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The A-Z of Leadership.

Just for fun?

Anyone that knows me, will know I love a challenge, especially a word one! But what started as a little bit of summer fun just over a month ago, quickly escalated into a full-on journey through the essential leadership traits and skills of today’s leaders. To say it grew legs is an understatement!

Collective effort!

Firstly, thank you to everyone that has commented, contributed, and followed this journey; we’ve had humour and guesses, votes and debates, taking us from Adaptability on Day 1, through to Drive, a stop off at Kindness, not forgetting Yourself and ending on Zoned-in.

A true collective LinkedIn effort culminating in an inspiring list of leadership traits, with an exploration of each and why they earned their place.

It’s been emotional!

The official list.

Not to leave you hanging (drum roll please!), here is the much-anticipated summary of the complete A-Z of Leadership, an interactive map no less!

 

Life is a learning journey.

Whether you’ve followed the #AlphabetLeader from the start or are just joining us now, let me leave you with this…

Which of these attributes do you absolutely own every day? Which one/s would you like to see more of in yourself? Now ask the team around you too, what would they say about you?

Take your own journey, maybe a leadership trait a day or a week, stop off on the way to reflect, and see where it takes you!

 

#AlphabetLeader #MakeADifference #Leadership #LifeLongLearning #LearningJourney

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The 4Ps of Candid Conversations

eLearning

The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner
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Assertive Disagreement

eLearning

When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment
15 Minutes

Thomas-Kilmann Conflict Mode Instrument

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Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
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AID Feedback Model

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Action-Centred Leadership

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Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

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  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance
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Question Types

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Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills
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Dr. Mehrabian’s Communication Model

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We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
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Situational Leadership

eLearning

Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
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