Neuroleadership training for leaders

The training program is divided into 3 full days and offered to organizations as a tailor made training in the sense that the specific challenges and needs of the participating leaders are used as the starting point. Day 1 and 2 of the training should be kept together for learning purposes but Day 3 could be scheduled at a later time, depending on the needs of the client organization. Also, the client can shift the order between Day 2 and 3 depending on their needs, but Day 1 is given as the first day since it lays the necessary foundation.

Day 1: Good judgements & Accelerated development

Purpose and theme of the day: Give insight as well as tools for the participants to maximize their growth as leaders. Learn about the key barriers for individual development and performance as well as the barriers for making solid judgements as a leader, and how to manage these barriers.

Overall curriculum and flow:

Theory lesson: The human reward system and how to manage it
Team work: Participants develop goals and concrete plans for how they would like to develop as professionals and leaders
Theory lesson: The human mind and its limits in terms of information processing
Case study: Make a decision based on given information and data
Theory lesson: How to manage the limitations of the human mind and be able to make solid judgments
Team work: Participants work through the given tool and make plans for how to use it in their everyday professional life

Participant preparation for this day: Think through their individual goals as well as their development and performance as professionals and leaders, including the concrete challenges they are facing in their leadership roles

Day 2: Creating a developmental
work environment

Purpose of the day: Give insight as well as tools for the participants for arguing for as well as implementing a leadership approach to secure a continuous improvement and development focus in their department and area of responsibility, i.e.
make it a natural part on the agenda in the participants’ departments/area of responsibility.

Overall curriculum and flow:

Theory lesson: The problem and opportunity with improvement and development – the role of leaders
Team work: Participants work through their current business context and evaluate its improvement and development capability
Theory lesson: A systematic and well-proven approach to making improvement and development natural elements on all employees’ personal and professional agendas (potentially including a case study)
Team work 1: How would the systematic approach play out in each participant’s context?
Team work 2: Participants work through you they can implement and test the systematic approach in part or in full in their business context

Participant preparation for this day: Participants think through a set of questions probing their own understanding of how to make change a permanent condition as well as the real change capability of their business context

Day 3: Successful management of change initiatives and projects

Purpose of the day: Give participates insights and tools for how to set-up, plan and execute a challenging change and improvement project with limited resistance and inertia.

Overall curriculum and flow:

Theory lesson: Understanding the change context – what do the people think, feel and do that the change project is dependent on?
Team work: Participants device a search methods to understand the minds of people a change project is dependent on
Theory lesson: The influence tactics to deploy in behavior and communication as a change leader
Team work: Participants apply influence tactics on given subject matters and devise concrete approaches
Theory lesson: Successful interaction and communication one-to-one and one-to-many
Team work 2: Participants devise a concrete interaction and communication strategy in a concrete situation

Participant preparation for this day: Participants think through a previous change project, an ongoing change project or an upcoming change project