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- Alastair Wallace
I’ve found that the one to ones always leave me motivated, very focused and very clear about what I need and want to do...»
This is a unique programme solely for managing directors of ambitious, privately owned companies.
There is no programme quite like it in the UK. Through it you will create your own unique blueprint to grow, develop and lead your business for years to come. The results are seen immediately. Click for participant views.
Jammed full of knowledge about what works and what doesn’t, the programme is drawn from the experiences of helping directors build businesses from a few £million turnover to well established leaders in their marketplaces.
It is built on the breakthrough strategies that will propel your company through the next two or three thresholds of growth.
These have been condensed into seven key areas. Each of these are explored and applied to each participant’s business and an individual set of tactics is created. It is an intense programme over three days – two consecutively, followed by a single day. At the end of the three days the participants have their own blueprint for the leadership of their companies.
You will be in good company. A small group (up to a maximum of eight participants) of like-minded directors gives you the chance to share experiences and to learn from each other.
This programme has been designed over years and draws on Eric Flannigan’s extensive experience in delivering such leadership programmes. Over 500 Managing Directors have benefited from the experience.
Please click to find out more.
Résumé of the seven key elements of the programme:
1. It starts and ends with you
There is a direct link between your leadership and the rate of growth, development and change in the business. On this part of the programme you will discover your authentic leadership style and how to use that to greatest effect in influencing, motivating and engaging your people.
There is a direct link between your leadership and the rate of growth, development and change in the business. On this part of the programme you will discover your authentic leadership style and how to use that to greatest effect in influencing, motivating and engaging your people.
2. Competitive strength
Very few companies have uniqueness. However building distinctiveness and a competitive edge leads to being better than the competition. So what are the sources of competitive strength and what is the current status of your distinctiveness?
Very few companies have uniqueness. However building distinctiveness and a competitive edge leads to being better than the competition. So what are the sources of competitive strength and what is the current status of your distinctiveness?
3. Built to last, built to sell
Whether you have the intention to build the business to sell or not, the best way to run the business is as though you were building to sell. In this section you will consider where the more valuable assets are. Be they tangible or intangible. This is a comprehensive evaluation of where value may lie in the business and what to do about building it.
Whether you have the intention to build the business to sell or not, the best way to run the business is as though you were building to sell. In this section you will consider where the more valuable assets are. Be they tangible or intangible. This is a comprehensive evaluation of where value may lie in the business and what to do about building it.
4. The top team
How effective are the people who make up the top team? Are they supporting you the leader of the business? How cohesive, collaborative and committed is the top team? What leadership signals are coming form the top team and crucially how are they supported by the next tier of people? In these considerations lies one of the most important elements in the development of the company. The programme will help you answer these questions and adopt clear tactics to develop management and leadership in the business.
How effective are the people who make up the top team? Are they supporting you the leader of the business? How cohesive, collaborative and committed is the top team? What leadership signals are coming form the top team and crucially how are they supported by the next tier of people? In these considerations lies one of the most important elements in the development of the company. The programme will help you answer these questions and adopt clear tactics to develop management and leadership in the business.
5. What you stand for
The stronger your DNA (distinct, notable and authentic way), the greater the potential for growth and a healthy business into the future. As the company grows, the original spark and raison d’etre can be diminished. Others join the team and the management and there can be confusion and dilution of what is important for the business. You can’t be everywhere policing the business to do it your way. Is your way the only way? Here you will examine the role of values and guiding principles. Most importantly, you will learn ways of engaging the people in applying them.
The stronger your DNA (distinct, notable and authentic way), the greater the potential for growth and a healthy business into the future. As the company grows, the original spark and raison d’etre can be diminished. Others join the team and the management and there can be confusion and dilution of what is important for the business. You can’t be everywhere policing the business to do it your way. Is your way the only way? Here you will examine the role of values and guiding principles. Most importantly, you will learn ways of engaging the people in applying them.
6. Engaged, energised and enthusiastic people
So you have your plans, you are clear about all the aspects mentioned in the programme and still the rate of growth, change and development isn’t happening quickly enough. Consider the 20-60-20 rule about how engaged people are likely to be. 20% of your people will be with you, “get it” and act without a great deal of direction. 60% will come and go with variable levels of commitment and the 20% it could take forever to shift. This part of the programme helps by providing tactics about shifting the proportions from 20-60-20 to at least 30-50-20 or even better. Further tactics give you insight in making the most of your committed people.
So you have your plans, you are clear about all the aspects mentioned in the programme and still the rate of growth, change and development isn’t happening quickly enough. Consider the 20-60-20 rule about how engaged people are likely to be. 20% of your people will be with you, “get it” and act without a great deal of direction. 60% will come and go with variable levels of commitment and the 20% it could take forever to shift. This part of the programme helps by providing tactics about shifting the proportions from 20-60-20 to at least 30-50-20 or even better. Further tactics give you insight in making the most of your committed people.
7. Your leadership agenda and sustaining it
The programme helps you to create your own personal leadership agenda (the blueprint for you). This in itself is a huge contribution to your personal success. Most importantly you will discover ways to maintain it.
The programme helps you to create your own personal leadership agenda (the blueprint for you). This in itself is a huge contribution to your personal success. Most importantly you will discover ways to maintain it.
© Copyright Flannigan Consulting 2008
