So often we meet teams that are brimming with great talent. At every level of the practice, we find highly motivated people, full of ideas and solutions to some of the team’s greatest challenges.
Despite this, we know from our own research that people run bad meetings, struggle to provide adequate feedback or even struggle to hire the right person for literally years. Often, they never experience any new insight into how they could do these things better and their practice and the industry more broadly, suffers as a result.
The traditional top-down approach to learning means a lot of travel, time away from the practice which means lost revenue and is often unstructured and out of the team context where the challenges manifest.
Only one person is gaining the insights needed and when brought back to the team, their application is lack lustre because the manager is expected to teach or apply something that they have only just learned themselves and there are no complementary insights coming from the rest of the team because they weren’t even at the training.
Leadership development is best done in a social context. It’s why all of Lincoln’s leadership development is team based. The value of everyone gaining insight from Lincoln as well as their colleagues all at the same time within the same context is literally as good as it gets. Not only this, the social aspect to learning in a team setting drives up motivation as we push each other towards results.
We’re thrilled to introduce our Emerging Leaders program.
We’ll introduce:
In this module, we’re going to demonstrate that just putting things out of your mind and ignoring or shrugging off issues are not strategies for building greater resilience. In fact, the opposite is true.
We’ll develop some strategies that will help you to quickly overcome setback without being a burden to yourself or your team mates.
“Trust comes in on a snail and leaves on the back of a horse!”
In this Emerging Leaders training module we’re going to provide you with a detailed understanding of the 4 pillars on which trust is formed.
Stephen Covey once said that Trust = Speed. As trust grows between two people, agreements require less detail, decision making time is substantially reduced, people do what they say they will, and on the occasion where expectations are not met, blame is applied to the circumstances and not the individual. All of this makes for a happy and productive team.
“Social Styles” helps us to understand ourselves more from two perspectives.
Firstly, how we process information and in particular, how we react to other people when we’re working with them. Our Social Style very much influences how we interpret what other people are saying to us and whether or not we choose to be receptive to another’s ideas.
Secondly, our Social Style determines how other people perceive us.
Firstly, we’re going to do a small activity that will help the team to understand how effective relationships are formed. These relationships are the cornerstone of an effective team.
Next, we’ll introduce a concept that will give the team a framework for being challenged and accountable.
Finally, we’ll take a look at what Harvard Business School once described as the first and most important step in becoming an effective leader. It will highlight for the entire team that managers and leaders are only as good as the team that they lead.
In leadership, one of the many benefits of listening is evoking in the person talking, a sense of self worth and a feeling that what they have to say is actually ‘worth’ listening to.
An environment where people take the time to listen to others is a more trusting and engaging one. This in turn leads to far greater retention, reducing the many costs associated with frequent staff turnover.
In this module we’re going to take you through a step by step guide to having a difficult conversation and show you a foolproof way to make these conversations not only much easier, but also how they can become an asset to you as you and your team strive for high performance.
In practice, we can often find ourselves oscillating between being the person with the experience and therefore acting as Mentor to the one gaining from someone else’s experience as Mentee.
In this module we’re going to focus more on Coaching and help you to discover a great framework to make coaching (and being coached) simple and easy to apply in your day to day life at the practice.
We’ll help you to see how coaching is closely linked to high performance and how by asking the right questions or responding to these questions as a Coachee we can rapidly improve our knowledge and standing in the practice, in turn driving our own personal level of satisfaction and engagement.
Diverse perspectives prompts fresh ideas and this in turn provides business leaders with the best opportunity to maximise the untapped potential in their team.
In this module of the Emerging Leaders program we’re going to explore ‘diversity of thought’ in detail and examine how we can create the right environment for your team to take advantage of its many benefits.
In this module of Emerging Leaders we’re going to look at how we can influence situations at work in a way that leaves every member of the team feeling empowered and will leave you respected for your ability to clearly think through and present your case around issues that are important to you.
Positive Psychology is a revolutionary new field of study that predicts many more benefits from simply reversing the formula for success and happiness away from the traditional model of “achieve results at work and home and you’ll be happy” to one of, “being happy in order to achieve amazing results”.
If I asked you to list your strengths, like most people, you’d probably struggle to pull together an accurate list of things that you do well. And even if you could list them, you may be referring to skills that you’ve developed over many years of hard work that for any number of reasons, don’t even play to your strengths.
Empathy lies at the heart of understanding others for who they are. For this reason, it is often described as one of the most powerful leadership tools that we have at our disposal.
Many of you will have heard Empathy described as the ability to walk in another’s shoes. It’s the ability to see things from another’s perspective. It’s the ability to genuinely listen to understand others.
If there was ever a personal leadership quality that profoundly influences the effectiveness of a team it’s Accountability. Being personally accountable means to take responsibility for your actions – or inactions.
Accountability leads to results and we know you’re going to love this module.
We all struggle at some point in our lives with our “intended impact” not matching our “actual impact” when it comes to our daily interactions with others. Whether it be a sideways glance that is taken the wrong way or what we thought was a very carefully thought through discussion with a colleague that comes out all wrong.
An understanding of Self Awareness is at the heart of this mismatch.
One of the biggest drivers of well-being and happiness in the workplace is people knowing their role and how what they do contributes to the success of the business as a whole.
In fact, we know that this often rates #1 in engagement surveys as both the most important source of engagement and happiness for team members, whilst also being the one most overlooked.
In this module, we’re going to take a look at what you need to do to be an effective contributor to the business as a whole – and at the same time get a big dose of engagement and happiness to boot.
Making better decisions is a skill that can be learned and in this module, we’re going to look at the key questions that you should be asking yourself as well as some of the important principles that sit behind the decision-making process to ensure a considered outcome is reached.
Many of you will have heard of the power of Synergy – perhaps you’ve heard it expressed as 1 + 1 = 3 or the combined value is greater than the sum of the parts.
In this module, we’re going to take a look at Collaboration, a close cousin of Synergy and one that has a profound impact on the performance of a team.
When we go into work and spend the day with people whom, in many cases, we didn’t elect to spend a significant part of lives working alongside, the behaviour of these same people only serves to frustrate us even more.
Dr Daniel Goleman has written widely about Self-Regulation and he identifies Emotional Intelligence as not only something that can be taught and practiced but can also emerge as “a ‘discriminating’ competency that best predicts who among a group of very smart people will lead most ably”.
We’re going to look closely at the negative effects of poor Self-Regulation and together develop some strategies that will help you to better control your response to distressing or upsetting circumstances and in turn, help you to be more productive and happy.
The very best teams can be deceiving because they make it seem so easy – which often leaves us feeling inadequate or wondering how they do it.
All teams, whether they be just starting out or working well together for years, all face the exact same stages of growth and ALL need to progress from one stage to another before they can claim to be performing well. Even the very best teams face team members leaving or a change in their external environment that leads to a change in the team’s life cycle and development needs.
We’re going to look at each stage of development and what you need to do as a member of this team in order to help the team progress from one stage to another.
In this module we are going to talk through Dr. John Kotter’s 8-step process for managing change more effectively. It doesn’t matter where you are on the 4 stages of team development continuum, getting better at change requires practice and this process is a simple one to follow.
In the first video we’ll explore the first 3 of these steps which Kotter refers to as the preparatory phase. This is what you should focus on between the point at which you accept that something needs to change and when you officially launch the change.
In the second video we’ll look at the next 3 steps which Kotter refers to as the execution phase. This comes after the change has been announced and is when the rubber hits the road in terms of action steps.
In the third and final video, we’ll look at the final 2 stages which comprise the follow-up. These can often be overlooked but are essential if change is going to stick.
Values are profound in Veterinary Practice because on a day when life gets the better of us and we don’t even come close to achieving any of our goals or objectives, we can always live by our values.
But how should we be thinking about values to ensure that they truly come to life?
Why are meetings such an integral means of communication for some teams, whilst for others, they hold very little value and in fact their very mention has some people looking for the nearest exit!
What should a team meeting even look like and how should it be structured such that the team gets the very most from it?
Have you ever found yourself feeling flat and you can’t quite put your finger on why? Perhaps you’re suffering from a general lack of resilience; where even the little things really get under your skin – and you’re taking it out on the people that are most close to you. Or perhaps you get sick at the drop of a hat.
The challenge with this is that it can have a cumulative effect whereby one ‘flat’ or negative interaction with a colleague, family member or client can lead to a poor response from them resulting in an erosion in the relationship.
Time is without doubt our most precious commodity. We only get so much of it and when it’s gone, we can’t get it back.
So in that sense, this module on time management is really important to not only put some perspective around how our lives fit into a time continuum but also to make sure that we make the best use of this precious resource.
