Mitchell Phoenix - Leadership and Management Training

GOVERNING CHANGE DATES

Structure: Six full day seminars, one day each month for six months

Seminar 1 Wednesday 25 January, 2012
Seminar 2 Wednesday 29 February, 2012
Seminar 3 Wednesday 28 March, 2012
Seminar 4 Wednesday 25 April, 2012
Seminar 5 Wednesday 23 May, 2012
Seminar 6 Wednesday 20 June, 2012



Principal Focus: Leading, directing and mobilizing staff

Key themes:

Seminar One - Key and Fundamental Principles of Management
Seminar Two - Improving the Contribution of Staff and Others
Seminar Three - Leadership in Management
Seminar Four - Improving the Quality of Leadership Influence
Seminar Five - Dominating Change
Seminar Six - Managing into the Future

Course fees: £3650.00 exc VAT

Who will benefit? The Managers of Managers (Senior Level)

"Governing Change" is for managers and management teams who wish to capitalize on their experience and advance their leadership and management abilities. The focus is on the critical area of high quality communication and the management of relationships which take up a substantial part of every manager's time.

Click here to make a booking on this program

What is covered on this course? Click here for course outline

What results do delegates create when attending this course? Click here for sample results

In 2010 - 11 Mitchell Phoenix have been working closely with Alderley Dubai, running bespoke in-house programs for senior and fast track managers both in the UK and Dubai. 

“The management team of Alderley Dubai were especially rewarding to work with. Their enthusiasm, diligence and application of ideas created the results that Nick and the senior team envisaged. In addition they made use of all the available strategies in Mitchell Phoenix projects, supporting each other, building team results and spurring each other on to deliver the maximum - a great group of people!” 
Kevin Yates, Managing Director, Mitchell Phoenix

Click here to read the case study

You’ve decided to do some management training with your people. The business case is clear and the necessary budget has been secured. If you don’t spend the money in the next couple of months it will disappear, so you sit down to make your choice.

You think that with stronger management skills you and your people will behave more effectively on an individual, team and organizational basis. This would be a fantastic business result. You search the internet for management training companies which can deliver business results… and to your surprise, everyone can. Every provider you look at shouts back at you about the “results” they create for their clients, like a flock of parrots that has learned to say just one word.

In fact, in the world of management development “results” has a range of meanings:

1. At the basic level, the “result” is that everyone who attended a day of training rated it highly on a feedback sheet – eg. as “very good” or “outstanding”. People had a good time, nobody tried to climb out of the windows.

2. The next type of “result” is that everybody learned something on the course. They learned what personality type they are, or that they annoy a colleague when they don’t turn on their out of office message. The link between the learning and the workplace is hazy, or based on firm promises to put an action plan in place one delegates get back to the their desks. Six months down the line, people are still annoying their colleagues by not turning on their out of office messages. Perhaps unexpectedly, much of the input on MBA courses falls into this category: interesting but not used.

3. Short-term behavioural change is the next category of “result”. Here, people adopt a new behaviour and stick to it for a while. For situations where longevity of application is not a factor, “results” in this area are useful.

4. Long-term behavioural change is the pinnacle of “business results”. This is rare, requiring all of the other three preceding “results” to be in place (no one will change their behaviour if the course designed to do this is making them want to climb out of the window). Along with these, any course operating at this level will create a deep understanding of management principles, such that they can be applied to any situation a manager faces. Managers take decisions with this new frame of reference in mind, and choose new, more effective behaviour now and in the long-term.

Next month: the clues that show which of the four types of result above a provider can deliver.

In discussion with a client the other day, he remarked on how many of Mitchell Phoenix's long-standing relationships are with companies in high growth; some of which have become household names during the 20 years we have been doing business with them. What is it about our approach and the results we create that suits organizations experiencing rapid change so well? Here is the answer.... click to read on

Lord Davies' report, Women on Boards, has highlighted a growing body of evidence linking the number of women on the senior management team of an organization with the strength of its performance. The following article explores why this might be the case, and what the implications are for decision making.

•Facebook has 700 million users; if it was a country it would be the third most populous country in the world, after only China and India

•Twitter has 200 million users

•Google Plus, launched in summer 2011, already has 10 million users

•You Tube has had billions of views

•Linkedin recently reached the 5 million mark

Some of every business leader’s target audience will be using social media.

What can social media do for businesses?

1. Satisfying Customer Needs

No matter what size your company, social media is a forum that allows businesses to conduct a direct, one to one relationship with the consumer. This can provide insights into how customers think and react. Social media can help businesspeople tailor their customer experience so that it fits client requirements well: because the customers themselves told the business what they wanted via Facebook, Twitter and all the other platforms. Click to read on

Few CEO’s Cite Paint-Balling as their Chief Leadership Influence

Rare quotations:

“I paint-balled my way to the top”

For comedians training is one of the most fertile areas of business life. The tenuous links made between a host of activities – from actors’ trust games to orienteering – and our working practices are funny because we can all recognise the scenario. Whether it is making the accounts team go through an army assault course or asking the production division to do a karaoke for leadership programme, everyone knows someone who has done something ridiculous in the name of development, or – worse still – has had to take part in something ridiculous themselves.

If you want a development activity which is useful, rather than simply entertaining, what should you look for? After more than 25 years in development, Mitchell Phoenix’ Kevin Yates concludes that there are four pillars of successful development programmes. “Look for expert facilitation, an unwavering focus on the creation of results, a structure which will allow the creation of results, and tried and proven content,” he says.

What should this content consist of? First of all it should be usable in the workplace. Under pressure in a real life work situation, anything overly complicated, such as a theoretical ‘model’, will be difficult to bring to mind or use. Second, content should be useful, so that when it is applied it will solve a problem and/or generate concrete results. This means the content should focus on how to conduct the key activities managers and leaders undertake. Whether the focus is delegation, persuasion, motivation or anything else, concrete detail on how to do each of these things is vital. It is not enough to define the problem, the content must take us towards the solution and then prompt us to take action back in the workplace.

“Perhaps most important,” says Yates, “is that the content is based on strong, ethical business principles which senior managers can relate to, and on which they can build. They must see clearly how what is being suggested to them fits with the business principles they already hold, or with principles they aspire to and are likely to adopt.”