your leader role 

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The simpLEADfy program has been tested and delivered since 2012 with a lot of feedback and tracking of organisational relevance. 

It is a spaced out learning journey, with ample transfer and retention activities. 

This program is designed for organizations that:


 wish to create a leadership function for their management team 
 wish to offer a coherent program for their leadership team 
 wish to offer something that is not hit-and-run development and understand that leadership is something that needs space, time and support to be developed
 want to create a momentum in their organization to foster all the energy created by a whole development program
 wish to increase support and collaboration for their leaders 

 
awareness

SKILL 1

These skills are essential, especially in leadership development. Because in a leadership role the actions one undertakes are very contextual and depend greatly on each individual's personal nuances, it is crucial for leaders to learn how to observe their own actions and reactions in different contexts.

 

By having this skill they will be able to gain insight into their triggers, patterns and natural tendencies, and with this they will be able to know their own personal strengths but also see the relation between their actions and the consequences for themselves or their teams.

 

When learning these skills it becomes easier to be able to observe the actions of others (as free from bias and interpretation as possible) so they can have all the input data to work within each individual operating system.

Duration: 1 day
Participants: 6-15
Assignments for transfer: available
Self-assessment: available
Learning plan for retention: available

competencies:

  1. outside awareness (to really be aware of the world and people surrounding them

  2. outside self awareness (to really be aware of what and how they say, of what and how they do)

  3. inside awareness (to be aware of their internal sensations, thoughts and emotions as these are a great influence on their leadership actions and solutions)

  4. being able to perceive themselves and others in flexible and nuanced ways (lowering prejudice and judgement) 

relationship

SKILL 2

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any influence that comes without a relationship will create counter-will.

 

it is the third principle from Newton and it applies for humans. no matter how competent and knowledgeable leaders are at providing feedback, motivating, mentoring, managing performance, all those skills will hit a wall at best and create oppositionality at worse when it is done outside of a trusting relationship.

 
in this part the leaders will learn about creating safety for people so they will be open to influence and creating a trusting relationship so that people lean in and see their leaders as an orientation point they can rely on.

having such a relationship makes the influence easier, allows for value absorption, directs attention, keeps people close to the leader, gets people to search for direction and methods in the leader and activates good intentions.

during this learning experience each leader will have a holistic image regarding the way they create leadership relationships and how people interact with them. they will have a list of things they already do and things they can change and an action plan for improving their tendencies in relating. they will also know how to fix the broken relationships. 

Duration: 2 days (not consecutive) 
Participants: 6-15
Assignments for transfer: available
Self-assessment: available
Learning plan for retention: available

competencies:

  1. skills to make themselves known (being authentic and transparent, being able to add subtitles to their behaviors, being predictable, having integrity, being responsible and honest)

  2. skills to create safety (creating safety, being a safe place for openness, being accountable, being fair and being non-threatening)

  3. skills to create a relationship (collaborate, being available and assertive)

  4. skills to create a caring relationship (showing care and being a secure base for leadership)

humanOS

SKILL 3

understanding and being able to work with the rules, limitations and operations of humans is crucial in fostering collaboration and creating engagement.

 

during this part of the workshop they will have an engineering perspective on how people function. 
they will understand how people think and feel, they will understand

how competencies develop and

how to add all the conditions needed for performance (hope, optimism, resilience, self-efficacy)

 

they will know how to create intrinsic motivation in themselves and others by speaking in the language of the OS,

 

they will know how to create, maintain and fix work engagement and last but not least they will be able to discern when something cannot be changed. 

Duration: 2 day (not consecutive)
Participants: 6-15
Assignments for transfer: available
Self-assessment: available
Learning plan for retention: available

competencies:

  1. diagnosing performance related situations 

  2. being able to distinguish if it is a motivation related cause or a condition related cause

  3. being able to identify the cause of performance challenge

  4. being able to observe people so they know their motivational profile 

  5. being able to observe their motivation style

  6. being able to create meaning as a motivation strategy

  7. being able to create pleasure, absorption and focus as a motivation strategy 

  8. being able to create hope and optimism 

  9. being able to increase self-efficacy

  10. being able to increase resilience

extra features for leadership

learning experience on coaching and feedback skills in leadership
Duration: 2 days (consecutive)
Participants: 6-15
Assignments for transfer: available
Self-assessment: available
Learning plan for retention: available

The method used here is learning from the experience of doing. It is more than case studies or simulations in training,

it is about recreating/re-enacting a specific context in order for the person in that context to:

  • observe themselves,

  • have insights,

  • connect information and reality,

  • notice triggers,

  • notice effects their actions create

  • explore possible change and the challenges of that change in reality

  • try-on things they wouldn't so openly experiment

  • learn

and for the people observing the re-enacting to learn not just from their own experience but also from the experience of others

This method works really well for two competencies: feedback and coaching

 

The reason why a standard knowledge-practice experience is not recommended for developing those two competencies is that people already know so much information and have thought about this topic for so long that knowing more or different or thinking more about the topic does not work.

The learning has two days where people just re-en-act a coaching/feedback session in a chair work set-up.

 

*This type of learning design can be used when there is a strong relationship between learners (they have participated before in learning together and any conflicts or unhelpful dynamics have been addressed) and when there is already a trusting relationship with the trainer.

**The recommendation is for this learning to be used after the leadership development program.

***This program is recommended for people who already know about feedback and coaching and are looking for a realistic practice to see them-selves give feedback or deliver a coaching session and try different things to see how they feel and how they work.

****It works best if people have already worked on developing the Awareness skills , trust relationship building skills and the HumanOS operating skills.

 
101s

6*101s for the basic learning program 

1*101s coaching/2 weeks for the duration of the learning experience

ongoing availability (eg. 1 day/month) availability at the company's location where leaders can book 101s and address whatever it is they wish to address 

101s a sessions delivered to assist with the leader's personal learning journey 

the 101s can take multiple forms:

  1. 101 learning experience where each leader has the opportunity to look at the learning content from the classroom setting and practice it with personalized direction and feedback

  2. 101 coaching experience where each leader brings their own learning needs (connected to the classroom learning or not). In this type of sessions usually leaders bring situations that wouldn't usually be brought up in training (triggers and triggering situations, work style, faulty relationships, motivation for the leader role)

  3. 101 personal coaching where leaders develop themselves as human beings. Being a leader is not just about skills as caring for others can and is a very personal interaction. During these sessions leaders can learn to self-lead, manage their emotions, work with their mind, find and work through their triggers, and any other need a leader might have to be better able and equipped to be a human and leader. 

simpleadfy yourself

 
DOWNLOAD

developing the three skills in group setting with six 101s  for learning

leadership development initiative

starting with learning skills, developing the three leadership skills and closing with coaching skills. 101s throughout the learning journey (12 sessions)

team development on self-leadership and leadership development for a leader through 101 sessions

through a discussion we can identify your company's specific needs and design a program based on them

team development

your own design

basic