Leadership
from vision to action
Audience
Leaders, CEO's, Presidents
and Vice Presidents,
Executive Members of the
Board.
Programme
Leadership &
management
Sales & commercial
negotiation
Training, consulting &
coaching
Personal development
Methodology
Instruction, discussion and
role plays - in groups of on
average 10 participants – in
order to capture and
understand various forms of
behaviour and styles of
communication.
In the current economic, socio-political, technical and business environment,
the rules of the leadership game, ever turbulent, are changing at an
unprecedented rate. We can conclude with some confidence that the age of
the leader-planner is past.
Rational and controlled development strategies are no longer, (if they ever were), the primary
function of enterprise-leading executives.
So what is expected of them?
Firstly, to fully master the concepts of vision and mission, two deceptively simple and overused
words, behind which a managerial labyrinth lies. To create a future which can be defined not
with exactitude, but with intention. Executives have the job of cultivating meaning and direction,
stimulating in their employees the urge to fully belong.
The second major aspect of the leading executive's role is his or her ability to 'embody' the
promising scenarios he presents: the famous 'walk the talk'. As such, example behaviour and
impact will determine the success or failure of every managerial action.
This dual approach: from vision to action, is the framework set for the Krauthammer Leadership
training.
Benefits
¨
¨
¨
¨
¨
¨
¨
¨
Cultivate the capacity to lead and develop an organisation
Adapt leadership style according to team maturity
Create a context which encourages personal evolution
Stimulate value creation
Announce new directions and optimise their uptake
Be the inspiring force behind a learning culture
Impart a sense of serenity to crisis
Inspire an audience
Solutions for individuals and companies
In-company customised solutions
Inter-company training and coaching
www.krauthammer.com
PD Leadership 080121 EN.doc
living performance
Content
Meaning, direction, points of reference
¨ The leader as image guardian and of the 3 pillars: strategy,
culture, structure
¨ The paradoxes of change, phases to unleash it and
accompany the transition
¨ Communicating a decision/announcing a change
¨ The delegative style: confer power, assure ones-self of
competencies
¨ Formal speeches: creating impact and harvesting commitment
¨ Tactics and behaviour styles when facing a critical or opposed
audience
Encouraging individual development
¨ The essentials of inter-personal communication
¨ The leader-coach: identify the problem, formulate solutions:
the facilitator attitude
¨ Performance management: driving team evolution, analysing
successes, transforming failures, detecting talent
¨ Feedback: celebrating success: reinforcing and stimulating
good practice; alerting on time
¨ The 10 golden rules of exemplarity: application to personal
case studies
Anticipating turbulence, facing tense situations
®
¨ Recognise tensions and paradoxes - the Double Helix Model
¨ Taking a stance in a coherent manner and affirming it with
authority
¨ Re-frame deviances: primary qualities and associated defects;
positive intention and higher principle
¨ Strategy-making in the face of conflictual situations: prioritising
consensus and reaching mutual accord
¨ Arbitrator and mediator: the qualities expected of a leader
Reinforcing personal charisma
¨ "Holistic" action: convince an audience, have a project
adopted, a re-orientation supported
¨ Self management: handling contradictions and criticisms
¨ Stress: sources and stimuli; the Cohen Scale
¨ The art of negotiation: adopting the right attitudes according to
the different players
¨ The meta-message: identifying the signals, managing the
implicit, interpreting the unsaid
¨ The personal outlook based on 361° feedback
Training methodology at a glance
A 361o feedback process is included with this
training
Day
1
A 361o feedback process is included with this
training
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
3-5 weeks’ application on the job
Day
2
Day
3
Day
4
Day
5
Day
6
3-5 weeks’ application on the job
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