Leadership is probably the toughest skill of all to master; the concepts are simple; the application often appears insurmountable.  

And good leaders need the support of good teams: many of the latest specialists in business management now recognise the importance of teamworking skills as an essential capability of individuals in the organisation.

Academy’s leadership courses are aimed at leaders in a  marketing, supplychain or programme management environment. Using recognised tools and models from the world’s leading business schools and practitioners, we have tailored these messages to the specific demands of leadership in these areas.

Focusing upon what followers want from a leader, Academy’s programmes provide the essential framework for leaders in every discipline to stimulate, inspire, and motivate their people in pursuit of higher performance.

Managers Coaching Programme

– concepts and practical application of coachingmore

In our fast changing world, business leaders are more and more facing change management as one of their main responsibilities.  Since (desired) change happens via projects, and since all projects represent chunks of change, most managers are now required to develop their project management skills.  

For the last 10 years, Academy and Pentacle have been training major corporations in Change & Project Leadership, not from an administrative perspective (GANTT charts, Critical path, PRINCE2, etc…), but from a managerial perspective (engaging stakeholders, identifying project types, predicting bottlenecks, scoping foggy projects, adapting leadership styles, balancing teams, etc).

The coached journey will enable you to:

  • recognise the different types of projects, understand their failure patterns, adapt your approach to overcome bottlenecks, and focus on delivering value.
  • discover how to identify and engage stakeholders whilst developing a complete and efficient stakeholder management approach.
  • learn how to adapt your leadership style to different project types and/or to different stages of a given project, as well as profiling your project team to improve efficiency.
  • acquire New WorldTM planning skills, including the one which will allow you to start planning ‘in the fog’, when objectives and methods remain unclear.
  • understand the importance of reviews and the way to handle them in different circumstances.

Concepts of Project Leadership

– leading successful programmes in the public sectormore

“Concepts of Programme Leadership” has been designed specifically for the public sector to provide a framework for helping SROs achieve successful delivery of business change. 

“Concepts of Programme Leadership” emphasises the critical minimum  activities required of an SRO to be confident of managing a programme through to effective delivery. The course will involve the minimum of lectures; rather it will focus upon participants applying a range of best-practice concepts and ideas to their own working programmes.

As a result of the course, participants will be able to:

  • have a clear understanding of the role of the SRO and the programme leader, and of the critical minimum effort required to ensure a programme achieves its objectives
  • understand the accountabilities of the SRO, and their responsibilities for decision-taking and personal commitment
  • recognise when you should personally intervene in the programme, and when you shouldn’t
  • have greater clarity of the vision and context of programmes, their impact, and the key risks
  • improve engagement with key stakeholders, particularly at senior levels, and with external departments and agencies
  • understand how to set up good governance processes, and be better informed with more timely and relevant information

The Project Leader’s Survival Guide

– the essential leadership training course for project managers and team leadersmore

The Project Leader’s Survival Guide is the essential leadership training course for managers, project managers, and project workers. The 3-day workshop is designed for up to six teams of three people, and combines lecture sessions, discussion groups, practical exercises and a PC-based simulation.

The computer simulation provides a challenging and stimulating vehicle for understanding the non-technical aspects of a complex project. Participants are faced with delivering a quality result within demanding time constraints, resources and budgets. Their ability to balance the often conflicting demands of client, management, project team and other departments is continuously tested, and the impact of their decisions measured and fed back against a number of important parameters.

Alongside the simulation, lecture sessions and practical exercises emphasise the importance of building the team, stakeholder management, risk analysis and measurement, power and influence, and provide step-by-step processes to help make judgements and decisions in a live project.

Team Leader Skills

– creating and sustaining top performance from your teammore

One of the greatest challenges faced by the project leader comes about through the very nature of the job itself - delivering a business result that cuts across the hierarchical boundaries of the organisation.

In addition to the traditional dilemmas facing the project leader - those of balancing the constraints of cost, functionality, and time - there exists another triad of conflicting interests - those of the team, the client, and management. Each of these three parties has a vested interest in the outcome of the initiative, and each must be satisfied without being compromised.

In such an environment the project leader must invest time and effort in the team - to gain and build the confidence and loyalty of the team members, provide them with purpose, and help them adapt to their new roles. His or her leadership style must adapt to the lifecycle of the project, changing its characteristics as each phase of the project is reached.

Teamworking

– how to play an effective role in a teammore

Teamworking in the past was a skill largely left to chance; it was expected that high-performing individuals would naturally co-operate within high-performing teams. Over the last few years, however, there has been growing recognition in management circles of the need to specifically develop teamworking skills. Teamworking sometimes means subordinating personal goals to the needs of the common good; in many cases, hard-won freedoms may have to be sacrificed.

This course examines the attitudes and behaviours that create a contributing team member, and provides a personal template for everyone to apply to their working – and personal – lives.

Managing Sales Competencies

– how to improve the skills, knowledge and attitudes of your sellersmore

Monitoring and developing the competencies of the sales team is one of the most important tasks for a sales leader. General-purpose competency models often fail to address many of the key attributes required of a seller, and never provide a benchmark for measuring standards.

The Academy model, developed in conjunction with HR specialists Chally Group Inc enables sales leaders to identify the most appropriate competencies for their particular needs, and benchmark their own staff against a global database of over 300,000 records.

This course introduces the model, and helps sales leaders dramatically improve staff development.

Self Insight and Assessment

 - developing a high-performing sales teammore

Self Insight and Assessment provides managers and professional sellers with the capability to manage their own personal development. Using our competency models and a number of tests, sellers can continually raise their standards of performance, and measure their own progress against international benchmarks.

This course helps managers coach their people to better performance, and individuals to take personal responsibility for their own development

Managing Sales Business

– a clear understanding of the top priorities of the sales professionalmore

There are special skills and knowledge involved in managing a successful sales operation. Being a super-salesman is not enough; general management skills are not enough; what is needed is a clear understanding of the top priorities of the sales professional - how to set goals in line with business targets and current pipeline, structure and organise resources, monitor progress and change priorities in order to maintain target performance.

Originally designed as a course for sales managers, in today’s climate where the salesperson normally carries the singular responsibility for delivery of results, this workshop provides a unique set of tools for monitoring and managing a sales business.

The forecasting component of this workshop is particularly valuable in contributing to improvements to supplychain performance.