course objectives

• High Impact Leaders understand how to motivate and set goals that balance a focus on strategic and operational imperatives with the need for creativity and innovation. Some of the greatest discoveries in the past fifty years have come about almost by accident; creating an environment where creativity flourishes is no easy task, particularly when economic and competitive circumstances encourage an aversion to risk.
• Traditional task based objectives rely on a “carrot and stick” approach usually linking the achievement of pre-defined targets to financial rewards. This stifles innovation, often drives the wrong behaviours and generally ignores the fact that people are most motivated by having a sense of self-control and from working towards a purpose in which they believe. High Impact Leaders use effective feedback to develop strong relationships and trust, showing humility themselves by constantly seeking feedback from others.

Course Content

• Emotional Intelligence

• Over the last 50 or so years research has consistently shown that Emotional Intelligence (EQ) influences
• success in all walks of life. One study suggests that emotional competencies account for up to 90% of the difference between average leaders and exceptional leaders. Whilst High Impact Leaders have higher than average EQ everyone has the capacity to develop and improve their own emotional competencies.

• Building Relationships

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• Understanding why people behave the way they do in different circumstances and when they’re under pressure enables High Impact Leaders to build strong relationships and find the best way to inspire and motivate individuals and teams. They are able to avoid and resolve conflict, creating the optimum dynamics to ensure effective collaboration.

  Inspiring Trust

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• After several years extensive study of more than 1,500 organisations, Stephen MR Covey concluded that things can happen up to 60% faster in “high trust” environments. However, a recent survey conducted by the Institute of Leadership suggests that trust in leaders has suffered significantly during the economic downturn. High Impact Leaders are able to inspire trust within their organisations, which then extends into the markets in which they operate.

  Motivating through goals and feedback

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• High Impact Leaders are able to balance objectives which focus on strategic and operational imperatives with goals which encourage creativity, innovation and collaboration. Effective goal setting and feedback play a key part in motivation, helping to ensure that every individual and team has the opportunity to add value in ways which might be constrained by traditional approaches to objective setting and performance management.

  Influencing

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• High Impact Leaders are consistently able to deliver successful outcomes and higher level of performance by gaining commitment rather than compliance. They are able to do this by drawing on their ability to influence rather than