I am delighted to be working with you as we develop, design, and facilitate your Inspiring Leadership programme.
The purpose of this page is to ensure that we are all aligned on the initial outcomes, the core content, and the timeline from now on to the first workshop on 27th and 28th March 2025.
Outcomes
The core outcomes of the programme are as follows:
By applying their learning and insights from the programme, the participants will:
Become even better leaders and inspire their people to lead and manage more effectively
Have a direct impact on the strategic, cultural and guest experience challenges and opportunities across De Vere
Model the way in which leaders utilise each others' strengths and work together to support the delivery of De Vere's strategic and operational goals
Player an active role in De Vere becoming an aspirational employer of choice
Return on investment in the programme will be achieved through the execution of strategic projects during and after the programme.
Programme Overview
The final design of the programme will be informed by the diagnostic conversations we will have with key stakeholders and participants; however, based on our discussions so far, we anticipate the core content will be as per our proposal.
Here's the summary video that explores some of the core content in more detail.
The Projects
Building strategic or commercial projects into the programme is a brilliant way to secure an immediate return on your investment. They also provide an obvious context in which the participants can apply what they have learned from the programme.
There are several considerations and decisions that you should make as soon as possible to get the most from the project process.
One of the critical decisions to make now is the 'ask' we make of the participants.
If we ask that the project be implemented and completed by the end of the programme, then the project topics must be smaller and manageable in that period.
If we ask the participants to make a well-researched and strategically planned recommendation that will be implemented beyond the programme, then the projects can be larger in scope, more strategic and potentially have a greater commercial return.
Full executive sponsorship is vital for group projects, whereas line managers play a more significant role in sponsoring and driving individual projects.
Here are some other pros and cons of group projects vs. individual projects
Individual Projects
Pros | Cons |
Individuals are in greater control of their project, and accountability is clear. | Less collaboration with fellow participants during the process. |
Tackling live, local business challenges and opportunities. | Projects tend to be smaller and more operational. |
Greater engagement from line managers as they agree the project. | Reliance on the manager to select the right project and support the participant. |
Implementation is usually more straightforward. | It is more difficult to track project impact post-programme. |
Coordinating 20 individual project presentations is a challenge. |
Group projects
Pros | Cons |
An excellent opportunity for collaboration and cross-functional working. | Projects and terms of reference must be agreed by senior leadership ahead of the programme. |
The executive has the opportunity for fresh eyes and research on real strategic challenges and opportunities. | Executive sponsorship is critical |
Presentations give participants exposure to senior leadership. | Final presentations must be arranged and committed to at the beginning of the programme. |
When implemented, projects typically provide a greater ROI. | Less line management ownership. |
Participants will be exposed to challenges and opportunities outside their area of expertise. |
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I recommend creating group projects if it is possible to put the elements in place to make them successful. Individual projects are a usual alternative if challenges around sponsorship and terms of reference can't be resolved. I am happy to support you in selecting what projects are likely to work in the context and to help shape the brief.
The Timeline
By the end of December |
Confirmation of dates (DV) Programme vignettes produced for participants and line managers (TO) |
By the end of January |
All diagnostics completed (DV and TO) GM engagement completed (DV) Project process agreed (DV and TO) |
By the end of February |
The final participant list agreed (DV) Design finalised (TO) Welcome pack created and sent to participants (TO) |
By the end of March |
Programme begins |
I fully appreciate this is a significant programme for the business, and rest assured, I am committed to doing whatever it takes to make it a huge success.
If you or any of the team have any questions, please get in touch at any time via 07932725113 or email - richard@twentyoneleadership.com.