Your negotiation skills development plan
DURATION AND NUMBERS Two half-day group workshop (9am to 1pm). Pre work, and action learning activities Up to 8 participants. Even numbered group size easier for exercises
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Writing Persuasive Business Cases Level: Mastery | Duration: 2 x ½ Days Leaders and managers need to have the competence to write persuasive proposals that differentiate their ideas and/or products and services. This workshop focuses on the processes, structures and techniques you require to write a clear, concise and persuasive document. You may be writing a Board or Executive paper recommending a change in the business, or preparing a persuasive response for a customer or grower. This practical programme will give you a deeper understanding of how to maximise the effectiveness of your persuasive writing tools and skills. As we progress through this workshop, participants will be planning or editing their own persuasive document.
CONTENT TOPICS ·· Overview of process to write persuasive proposals ·· Analysing your readers to understand their motivators and how you can persuade each decision maker and key influencer ·· Recognising and adapting to each key reader’s communication style ·· Setting clear communication objectives ·· Creating persuasive messages which differentiate your proposal and are relevant to each individual ·· Structuring a persuasive document ·· Writing tips including conciseness, brevity, active language, 1st 2nd 3rd person options ·· Layout and design ·· Editing tips, publishing your document ·· Individual development plan
OUTCOMES Fine tuning your persuasive proposal writing skills including analysing your audience, and creating compelling persuasive messages Be able to persuade the reader at both rational and emotional levels to commit to and take the action required Having the ability to plan and write a clear, succinct and persuasive document, ensuring the process of writing is efficient Use of relevant, concise language that gets your key messages across effectively Understanding that all persuasive documents should be written from the reader(s) point of view, using the appropriate style and language Individual focus on the persuasive writing skills you need to develop
DURATION AND NUMBERS ·· Two half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 8 to 12 participants so facilitator can review a part of each participant’s document
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Influencing Skills - persuading others to agree with your approach
Level: Mastery | Duration: 2 x ½ Days
Influencing is a necessary skill for us all in business. We must to be able to influence others to agree with our approach or strategy without using authority. You may be recommending additional resource, encountering resistance from a colleague to initiate a change, or do not have a strong relationship with the decision maker you need to influence. Leaders and managers at Turners & Growers need to be able to build effective working relationships and influence stakeholders to ensure they achieve their goals. This programme focuses on the processes and behaviours you require to confidently influence a variety of stakeholders. You may be influencing your team member to adapt a process, or persuading the executive or growers to trial a new approach. This practical programme will give you a deeper understanding of how to influence a stakeholder without using force or authority.
CONTENT TOPICS ·· What is influencing ·· Setting your influencing objective - why ·· Planning for the influencing meeting – focus on your own influencing scenario ·· Connecting – building rapport, creating positive impressions, flexibility to adapt to different communication styles ·· Questioning and active listening techniques to understand needs, motivators, values, opinions, obstacles, their business ·· Strengths/weaknesses analysis – your approach versus competing approaches ·· Developing persuasive messages and recommendations ·· Structuring the meeting ·· Challenging the views expressed by others, dealing with tension and difficult questions, being assertive ·· Agreeing approach and next steps ·· Influencing scenarios, with individual critiquing and coaching ·· Building trusting relationships ·· Individual development plan 28
OUTCOMES ·· Skills to plan the approach for each influencing situation ensuring stakeholders accept your ideas, recommendations or strategy ·· Improved ability to control the stakeholder interactions and deal with strong emotions ·· Greater confidence when influencing, especially at more senior levels ·· Greater self-awareness of how you show up when communicating with stakeholders. The flexibility to adapt your communication style to suit others ·· Develop more effective working relationships with key stakeholders ·· Individual focus on which influencing skills you need to develop
DURATION AND NUMBERS ·· Two half-day group workshop (9am to 1pm). Pre work, and action learning activities ·· Ideally 6 - 8 participants so facilitator can observe every participant in an influencing scenario. Even numbered group size easier for exercises
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theacademy@turnersandgrowers.com
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