Leadership Fundamentals

At ARTEM we have developed a number of largely skill-based modules to be conducted either online i.e. over Zoom or Teams or in person with groups of up to 20 participants at a time. Each module has duration of 2 – 3 hours and involve knowledge development and peer consulting and can be standalone or delivered as a package.

Celebrating Difference

Session Objectives

1.     To understand and define what the concept of ‘difference’ means with people and groups; and

2.     To explore how to embrace difference and work effectively together.

Celebrating Difference Makes A Difference

‘Fostering a place for great social relations among employees—who may differ across religions, age, race, academic, ethnicity, gender, sexual identities, physical and mental abilities, and more—and removing all barriers of participation and contribution positively influences teamwork and promotes healthy competition. On a granular level, it makes a person feel included, heard, and consequently, have a greater sense of belonging.’ Hannah Dobie, Diversity, Equality & Inclusion Manager, Media Monks.

Coaching For Enhanced Performance

Session Objectives

1.     To grow understanding and awareness of what makes an effective coach.

2.     To build competence for skills, performance and development coaching using the GROW model.

3.     To identify opportunities to build a coaching culture in teams.

Coaching

‘The coaching we’re talking about – the kind that creates a true learning organisation – is ongoing and executed by those inside the organisation. It’s work that all managers should engage in with their people all the time, in ways that help define the organisation’s culture and advance its mission.’ (HBR The Leader as Coach, Herminia I., Scoular A., 2019).

‘Coaching is the art of guiding and supporting a person to: 1) identify and develop existing strengths and development gaps; 2) recognise and learn to compensate for (or manage) blind spots or developmental needs; 3) Identify and achieve stretch objectives; and 4) plan for career and personal development.’ (Coaching for Performance, Whitmore J., 1992).

Courageous Conversations

Session Objectives

1.     To build competence and confidence in engaging in Courageous Conversations effectively.

2.     To define, recognise and unpack Courageous Conversations in preparation to conduct them over time.

Courageous Conversations

‘A difficult conversation is anything that is hard for someone to talk about. When we engage in a difficult conversation, there is potential to receive feedback about how someone else sees us – which sometimes clashes with how we see ourselves.’ (Christensen K., 2020).

‘Real conversations can become highly emotional, trigger old battle wounds, and motivate us to confront, freeze, bolt, or attempt to smooth things over. Or we can choose lively conversations to explore the tension and discover new options. Emotions serve as a barometer indicating the level

of importance.’ (Lasley M., 2005).

Developing Emotional Agility

Session Objectives

1.     To build emotional agility by understanding emotions experienced in self and others.

2.     To increase emotional literacy so as to manage your emotions and utilise emotional data in the workplace.

Emotional Agility

‘Emotional agility means being aware and accepting of all your emotions, even learning from the most difficult ones. It also means getting beyond conditioned or pre-programed cognitive and emotional responses (hooks), to live in the moment with a clear reading of present circumstances, respond appropriately and then act in alignment with your deepest values.’  Susan David, 2017 (Psychologist).

Developing Trust As A Foundation of Performance

Session Objectives

1.     To explore the notion of trust.

2.     To build capability in exercising vulnerability-based trust in the interest of team performance and results.

‘Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance and focus time and energy on important issues not politics. They accept questions and input about their areas or responsibility, appreciate and tap into one another’s skills and experiences and look forward to meetings and other opportunities to work as a group’ (Patrick Lencioni).

Giving And Receiving Feedback

Session Objectives

1.To develop the core skill of effectively delivering hearable feedback.

2. To build capability in receiving feedback from an undefended place of learning.

Feedback

‘Feedback is important. Humans are a profoundly social species with an innate need to understand our social environment, know what other people think of us, and compare our abilities with those of others. The desire for feedback is a basic part of human nature, in and out of the workplace.’ (Groysberg B, Abrahams R., 2017).

‘What makes receiving feedback so hard? The process strikes at the tension between two core human needs – the need to learn and grow, and the need to be accepted just the way you are.’ (Heen S., Stone D., 2014).

Harnessing Resilience

Session Objectives

1.   To identify how to manage stress proactively in self and in others.

2.   To become more aware of the symptoms of stress in self and in direct reports, teams, peers, friends and family.

3.   To create a personal resilience strategy and support others to implement their own.

Stress And Resilience

‘Normative stress helps us grow and adapt, chronic stress (stress which is constant and persistent) wears us down and harms every system in our body.’ N Le Pera (Psychologist).

‘Internal locus of control influences responses to stressful events by improving coping strategies and reducing anxiety. Thus, perceived control is a key marker of stress resilience.’ T Jacobs (Psychologist).

‘Adapting to change and recovering from stressors is an ability fundamental to optimal human functioning.’ Waugh, Fredrickson and Taylor (Psychologists).

Identifying Purpose And Values

Session Objectives

1.   To identify, articulate, and mindfully connect with personal values.

2.   To notice how personal values show up and the impact they have on behaviour and decisions in the workplace.

3.   To begin to explore and articulate personal purpose.

Values

‘Values are things that create greater meaning, purpose or vitality in a person’s life. Connecting behaviour with values results in deeply meaningful life actions.’ (Hayes et al., 2012)

‘Personal values are the things that are important to us, the characteristics and behaviours that motivate us and guide our decisions.’

(Blackman A. 2021)

‘Values are the fundamental component of our psychological make up and identity. We are defined by what we choose to find important in life.’ (Manson M. 2016)

Shifting From Critical To Curious

Session Objectives

1.     To understand and practise genuine curiosity in and outside of work.

2.     To embrace and engage in generative discussions to foster curiosity.

3.     To recognise the benefits of listening to learn, and other activities to cultivate curiosity.

Curiosity Definition

‘We all seek the sweet spot between two deeply uncomfortable states: under-stimulation (coping with tasks, people or situations that lack sufficient novelty, complexity, uncertainty or conflict) and over-stimulation. Diversive Curiosity – when a bored person searches for something – anything – to boost arousal. Specific Curiosity – when a hyper-stimulated person tries to understand what’s happening in order to reduce arousal to a more manageable level’ (Daniel Berlyne 1950)

Working With Healthy Conflict

Session Objectives

1.     To develop capability in managing conflict effectively in the workplace.

2.     To define conflict and appreciate its role and use in organisations.

Conflict

‘At the workplace, whenever two or more persons interact, conflict occurs when opinions with respect to any task or decision are in contradiction.’  Surbhi S. 2017 (Psychologist).

‘As uncomfortable and draining as conflict can be, conflict in and of itself isn’t really the problem. It’s how we handle it that matters.’ Gallo A. 2017 (HBR Contributing Editor).