Leadership Development at Leadenhall develops leaders ‘horizontally’ and ‘vertically’.
Horizontal development is a focus on developing skills and capabilities and expertise as a manager and leader. Examples might include improved communication, better listening, giving and receiving feedback effectively and effective organisation skills.
Vertical development involves expanding the leader’s capacity for complexity, for greater flexibility, for a profound shift in how the leader sees self, others, relationships and systems. This deeper development is stimulated and supported by different types of conversation, by practices that themselves provoke new thinking.
Some managers and leaders have had very little formal development and training in management and leadership outside of practical experience and are looking to develop their knowledge and skills in a range of areas. We find that workshops supported by coaching are the most effective way of delivering progress in leaders’ skills and capabilities.
Often managers and leaders have been exposed to considerable skills development and leadership training and are looking to develop to the next level. The focus is no longer on pure skills development but on developing their own understanding of how they perceive the world and understand the context in which they work.
If you are not familiar with vertical development exploring Robert Kegan’s work on the socialised, self-authoring and self-transforming mind might be an interesting place to start. We find that coaching, individual and group coaching (leadership circles) combined with specialised workshops can be most effective in supporting leaders as they explore their own beliefs, thinking and mindset.
Leadership Development Programmes
Leadenhall Leadership’s Development Programmes are driven by three principles: self-reflection as a leader, identifying how best to lead others and understanding how your leadership fits in the wider organisation. The three core themes form the basis for the development of your programmes.
The detailed content is guided, via collaboration, by the level at which the programme is aimed, discussions with the stakeholder in respect to working culture and structure and finally the need for specialist topics. All our programmes are completely bespoke to the client and are designed after detailed collaboration. Programme delivery is also highly flexible with virtual, in house, 1-1 or group coaching and workshops all available as part of the programme.
Vertical development involves expanding the leader's capacity for complexity, for greater flexibility, for a profound shift in how the leader sees self, others, relationships and systems.
Specialist and additional modules
- Five functions of a cohesive team
- Recruitment and selection
- Managing successful meetings
- Negotiations and persuasion
- Leadership derailment
- Creativity and innovation
- Leading change project management
Assessment and Development
Leadership Development Review
The Leadership Development Review process is an alternative to the group development centre and develops leaders one at a time. The leader works closely with a Coach to develop self-awareness, better understanding their strengths, potential derailers and underlying drivers by drawing development themes from three data sources.
Working with their line manager and HR Business Partner they take the lead in constructing and owning their action plan.
The Leadership Development Review is a structured process which accelerates the development of high potential leaders. It is supported by an experienced coach and consists of four elements:
- 360° feedback to get insight from those who work for, with and alongside the Leader
- Hogan personality inventories looking at personality, drivers/mo5vators, strengths and potential high risk behaviours (derailers)
- HBRI – a business relevant ability test looking at tactical and strategic thinking styles
- Structured interview focusing on experience, skills and aspirations of the leader
All the data is pulled together in one summary report and used as the basis for a half day coaching session. The key to the success of the LDR is the richness of the data, the themes identified, the quality of the coaching, the development planning meeting with the leader’s manager and the resulting development plan.
Personality Profiling and Psychometrics
We use a range of psychometric instruments to support the work that we undertake. It is important that psychometric instruments are valid and reliable and are appropriate for the work that is being undertaken. It is also important that the people who administer and feedback the instruments are qualified to do so, and time is invested in explaining the results to those who have taken them.
Typology based Personality Profiles
We have coaches and consultants who are certified to use various typology-based personality instruments. These can be used for individuals, managers, leaders and teams to provide insights into self and others behaviour and their development. In our view these instruments are not suitable for recruitment and selection purposes.