uae - nine conversations program information for uae

8/14/2019 UAE - Nine Conversations Program Information for UAE

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The Nine Conversations in Leadership

Leadership Development

WorldsView Consulting PLC www.worldsviewconsulting.comTelephone: +44 208 692 0942

Page 1e-mail: [email protected]

Nine Conversations in Leadership

A Leadership Development Initiative

United Arab Emirates

Programme Information

Leadership is a choice: a choice to know ourselves, to be ourselves, to

know others and to act, from moment to moment, as ourselves. In this

way, with each choice, we become the kind of person and leader we

want to be.Steven Covey


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e-mail: [email protected]

Table of Contents

INTRODUCTION ............................................................................................................................................................ 3ORGANISATIONALBENEFITS ............................................................................................................................................4 PROGRAMMEFUNDAMENTALS.......................................................................................................................................5

Approach to Leadership Development ........................................................................................................................5 Adult Learning ............................................................................................................................................................. 5 Change Catalyst........................................................................................................................................................... 5Workplace Relevance .................................................................................................................................................. 5

CONVERSATIONFLOWANDCONTENT............................................................................................................................. 6USEOFLEKGOTLA ............................................................................................................................................................ 9USEOFPERSONALDEVELOPMENTPLANS .......................................................................................................................9ASSESSMENTMECHANISMS ............................................................................................................................................9 ROLEOFPRE-READINGANDPRE-WORK .......................................................................................................................... 9DELIVERYMECHANISMS .................................................................................................................................................. 9SUPPORTQUALITYASSURANCEANDPROJECTMANAGEMENT ..................................................................................10

POSSIBLE INTERVENTION SCENARIOS FOR LEADERSHIP CELLS.....................................................................................11SCENARIO1 ....................................................................................................................................................................11SCENARIO2 ....................................................................................................................................................................11

PRICING MODEL ..........................................................................................................................................................12LICENCEFEES..................................................................................................................................................................12FACILITATIONFEES.........................................................................................................................................................12

ABOUT WORLDSVIEW .................................................................................................................................................13


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is an innovative leadership development programme that acts as a catalyst for

long-term development of leaders. The programme is applicable at every level of the organisation and, utilises a

process that adapts to the organisations framework.

The programme consists of nine facilitated

conversations that occur within a small peer

group (comprising up to ten people), referred to

as a leadership cell. The purpose of each

conversation is to share and learn from one

anothers leadership challenges and successes

and to co-create ideas and solutions from

shared learning and wisdom.


programme fuses organisational development and traditional training in a

workshop format. It uses 360 feedback, peer coaching and personal development planning to create strong,

committed leaders at all levels. The programme examines leadership in the realms of head (knowledge), heart

(commitment) and hands (actions). It brings participants together repeatedly to explore and cover all aspects of

leadership, from organisational leadership, through team leadership, to leadership of individuals and self-leadership.

Alignment is a critical component for harnessing the energy in achievement of an organisations vision, values and

strategy, and the programme assists participants to understand these concepts and to create alignment within the

organisation.


programme also satisfies requirements for personal insight. Self-assessment

and peer feedback are key leadership development tools which constitute the foundation of self-leadership. While

leaders develop through experience, they can accelerate their readiness to lead by receiving constructive feedback.

Assessments are made in the areas of knowledge, attitude and behaviour, all of which will be developed during yourleadership journey.

INTRODUCTION

Leadership and learning areindispensable to each other.

John F. Kennedy


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ORGANISATIONAL BENEFITS

The introduction of the Nine Conversations in Leadership

programme to an organisation offers benefits that impact

the individual, teams and the organisation:

Solidifies organisational leadership around the organisations vision, values, purpose and strategy, building trust

and alignment in leadership teams.

Aligns the organisation, supporting clarity of leadership messages throughout the organisation.

Enhances the organisations ability to respond quickly and uniformly to strategic shifts and contributes to

enhanced financial performance over time.

Supports talent identification and leadership pipeline management.

Develops team cohesion and leadership capability at all levels through the addition of leadership skills.

Identifies organisational effectiveness opportunities as the vision, strategy, team dynamics and essential

operating elements are examined continually in an open, structured environment.

Leaders grow their self-awareness, leadership competencies and personal effectiveness.


programme addresses the following key leadership dimensions through

facilitated conversations in which the leadership cell provides the content, and the facilitator provides the background

material and the process facilitation:

Organisational Leadership (Strategy, Vision, Values, Purpose, Community, Culture, Alignment)

Direct Leadership(Groups, Teams, Serving And Leading, Coaching, Mentoring, Developing Others)

Self Leadership (Developmental Journeys, Emotional Development, Energy Management).

The conversations include activities and dialogue that work in the realms of:

Knowing (Head) Builds knowledge of the elements of leadership

Being (Heart) Prompts values-based reflection on the elements of leadership

Doing (Hands) Encourages behavioural changes to improve performance

Each conversation follows a set process. The leadership cell members review the leadership dimensions, examine

attitudes and beliefs for the leadership cell and the organisation, review behaviours and set out development plans for

the individuals and groups they lead.


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PROGRAMME FUNDAMENTALS

Approach to Leadership Development

Given that leadership involves a complexity of attitudes, behaviours and competencies all of which take time to

develop the contemporary view considers leadership to be more like a trade or a craft than a profession. The Nine

Conversations in Leadership

programme reflects this reality as it examines the relationships between an individual

(the leader) and various groups of people, all of whom are capable of ongoing development.

Adult Learning


programme draws on models of cognitive development and builds leadership

ability through the provision of knowledge, the support of mentors and the careful facilitation of conversations.

Change Catalyst

The Nine Conversations in Leadership programme serves as a change catalyst for individuals by encouraging

knowledge, reflection and development plans. The programme also serves as a catalyst for organisational change: Who

are we leading? Where are we going? How are we getting there?

Workplace Relevance


programme is designed to provide a stable, academically-sound framework

within which leaders develop in conjunction with their peers who are on the same journey. The content of each

conversation is determined by the members of the leadership cell through the examples that they review, and the

challenges and successes that they highlight. In this way, each cell works at the level, and the pace, appropriate for the

members of the cell.

I start with the premise that the function of leadership is to produce more leaders,

not more followers. Ralph Nader

People with a high level of personal mastery live in a continual learning mode. They

never arriveit is a lifelong discipline. People with a high level of personal mastery

are acutely aware of their ignorance, their incompetence, and their growth areas.

They are also deeply self-confident. Paradoxical? Only for those who do not

understand that the journey is the reward. Peter Senge


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CONVERSATION FLOW AND CONTENT

Each conversation moves from a place of psychological safety (What knowledge exists?), to a place of development

(How will I react to what the knowledge reflects and to what the cell/my organisation requires?) and then to a place

of action (What must I do to lead more effectively?).

Leadership is a choice and its development is a lifelong journey that challenges us and demands commitment to grow

the knowledge (knowing), the values (being) and the behaviours (doing) required for success. The programme is based

on these three realms. After the leadership theory and introduction (Getting Started) it moves into the seven

dimensions of leadership Vision, Community and Alignment (Leading the Organisation), Teams and Individuals

(Leading Others), Energy and Self (Leading Self) and, finally, into the Moving On conversation which explores

sustainable methods to maintain the growth and embed the wisdom and learning into the organisation.


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Conversation Content Outcomes

Conversation 1: Getting Started Personal story telling

Leadership theory overview

Programme overview Leadership team charter

Personal development planning

Introduction to leadership cell and cell process

Understand current theory on leadership

Shared vocabulary and understanding of leadership

Commitment to the leadership cell for the journey Examine ones own leadership and confront leadership

choice

Begin personal development journal

Conversation 2: Vision Vision theory overview

The leaders role in vision

The power of vision

Preparing for feedback (3600

feedback)


Understand vision theory

Know the links between purpose, vision and strategy

Explore commitment to vision, values and purpose

Learn to articulate vision in an inspiring way

Understand the need to role-model vision consistently

Know how to craft an effective vision

Conversation 3: Community Community theory overview

Community culture

Stakeholders Personal development planning

Learn the meaning of community and its importance

Understand community culture, stakeholders and diversity

Know how to develop and empower communities

Be open to influence by the community Understand the values of the community

Know how to build the community

Be able to locate yourself within each stakeholder

community

Conversation 4: Alignment Alignment theory overview

Engaging the organisation

Alignment must dos


Understand the tangible and intangible components of

organisations

Understand the choice between head-centric and heart-

centric alignment

Know the importance of role-modelling the organisations

purpose, values and vision

Understand how to harness the energy of the organisation

in achieving results

Know the importance of using two-way communication to

align the organisation effectively

Be able to build sustainable alignment mechanisms

Conversation 5: Teams Team theory overview

Building teams

Working in teams


Understand the appropriate use of teams

Know how teams develop

Know how to diagnose common team problems, and how

leaders can impact teams effectively

Value the contribution that teams can make

Recognise the value of developing teams

Be sensitive to your personal impact on teams

Be able to role-model effective team behaviours


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Conversation 6:

Developing Individuals Developing individuals theory overview

Being an effective developer

Preparing for feedback (3600

feedback)


Understand that it is possible to accelerate the

development of individuals

Understand how adults learn

Understand the development context of an organisations

talent management strategy

Be able to differentiate between mentoring and coaching

situations and know what skills to apply

Value trust and respect as foundations of developmentalrelationships

Be able to apply appropriate development tools such as

coaching and feedback

Be able to role-model ongoing personal growth and

development

Conversation 7: Energy Energy theory overview

Energy assessment

Energy impact


Understand the principles of wellness, balance and energy,

including factors that affect energy levels

Understand the four kinds of energy physical, emotional,

intellectual and spiritual

Understand the impact of your energy levels on your own

performance and that of other people

Learn to implement positive energy rituals in daily life

Know how to use stress and recovery cycles to maximizeenergy

Conversation 8: Self Self theory overview

Analyzing feedback

The importance of self-leadership


Learn that continuous self-development is possible

Learn which tools are available for self-development

Be able to analyze and reflect on self-mastery using models

of self-development

Have been assessed on personal strengths and

development areas in all dimensions and realms of

leadership

Have an updated personal development plan that reflects

new insights and understanding

Conversation 9: Moving On Nine Conversations theory overview

Seven Dimensions of Leadership Lifelong learning and sustaining development

Our leadership community

Personal strengths

Development priorities and support

Developing other leaders

Celebrate the leadership cell

Synthesize learning from the conversations

Celebrate having shared the journey with the team

Consider committing to leadership development as alifelong journey

Review action plans as expressed in the personal

development plan

Consider the next steps to developing other leaders in the

organisation or community


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USE OF LEKGOTLA1

For full engagement of all participants, WorldsView draws on an old African dialogue technique, called lekgotla

(creative dialogue), of ensuring that all voices are heard,. The lekgotla process helps individuals to be heard in groups,

groups to build a common point of view and become teams, and teams to pursue common goals. Diversity is celebrated

and built on, as individuals practice the art of listening and building on each others views in a facilitated environment

that balances concept exploration and learning with efficient time utilisation. Through the use of Lekgotla, developing

leaders learn to listen vigilantly, to synthesise multiple viewpoints, to build on the thinking of others, to work with

multiple minds instead of relying on solo command, and to move away from the often instinctive practice of loudest

voice wins.

USE OF PERSONAL DEVELOPMENT PLANS


programme provides the space for leaders to grow themselves and to grow

their organisations. This growth is achieved through regular documentation of the work required and regular review of

personal development plans to ensure that leaders are leading themselves to growth in order to lead the organisation

to growth.

ASSESSMENT MECHANISMS


programme utilises self-assessment in relation to the leadership dimensions to

provide a platform for each individuals developmental journey. The self-assessments are shared with other members

of the leadership cell so that comparison and standardisation can emerge. With the permission of the cell, the

assessments are extended into 360

0

feedback for each leadership candidate at the end of conversations three andeight, in order to provide a reality check against any emerging consensus view on individual strengths and development

areas.

ROLE OF PRE-READING AND PRE-WORK

Every conversation, with the exception of conversation nine, requires participants to read a piece of theory (12 pages)

and complete a two-page assignment. The assignment is workplace-related and is not marked rather, it is circulated

to all members of the leadership cell for their review and for the purpose of engagement, allowing the cell to:

Learn from each other

See the organisation and topic through other peoples eyes.

DELIVERY MECHANISMS

The programme is rolled out, at round tables, in nine separate facilitated conversations of four hours each to leadership

cells of 4-10 people per cell.

1[l kttl][Late 20th century < Sotho< le- singular prefix + gotla 'council, assembly']


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SUPPORT QUALITY ASSURANCE AND PROJECT MANAGEMENT

WorldsViews quality assurance and project management team monitors the rollout of the programme. They provide

project management services, facilitator oversight and easy resolution of any difficulties that may be encountered. The

WorldsView team assesses the impact of the programme through pre- and post-intervention 360 assessments to

ensure maximum effectiveness. This team will:

Provide 360 assessment and feedback to all participants towards the end of the programme to provide

measurable progress for the participant.

Liaise with key people in the participants organisation to ensure that the programme requirements are met.

Review progress of the programme, ensuring that it is rolled out on time and on budget.

Evaluate participation levels, solving any attendance problems that may occur.

Co-ordinate facilitators, participants and venues.

The programme is designed to develop, enhance and sustain leaders who can assume the following cross-functional

responsibilities of company leadership:

o Acquire an in-depth understanding of core business functions and build foundational skills to integrate these

functions across the organisation.

o Gain insight into the challenges leaders face in driving results throughout the company, and skills to overcome

these.

o Formulate a holistic approach to identifying problems, devising solutions and adapting to change.

o Build strategic skills for effective decision-making and implementation.

o Enhance the capacity to lead cross-functional initiatives and corporate projects and teams.

o Develop a personal leadership philosophy that reflects greater knowledge, capabilities and confidence.

o Build relationships with other internal organisational change agents for ongoing peer collaboration, learning and

support.

o Strengthen individual capabilities to advance the organisation strategically by rethinking approaches to

management, leadership and leadership development.

o Develop an action plan for applying innovative concepts and best practices for measurable results and sustained

impact within the workplace.


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POSSIBLE INTERVENTION SCENARIOS FOR LEADERSHIP CELLS

The programme always comprises nine conversations of four hours each.

SCENARIO 1Rationale: Reduce travelling costs by participating in two conversations per day, with a longer interval before the

following two conversations.

Benefit: Faster understanding of the programme concept.

Challenge: Less time to embed and integrate the knowledge, wisdom and behaviours into the organisation.

Ideal for a pilot course for the purpose of assessing the programme before large-scale rollout to the organisation.

Conversation

Date Morning Afternoon

Full Day Getting Started Vision

Full Day Community Alignment

Full Day Teams Developing Others

Full Day Energy Self

Half Day Moving On

SCENARIO 2

Rationale: Allow the group to participate in one conversation per day (a morning or afternoon session) with a regular

interval period (from one week to one month) between conversations, to allow better assimilation and integration. The

ideal timing is one conversation per month, or a close variation of this.

Date (Half Day Session) Conversation

Half Day Getting Started

Half Day Vision

Half Day Community

Half Day Alignment

Half Day Teams

Half Day Developing Others

Half Day Energy

Half Day Self

Half Day Moving On


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PRICING MODEL


programme is priced in two revenue streams: Licence Fees and Facilitation

Fees.

LICENCE FEESLicence fees are due in advance to WorldsView Consulting on confirmation of a Nine Conversations in Leadership

contract. Discounts apply to licence fees for larger numbers of participants. Licence fees are inclusive of all course

materials, participant handbooks, 360 assessments and reports.

Number of Participants Licence Fee

Per Participant

Notes

1-30 participants 3,295 AED * Minimum licence fee:

32,945 AED per cell

31-70 participants 3,130 AED * 5% discount

71-150 participants 2,965 AED * 10% discount151-350 participants 2,800 AED * 15% discount351-999 participants 2,635 AED * 20% discount1,000+ participants 2,306 AED * 30% discount

FACILITATION FEES

Facilitation fees are invoiced in advance, with licence fees, or in the month prior to the delivery of the Nine

Conversations in Leadership

programme. Facilitation fees may be negotiated independently of licence fees unless

mutually agreed at the recommended rate.

Recommended Fee Facilitation Hours Notes

59,400 AED per facilitator

(1,650 AED/hour)

36 contact hours

(4 hours x 9 conversations)

1 facilitator per 10 participants (1 cell) unless

otherwise negotiated.

40 participants 4 cells

4 facilitators

Licence fees: 132,400 AED

Facilitation fee: 237,600 AED

370,000 AED

200 participants 20 cells

10-20 facilitators

Licence fees: 560,000 AED

Facilitation fee: Negotiable

Negotiable

1,000 participants 100 cells

50-100 facilitators

Licence fees: 2,306,000 AED

Facilitation fee: Negotiable

Negotiable

SCENARIOSThis table presents scenarios illustrating parameters and fees for varying participant numbers.

Number of Participants Parameters Fees Total Fee

Up to 10 participants Single cell 1 facilitator Licence fees to WorldsView: 32,945AED

Facilitation fees: 59,400 AED

92,345 AED


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WorldsView Consulting PLC www.worldsviewconsulting.comPage 13

ABOUT WORLDSVIEW

WorldsView is a transformational consulting and product development house with a global perspective. WorldsViews

focus is on transforming organisations, developing adaptive leaders and growing high-performing teams. We achieve

sustainable business solutions through partnerships with our companies and engagement models based on dialogue

and co-creation of sustainable solutions.

CONTACT WORLDSVIEW:

Contact:

Channel Director: Brett Yeatman

E-mail: [email protected]

Tel: +27 11 805 1020

Fax: +27 11 805 6016

Mobile: +27 79 891 6187

UK Office Programs Director: Lee Knobel

Email:[email protected]

Tel: +44 (208) 692 0942

Mobile: +44 750 320 2268

Address:

United Kingdom

No. 2, 17 Westgrove Lane

GreenwichLondon

SW10 8QP

Website:

www.worldsviewconsulting.com

uae - nine conversations program information for uae

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