Personal Leadership Skills Training Course

Participants can identify behavioural patterns, blind spots and development priorities using structured reflection.

• Johari Window used to compare self-perception, feedback and blind spots
• Strengths evidence gathered from results, energy patterns and stakeholder observations
• Triggers identified through antecedent, behaviour and consequence analysis
• Behavioural preferences separated from fixed labels and personality assumptions
• Reflection logs capture decisions, reactions, assumptions and learning points
• Feedforward requests convert observed gaps into future behavioural experiments

Participants can apply ethical judgement and communicate defensible decisions under scrutiny.

• Values hierarchy tested against competing delivery, people and integrity demands
• Ethical decision screen examines facts, duties, consequences and disclosure
• Conflicts of interest recognised before decisions, supplier contact or recruitment
• Speaking-up routes prepared for unsafe, unfair or improper conduct
• Boundary statements protect commitments, confidentiality and respectful working relationships
• Decision rationale recorded to explain judgement under later scrutiny

Participants can organise commitments, protect focus and delegate work with appropriate control.

• Eisenhower Matrix sorts urgent, important, delegated and deferred work
• Weekly outcomes converted into calendar blocks, milestones and review points
• Time audit exposes recurring interruptions, low-value tasks and avoidable meetings
• Delegation decisions match task risk, capability, authority and follow-up
• Personal Kanban limits work-in-progress and makes blocked work visible
• Boundary conversations protect focus time while maintaining service commitments

Participants can regulate reactions and respond constructively during demanding interpersonal situations.

• Emotion labelling distinguishes primary feelings, interpretations and intended responses
• Pause routines interrupt reactive behaviour during pressure, conflict and uncertainty
• Empathy statements acknowledge impact without assuming motives or agreeing automatically
• Active listening uses paraphrasing, probing questions and summary checks
• Psychological safety behaviours invite challenge, admit uncertainty and share credit
• Conflict responses selected between accommodation, avoidance, compromise, competition and collaboration

Participants can communicate expectations, concerns and decisions clearly in challenging conversations.

• Message maps organise purpose, audience, key points and requested action
• Assertive communication separates observations, needs, requests and consequences
• SBI feedback frames specific situations, observable behaviour and resulting impact
• Difficult conversations opened with intent, facts and a shared agenda
• Questions test assumptions before proposing solutions or assigning responsibility
• Meeting interventions summarise disagreement, clarify decisions and assign next actions

Participants can hold development conversations that build ownership, capability and accountability.

• GROW coaching structures goals, reality, options, commitment and follow-through
• Performance conversations distinguish capability gaps, motivation and system barriers
• Development questions build ownership rather than prescribe every answer
• Recognition links observed contribution to standards, outcomes and future confidence
• Feedback agreements establish frequency, evidence sources and response expectations
• Follow-up commitments document support, measures, deadlines and review conversations

Participants can make transparent decisions and gain support from key stakeholders.

• Decision criteria balance risk, evidence, urgency, stakeholders and reversibility
• Decision roles clarify recommenders, approvers, contributors, deciders and performers
• Stakeholder maps identify interests, influence, likely concerns and engagement priorities
• Influence plans pair each stakeholder with evidence, framing and action
• Trade-off statements explain what changes, who is affected and why
• Escalation thresholds distinguish decisions requiring consultation, approval or immediate intervention

Participants can manage personal energy and communicate constructively through change.

• Stress signals tracked across workload, sleep, attention, mood and relationships
• Circle of control separates actionable concerns from external uncertainty
• Recovery routines schedule breaks, transition rituals, sleep and peer support
• Reframing questions test catastrophic predictions and identify workable next steps
• Change messages connect rationale, impacts, choices and immediate actions
• After-action reviews capture intended results, actual results, causes and adjustments

Participants can produce an accountable plan for applying personal leadership behaviours after the course.

• Leadership goal statements define behaviour, context, evidence and review date
• Thirty-day experiments target one behaviour, trigger, routine and measure
• Stakeholder feedback plan specifies questions, respondents, timing and confidentiality
• Calendar commitments protect practice time, reflection and accountability conversations
• Progress indicators combine behavioural evidence, stakeholder observations and outcome measures
• Personal leadership charter consolidates standards, priorities, relationships and development commitments