How to become the best leader you can be
“First-class. Making the complicated simple.”
“Ian paints the whole picture of how to lead an SME.”
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“Brilliant. Organised and well-delivered.”
The Leadership Map training programme covers twelve subjects. These subjects form the individual workshops in the programme and the chapters in the book. These are full day workshops (one every 8 weeks), providing cutting edge, researched leadership content, models, theories, and stories of businesses who have successfully put theory into practice. Each workshop concludes with each participant committing to actions they will take back to their business.
Strategic Decision Filters
1. Find Your Purpose
2. Create an unreasonable Dream (Vision)
3. Live Your Values
4. Set Your Strategy
People & Teams
5. Challenge The Status Quo
6. Develop Your Dream Team
7. Engage the Emotions
8. Show Grit
9. Create The Optimal Structure
10. Plan Your Strategic Priorities
11. Measure Your Success
12. Execute Through Great Meetings
Part One: Strategic Decision Filters
Every business, once it moves beyond start-up and into scale-up, needs to nail these four critical areas. I call them strategic decision filters. Why? Because, when you have these in place, every decision you make becomes easier, from the strategic to the tactical. When you work with your top team to create next year’s strategic priorities, they must be in line with your purpose, your vision, your values and, of course, your strategy. Your people need to demonstrate how they live your values in their day-to-day actions. When your front-line staff deal with your customers, they need to understand your point of difference versus that of your competitors (strategy) and demonstrate your values (the behaviours you want to see) in everything they do and say.
Part Two: People and Teams
As many great leaders have said, “The most important thing a leader can do is to develop another leader.” This section is all about developing people and creating amazing teams. It starts with a journey into challenge, stretch and growth and describes how to create a business where this is part of the DNA. I then show how to develop high-performing teams based on a common purpose and goals, in the knowledge that it is safe to take a risk. The third area moves into happy and motivated workforces, looks at why this is essential, and how it massively increases engagement and productivity. The final chapter in Part 2 looks at how to develop gritty, resilient people around you.
Part Three: Strategy Execution
This final area starts with a look at what kind of organizational structure is most suitable for your business. It then describes a robust way of creating your strategic priorities. Next, you need to review and assess how you are doing through a ‘dashboard’ of key performance indicators (KPIs). These must be available in a comprehensive scorecard format that shows your top team the financial information (which is historically based) and some predictors of future performance through KPIs on customers, your people and internal systems and processes. The final chapter in Part 3 is about the types of meetings you need to run, from strategic to tactical, and how to make them the best part of your day.