21st Century Leadership Development Training Course

Participants can regulate their responses under pressure and build a personal resilience plan.

• Emotional intelligence separates self-awareness, self-management, social awareness and relationship management
• Trigger mapping links pressure situations to emotions, assumptions and responses
• ABC model tests activating events, beliefs and consequential behaviour
• Pause-label-choose technique interrupts reactive leadership responses during conflict
• Cognitive reappraisal reframes interpretations before difficult conversations and decisions
• Stress signals assessed through workload, sleep, mood and concentration patterns
• Personal resilience plan specifies recovery actions, support and escalation thresholds

Participants can tailor messages and communication channels to stakeholder needs and influence patterns.

• Stakeholder mapping classifies influence, interest, expectations and engagement priorities
• Power-interest grid selects communication intensity and consultation approach
• SCARF model diagnoses status, certainty, autonomy, relatedness and fairness concerns
• Message maps combine audience need, core point, evidence and request
• Active listening uses paraphrasing, probing questions and accurate summarising
• Nonverbal signals aligned with intended message and meeting context
• Communication channel chosen by urgency, ambiguity, sensitivity and record requirements

Participants can develop others through structured feedback, coaching conversations and appropriate delegation.

• Situation-Behaviour-Impact feedback describes observable conduct without character judgements
• Feedforward requests focus future behaviour on a defined performance need
• Coaching questions use GROW to clarify goals, reality, options and will
• Contracting establishes confidentiality, ownership, challenge level and follow-up
• Delegation levels match task risk, capability, authority and decision boundaries
• Development conversations distinguish skill gaps, motivation barriers and resource constraints
• Recognition links specific contribution to team outcomes and organisational values

Participants can establish clear roles, working agreements and team conditions for constructive challenge.

• Psychological safety assessed through candour, error reporting, questions and inclusion
• Team charter defines purpose, roles, norms, decisions and meeting rules
• RACI matrix assigns responsible, accountable, consulted and informed roles
• Belbin team roles identify contribution preferences and coordination risks
• Meeting design separates information sharing, discussion, decisions and commitments
• Working agreements address response times, handoffs, escalation and respectful challenge
• After-action reviews capture intended results, actual results, causes and improvements

Participants can select decision methods suited to complexity, risk and available evidence.

• Cynefin framework distinguishes clear, complicated, complex, chaotic and disorder contexts
• Decision rights clarify recommendation, approval, execution and consultation responsibilities
• Weighted decision matrix compares options against agreed criteria and evidence
• Pre-mortem analysis exposes assumptions, failure modes and preventive actions
• Six Thinking Hats separates facts, risks, benefits and alternative ideas
• Escalation thresholds distinguish reversible choices from high-consequence commitments
• Decision logs record rationale, owners, assumptions, dates and review triggers

Participants can plan leadership actions that build commitment and maintain change adoption.

• ADKAR identifies awareness, desire, knowledge, ability and reinforcement requirements
• Change impact assessment maps affected roles, processes, systems and behaviours
• Stakeholder resistance diagnosed as information, capability, incentive or trust gaps
• Kotter's coalition principle builds visible sponsorship and peer commitment
• Change narrative links operational rationale, local consequences and desired actions
• Transition plan sequences communications, training, reinforcement and feedback loops
• Pulse checks track adoption signals, obstacles and emerging workarounds

Participants can prepare and conduct difficult conversations while protecting relationships and standards.

• Thomas-Kilmann modes compare competing, collaborating, compromising, avoiding and accommodating
• Conflict preparation separates positions, interests, facts, assumptions and emotions
• Interest-based negotiation identifies needs, options, standards and trade-offs
• Crucial conversation opening states facts, impact, intent and invitation
• De-escalation uses acknowledgement, neutral language, pauses and process agreements
• Boundary statements specify unacceptable conduct, consequences and escalation routes
• Conflict agreements document actions, owners, deadlines and review points

Participants can set measurable expectations and manage performance through disciplined review conversations.

• SMART objectives connect individual commitments with measurable team outcomes
• OKRs distinguish ambitious objectives from verifiable key results
• Performance dashboard selects leading indicators, lagging indicators and review cadence
• One-to-one agenda covers priorities, blockers, development and wellbeing
• Performance improvement plan defines standard, evidence, support, checkpoints and consequences
• Workload review exposes priority conflicts, bottlenecks and capacity constraints
• Accountability conversations confirm owner, deadline, quality standard and escalation

Participants can translate strategic context into focused leadership priorities and a 90-day action plan.

• PESTLE scan identifies external forces requiring leadership attention and response
• SWOT analysis converts internal evidence into priority strategic choices
• Systems mapping traces dependencies, feedback loops and unintended consequences
• Adaptive leadership distinguishes technical fixes from adaptive challenges
• Scenario planning tests team responses under plausible operational disruptions
• 90-day leadership plan sets behaviours, stakeholders, measures and review dates
• Peer accountability arrangements schedule progress checks and evidence sharing

You should have experience leading people, projects, workstreams or cross-functional activity. Formal management training is not required, but the course is most useful when you can apply the methods to current leadership responsibilities.

Bring examples of current leadership challenges, such as a stakeholder issue, performance concern, change initiative or team coordination problem. You will use these examples when developing communication plans, decision approaches and your 90-day action plan.

It is designed for new and experienced managers, team leaders, project managers and technical specialists moving into people leadership. It also suits high-potential professionals preparing for broader management responsibilities.

This course focuses on the human and behavioural work of leadership: trust, influence, coaching, accountability, conflict and change. General management courses often place greater emphasis on planning, budgeting and operational control, while project management courses focus on delivery governance and project methods.

Participants build reusable tools during the course, including stakeholder maps, feedback structures, team charters and action plans. Each module connects a named method to a real workplace decision, conversation or team issue.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Time is divided between instructor input, cases, group analysis, simulations, feedback and individual application planning across the ten modules.