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DECISION-MAKING IS THE ESSENCE OF LEADERSHIP technical competence + behavioral confidence
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Kaplan LPD Brochure 2016_Digital

Apr 15, 2017

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Page 1: Kaplan LPD Brochure 2016_Digital

DECISION-MAKING

IS THE ESSENCE OF

LEADERSHIP

technicalcompetence

+behavioralconfidence

Page 2: Kaplan LPD Brochure 2016_Digital

2

KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS ................................................................3

success begins with strong leadership

our double helix approach to professional development

the right balance will drive sustainable commercial success

KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT .................................................................5

design approach

our delivery capabilities

assessment and measurement

WHAT KAPLAN CAN OFFER TO YOUR ORGANIZATION & PROGRAMS WE OFFER ..........................7

EXECUTIVE DEVELOPMENT ..........................................................................................................8

senior team development

talent development programs

senior role transition

LEADERSHIP DEVELOPMENT .......................................................................................................10

change cohorts

development programs for college graduates and new recruits

MANAGEMENT DEVELOPMENT ...................................................................................................12

management fundamentals

managers managing managers

elective program modules

MASTER CLASSES AND WORKSHOPS .........................................................................................13

GLOBAL PRESENCE ....................................................................................................................14

table of contents

www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 3: Kaplan LPD Brochure 2016_Digital

success begins with strong leadershipKaplan Leadership and Professional Development programs enhance the technical competence and behavioral confidence of your biggest asset—your people—empowering them to make better decisions and drive commercial performance.

We offer a wide range of programs, workshops, and other services that provide a uniquely holistic, personally challenging, and practically relevant professional learning experience.

our double helix approach to professional development Great leaders make great decisions. They gather views, weigh the evidence, assess the options, allocate resources, apply what they know, and understand the implications of their choices. Decision-making is the essence of leadership, and it is informed by both technical knowledge and behavioral insight. These two aspects make up our DNA model of leadership…a double helix that illustrates the dynamic interdependent strands of technical excellence and behavioral know-how. Together, they inform and sustain first-rate leadership and drive organizational performance at every level of the leadership pipeline.

KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS

FLEXING BEHAVIORAL AND TECHNICAL DEVELOPMENT

BEHAVIORAL

TECHNICAL

3www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 4: Kaplan LPD Brochure 2016_Digital

the right balance will drive sustainable commercial successWhen it comes to making commercial decisions, leaders must take into account the bottom line, but they must also consider all possible behavioral implications as they apply to clients, customers, colleagues, and partners.

Those who are not aware of the human consequences of their decisions fail in their responsibility to their people and their organization. By strengthening technical competence and behavioral confidence in your employees, your organization will develop better leaders, improve the quality of individual and collective decision-making, and drive sustainable commercial success. Kaplan Leadership and Professional Development programs deliver the right mix of technical and behavioral competencies, and this will vary depending on the level at which your employees operate within your organization.

Our Decision-Making Framework uniquely integrates the key aspects of behavioral confidence, ensuring we target the right skills in the right context.

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leadership identity

communicating& influencing

teams & team building

motivating & engaging

leading &managing change

technicalknowledge

KAPLAN LEADERSHIP AND PROFESSIONAL DEVELOPMENT CAPABILITY FRAMEWORK

KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS

4www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 5: Kaplan LPD Brochure 2016_Digital

KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT

design approachDESIGNING AROUND BUSINESS AND INDIVIDUAL NEEDS

In designing any learning intervention, Kaplan begins with a sound understanding of the business needs that your organization wants to address, as well as the context. Our emphasis is on developing effective tactical and strategic decision-making at all levels of your organization. Because real-world decisions are made in the context of an organization, coming to grips with your context is a key component in developing your employees’ professional skills. This means designing development programs that connect the individual to the situations in which they need to perform. For example:

• The team: How do groups interact to make decisions? How does this affect the decisions that are made? How do technical and behavioral issues inform each other?

• The organization: How is the organization structured? What are the processes and practices that shape behaviors and actions? How are these processes affecting performance and outcomes?

• The wider environment: What is the competitive landscape in which the organization operates? What are the social, political, and economic factors at play? What does this mean at every level?

Once we identify the cohort size, suggested format of the intervention, number and duration of the modules, and the blended aspect of the desired outcome, the next step is to find out more about the participants. Drawing on surveys, interviews, and 360-degree data, we work to understand participants’ development, work context and culture, and, where possible, individual career paths. It is crucial that we understand these factors in order to create a program that engages and motivates the participants on their terms.

We also need to understand the collective development issues, identifying those aspects and connections between the technical, behavioral, and relational factors that will unlock latent potential and drive better overall performance. Input from senior leaders and other stakeholders will contribute enormously to a successful program.

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SCOPING THE DEVELOPMENT

behavioral• What do they need to pay most attention to, measure,

and get involved in?• How does their professional image need to change?• What’s the dominant culture of the organization?• How does this fit with strategic objectives?• What leadership and followership behaviors do they

need to exhibit?

technical• What contextual knowledge is required to perform?• What contextual skills are key to performance?• What wider knowledge would enhance their ability

to perform?• What wider skills would enhance their ability

to perform?

relational• How collaborative do they need to be?• How much competition is required?• What sorts of teams do they lead/make up?

• How are decisions rights allotted and exercised?• How do they need to influence and use authority?

5www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 6: Kaplan LPD Brochure 2016_Digital

our delivery capabilitiesWe are proud to be able to count on a talented team of facilitators around the world. They are experts in their field and provide engaging and contextualized experiences to our delegates.

Our Kaplan Licensed Faculty (KLF) embody the experience, expertise, and commercial acumen required to deliver truly consistent and locally relevant learning solutions. Every prospective KLF participates in an immersive workshop, where their abilities, suitability, and willingness are assessed to ensure we provide our client organizations with exceptional global flexibility, local cultural alignment, and unmatched commercial value.

Our global reach is expanded even further by a pool of trusted associates we can draw on to undertake work on our behalf. They are required to sign our “sub-contractor agreement,” which specifies roles and expectations, and all of their work is reviewed under the Kaplan quality assurance process. Our associate list is periodically reviewed to ensure it continues to represent the highest level of quality and value for money for your standards.

assessment and measurementKaplan’s promise to you is simple. We will assess and measure the aspects of the program that you value the most, whether it’s improved performance, greater technical understanding, or behavioral changes. We will use this information to agree on targets at both a program level and through the relevant HR process. These targets are monitored throughout the program and, where applicable, beyond the training.

COUNT ON A TALENTED TEAM OF FACILITATORS WHO ARE EXPERTS IN THEIR FIELD.

6www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT

Page 7: Kaplan LPD Brochure 2016_Digital

7www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

WHAT KAPLAN CAN OFFER TO YOUR ORGANIZATION

We offer a variety of leadership and professional development programs, ranging from multi-modular interventions to half-day workshops, as well as other services covering everything from diagnostics to leadership audits. In the following pages, we provide a few examples of typical interventions, but in broad terms, our focus is on strengthening both technical competence and behavioral confidence in the space of Executive Development, Leadership Development, and Management Development. Keep in mind, each program will be designed together with you to achieve a unique developmental experience that addresses your organization’s needs.

PROGRAMS WE OFFER

EACH PROGRAM WILL

BE DESIGNED TOGETHER

WITH YOU TO ACHIEVE A

UNIQUE DEVELOPMENTAL

EXPERIENCE THAT

ADDRESSES YOUR

ORGANIZATION’S NEEDS.

Executive Development• Senior Team Development• Talent Development Programs• Senior Role Transition

Leadership Development• Leadership Development• Change Cohorts• Development Programs for College

Graduates & New Recruits

Management Development• Management Fundamentals• Managers Managing Managers• Elective Program Modules

Page 8: Kaplan LPD Brochure 2016_Digital

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EXECUTIVE DEVELOPMENT

These programs are typically aimed at the most senior levels of a business or at those who have been identified as having the potential to operate at board or near board level.

senior team developmentWorking on a board, executive committee, or any senior decision-making team brings a unique set of challenges. These programs focus on making the best decisions for your business, getting the best out of individuals on the team, and sending the right message to key stakeholders.

• One to Ones: Our lead consultant carries out extensive one-to-one sessions to help explore each team member’s motivations, preferences around behavior, and developmental needs.

• Team Activities: All teams, including top teams, have to consciously work on the team itself, including its purpose and role. Our consultants facilitate a series of team activities to improve on team processes and make them more effective.

• Board Shadowing: Our lead consultant’s trusted advisor relationship will allow him or her to attend key meetings and act as a team coach.

talent development programs• Selection: An assessment selection process based on the Kaplan

Senior Leadership Indicator Framework.

• Personal and Leadership Development: A program focused on participants’ behavior and style that will unlock their leadership potential.

• Business Relevant Content: A program revolving around relevant business education that focusses on relevant knowledge needed to lead within your organization.

• Projects: Involves project work that crosses functions and brings a team together from different specialties to address strategic level issues.

• Coaching and Mentoring: A program for experienced consultants who are able to support individuals in their development.

www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 9: Kaplan LPD Brochure 2016_Digital

9www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

senior role transitionThese programs are shaped around the need to support senior staff as they transition between roles, commonly moving from a functional leadership role to a more strategic post. The programs will identify a series of technical and behavioral development needs of the individual to ensure a successful transition.

• Technical Upskilling: Taking up a senior role involves applying a new level of technical expertise. Our extensive experience in financial training and other disciplines provides us with a pool of professionals who can design the right solution for your particular needs.

• Strategic Communications: A key aspect of a senior role transition is the level and purpose with which they need to communicate on both an individual and group level. We will teach transitioning leaders how to communicate more strategically, communicate effectively through others, and create informative narratives that engage and deliver meaningful results.

• Strategic Leadership Development: Shifting from leading a business unit or heading up a functional area requires a shift of leadership mind-set. This means redefining objectives and metrics, using networks across and outside the organization, and taking on new perspectives.

• Personal and Collective Example: How an organization conducts itself on an individual and collective level is an important factor in the organization’s ability to gain the commitment required to embed and sustain change. We work extensively with individuals and teams on personal impact, as well as communications skills and collaboration.

• Organizational Culture and Practices: Great emphasis is given to understand the key levers of organizational culture and how to use these levers to effect change.

EXECUTIVE DEVELOPMENT

“WE REALLY LIKED THE BALANCE AND THE STRUCTURE OF THE PROGRAM BETWEEN THE TECHNICAL,

THE BEHAVIORAL, AND THE CONSTANT FEEDBACK BETWEEN EACH OTHER. THE BASE CASE STUDY

WAS GREAT, AND IT ALSO HELPED US TO UNDERSTAND THINGS BEYOND OUR REGULAR DAY-TO-DAY

BUSINESS. IT’S DEFINITELY A STRATEGIC IMPERATIVE FOR US MOVING FORWARD.”

Page 10: Kaplan LPD Brochure 2016_Digital

10www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

LEADERSHIP DEVELOPMENT

These programs are often aimed at first line managers who have recently taken up a leadership role, or middle level managers who are consolidating their leadership skills as part of their professional development. The touch points include:

• Personal and Leadership Development: Personal and professional development is triggered by placing individuals in unfamiliar and challenging situations and environments.

• Core Leadership Skills: Our leadership capability framework gives us a palette of skills to work on: motivating and team building; communicating and influencing; leading and managing change; problem solving and decision making. Sessions exploring and applying each of these areas, separately and in combination, are core features of this program.

• Tailored Business and Organizational Content: Developing a cohort of leaders should not be a generic task. It is about developing the leaders that organizations need now and going forward. Our programs are always tailored to simulate the context of a business—its strategic and operational level challenges, its culture and decision-making practices, and the competitive landscape in which it operates.

• Projects: Project work that crosses functions offers a chance for participants to learn more about the business, to work together, and to work with key stakeholders. In addition, valuable insights, as well as actionable results, may result from the project work. Many of the projects our action learning teams have worked on have created insights that were embedded into the everyday business.

• Coaching: Providing a coach, in the form of a trained consultant who is able to support the individual during the period of the program, is an essential component. It not only creates a space to work through psychometric, 360°, and other feedback data, but it also provides an experienced interlocutor.

change cohortsOften, an organization will run a leadership development program designed to create a group of leaders who will drive change in their business. This key group, usually at the mid- or senior-level, is chosen to create a common framework and approach that will be used to cascade change throughout the organization. While such a program would be run over a number of modules and cover much of the ground that a general leadership development program would cover, special attention would be paid to the following:

• Strategic Alignment: This cohort will have been chosen for the role they can play in aligning the organization behind its strategic objectives, ensuring that key structures and processes, people issues, technology, and so on, would drive and support change.

• Applied Financial Literacy: Changing and improving business practices means making better use of the financial resources of the business, whether in investment, people, technology, or other assets. Making sure this cohort is able to apply the right level of commercial know-how to ensure the business captures the value it creates is crucial. We can measure and assess this know-how via our unique financial literacy diagnostic tool and use our Kaplan Business Challenge simulation as a key mechanism to let the participant experience the financial decisions that underpin the organization’s performance.

• Personal and Collective Example: How an organization conducts itself on an individual and collective level is an important factor in the organization’s ability to gain the commitment required to embed and sustain change. We work extensively with individuals and teams on personal impact, as well as communications skills and collaboration.

• Organizational Culture and Practices: Great emphasis is given to understanding the key levers of organizational culture and how to use them to effect change. In practice, this often means introducing and applying decision-making tools and processes in order to reengage, reenergize, and realign the organization around the change.

Page 11: Kaplan LPD Brochure 2016_Digital

11www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

LEADERSHIP DEVELOPMENT

development programs for college graduates and new recruitsCreating a clear sense of professional identity around leadership and followership with your new employees will pay dividends during their service in your organization. Failing to instill these skills early will affect their performance, engagement, and long-term retention. These development programs identify the following four key areas of focus:

• Organizational Values, Purpose, and Mission: For the so-called “Generation Y” employee, feeling comfortable and being part of an organization is paramount. For the “Millennials,” who will someday take their place, this will be a key issue around which they make their career choices.

• Financial Literacy: These programs ensure your employees have the right level of financial awareness and the ability to apply it in the context of your business.

• Leadership and Followership: Acquiring nascent leadership skills is essential to developing future leaders for your organization, while good followership skills are just as critical to development.

• Basic Leadership and Management Skills: These programs teach the basic skills of time prioritization, meeting management/contribution, presenting , business case development, and report writing.

“THE LESSONS LEARNED ARE FAR MORE MEMORABLE THAN ANY TRADITIONAL TRAINING

EVENT. MORE THAN 10 YEARS LATER, PARTICIPANTS CAN RECOLLECT VIVIDLY WHAT THEY DID.”

Page 12: Kaplan LPD Brochure 2016_Digital

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While the line between leadership and management is blurry at best, these programs are typically aimed at individuals in the early stages of their careers. The programs may be modular and in cohorts, or a series of individual modules that, combined, cover a range of capabilities.

management fundamentalsThese programs are aimed at new and inexperienced managers. They provide the basic building blocks of management skills, knowledge, and presence.

• Focus on the Business and Individual Needs: With the organizational context and marketplace in mind, your employees are given the skills, knowledge, and individual support they need to manage themselves with impact.

• Practical and Outcome Focused: These workshops are practical and exercise-based with a focus on the core skills of management.

• Key Conversations: Using role-play techniques, this program trains the manager to hold meaningful coaching and performance conversations that will engage and motivate their teams.

managers managing managersThese programs focus on experienced managers who are charged with motivating larger teams and who frequently manage important strategic relationships.

• Network and Stakeholders: This program focusses on creating a climate where teams can succeed. Managers learn to be more effective in their management of networks and stakeholders.

• Organizational Insight and Commercial Awareness: These programs are often shorter, more intense, and include key elements of business and organizational education. Knowledge components focus on finance for non-financial employees, the role of the manager in translating and executing business strategy, the principles of supply chain management, and more.

• Breaking Down Silos: The inclusion of cross-functional project work is equally useful in helping your employees create connections across the business in order to break down functional silos.

elective program modulesModular programs with core content may also be accompanied by electives that cover specialist behavioral subjects, including:

• Presenting with Impact

• Recruitment Interview Skills

• Effective Report Writing

• Leading Productive Meetings

• The Confident Negotiator

• Developing Assertiveness

• Conflict Management

• Coaching and Mentoring Skills

• Managing Change and Uncertainty

• Mastering Relationship Networks

• Organizational Politics

MANAGEMENT DEVELOPMENT

www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Page 13: Kaplan LPD Brochure 2016_Digital

13www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

MASTER CLASSES AND WORKSHOPS

In addition to our core propositions, we offer a range of master class sessions in specialized areas. Kaplan’s industry and technical experts will use their knowledge and extensive training experience to deliver programs matched to your organization’s philosophy, style, and approach. Organizations invest in master classes and workshops, alongside Executive Development, Leadership Development, and Management Development programs, in order to close identified skills gaps, which in turn allows them to most effectively meet company goals and objectives. The following sessions and workshops are examples; each program we develop with you will be unique to your organization’s needs. Whatever the formats or delivery methods used, we will ensure the approach is focused, practical, and effective.

Applied Behavioral Economics

Financial Reporting Strategies in a Highly Regulated and Competitive Environment

Intelligent Finance Interviewing: Tools and Techniques

Creating Decision Advantage

Decision-Making and Forecasting in a Volatile, Uncertain, Complex, and Ambiguous (VUCA) Environment

Financial Awareness

Accounting and Financial Reporting

Assurance, Risk, and Regulatory Matters

Financial Management

Macroeconomics

Page 14: Kaplan LPD Brochure 2016_Digital

14www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | [email protected] (U.S.) | [email protected] (U.K.)

Kaplan provides onsite classes in 30 countries in nearly 400 locations, as well as online class delivery in over 100 countries. We provide training and testing services in approximately 100 languages. Kaplan employs trainers, facilitators, lecturers, coaches, speakers, and instructional designers across our localities. The vast majority of our colleagues are directly employed, especially regarding technical training.

GLOBAL PRESENCE

AMERICAS• Canada

• United States

• Colombia

• Chile

• Venezuela

EUROPE/MIDDLE EAST/AFRICA• France

• Germany

• India

• Ireland

• Malta

• Nigeria

• Spain

• Switzerland

• United Arab Emirates

• United Kingdom

ASIA PACIFIC• Australia

• China

• Hong Kong

• Japan

• New Zealand

• Singapore

• South Korea

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