Connected Leadership: Specialist Modules

Module overview

This module is focused on how leaders translate organisational values and integrate them with their own personal values to create an authentic leadership approach.

Across three workshops you will undertake a series of activities to reflect on your personal values and how these come to life in your role at the University of Leeds, how these differ for everyone, and how the University values can act as a golden thread that builds belonging and supports inclusivity across the University.

Critically, in the second workshop you will use an action learning approach to explore a current leadership challenge and determine how best to apply a values-led leadership approach, enabling you to enact values-led leadership in real time.

Workshop 1: Demonstrating our Values

This workshop explores personal values, examining how and where they manifest in our leadership roles, how they are demonstrated and the impact of how others perceive them.

• Describe how an organisations values translate and are applied by me as a leader.
• Identify my own values and describe how these are demonstrated authentically as I lead.
• Explore and experience the values of others as well as my own.

Workshop 2: Values in Action

This workshop is an opportunity to explore how values impact on everyday leadership demands. With colleagues from across the University, you will collectively explore solutions to real-world challenges, fostering shared learning.

• Recognise the challenges and opportunities of being a values-led leader in a complex organisation.
• Identify a set of values-informed actions to apply to a current challenge.
• Explore and experience the values of others as well as my own.

Workshop 3: Leading with Compassion

This workshop is an opportunity to consider your leadership approach and the culture you foster when you lead with the value of “compassion”.  We will explore ways to develop an inclusive, psychologically safe environment where individuals and teams can thrive and excel.

• Articulate why a dialogical leadership approach is important for values-led leadership.
• Identify actions to build a safe, inclusive, and collaborative environment.
• Explore and experience the values of others as well as my own.

Rebecca Fielding – Founder & Managing Director, Gradconsult

Over the last twenty years Rebecca has recruited and developed thousands of people with, and for, some of the world’s biggest brands, including as Talent Manager for the UK&I with HJ Heinz and as Head of Leadership and Culture with Asda. Her roles have encompassed all aspects of talent management, recruitment, employee engagement and leadership development for up to 175,000 colleagues and 20,000 leaders and managers in the U.K. with a global Director and Top Talent remit.

A Fellow of the ISE, Fellow of the RSA, a ‘Top Career Development Voice’ on LinkedIn and a Chartered Fellow of the CIPD, Rebecca is a deeply experienced people professional and an accomplished facilitator with senior leaders, directors and executive boards. Visit Rebecca’s LinkedIn profile to read more about her background, publications and various advisory/board roles.

Rachel Salmon – Senior Consultant, Gradconsult

Rachel has a passion for developing the best in people and has honed her skills working in and with a range of very different organisations (Sheffield Hallam University, Wilko, the British Museum, Save the Children International, Allianz, IMI etc) supporting them in developing the knowledge, skills and mindset they need to grow and thrive within some very complex and changing contexts. She has over 20 years' experience in learning, leadership, and culture development and enjoys taking different approaches to learning.

She is a skilled facilitator and coach and is a firm believer in the power of practical, experiential learning (best evidenced by her role with Save the Children where she designed and delivered week-long immersive experiential learning events for humanitarian responders.) She has a BSc in Psychology from the University of St Andrews and an MSc in Human Resource Management from Sheffield Hallam University. She is currently studying for the ILM Level 7 certificate for Executive and Senior Level Coaching and Mentoring.

There are 4 cohorts of the Values-Led Leadership module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Wednesday 25 September 2024, 10am – 1pm
• Wednesday 9 October 2024, 10am – 1pm
• Wednesday 23 October 2024, 10am – 1pm

Cohort 4 dates:

• Thursday 27 February 2025, 10am – 1pm
• Thursday 13 March 2025, 10am – 1pm
• Thursday 27 March 2025, 10am – 1pm

Cohort 5 dates:

• Thursday 1 May 2025, 10am – 1pm
• Thursday 15 May 2025, 10am – 1pm
• Thursday 5 June 2025, 10am – 1pm

Cohort 6 dates:

• Thursday 12 June 2025, 10am – 1pm
• Thursday 26 June 2025, 10am – 1pm
• Thursday 10 July 2025, 10am – 1pm

Workshop 1: Why Change

The workshop will position the context of the drivers of change for the University of Leeds, why it is happening and how it impacts organisational culture. Participants will be introduced to the University’s internal change roles and competencies and will have the opportunity to self-assess against these and apply to current change projects.

• Why exponential change is happening
• The driver of change for the university of Leeds
• The drivers of success and failure
• The speed and impact of failure
• University of Leeds core roles and competencies - Self-assessment
• Identifying current change challenge
• Identifying the roles and competencies needed

Workshop 2: Leading Transition and Managing Resistance

The second workshop will explore leadership capability when leading people through change. This will include understanding how change affects performance and identifying a range of strategies to manage transition and resistance.

• The neuroscience of how change affects human performance
• The role and behaviours we see during change
• Strategies in managing different roles and behaviours
• The role and behaviours we see during change
• Strategies in managing different roles and behaviours

Workshop 3: Leading Strategic Change

The final workshop will develop capability to apply strategic change framework on a current change project. Participants will get the opportunity to work on their current challenges and be introduced to a range of internal online tools.

• Identifying current change challenges and the business case
• Introducing the influencer model
• Identifying the measurable results
• Identifying the vital behaviours
• Implementation of the behaviours
• Applying the 6 sources of influence
• Identifying internal resources
• Online toolkit

Vicki Haverson  – Principal Consultant, Leadership & Talent Consultancy, GatenbySanderson

Vicki is passionate about strengths-based practices and organisation and relationship systems coaching which she integrates into her work with organisations, leaders, and teams. Her areas of expertise include leadership and team coaching and development, coaching supervision and strengths-based organisation design and development.

She is a Certified Coach Supervisor, Advanced Certified Coach and Strengths Coach with over 18 years’ experience in both in-house and consulting roles.

Vicki has worked across sectors including banking and finance, aviation, education, engineering, healthcare, legal, local and central government, not for profit and social housing in both the UK and Middle East where she lived and worked for 9 years.

Before joining GatenbySanderson, she was responsible for the Leadership and Talent Consultancy practice for Greenacre Consult where she worked with clients across the social housing, not for profit and public sector.

Liaquat Lal – Partner, Leadership & Talent Consultancy, GatenbySanderson

Liaquat is a Partner within the Leadership and Talent Consultancy at GatenbySanderson where he heads up the leadership and organisational development practice. Prior to joining GS, Liaquat led a range of consulting teams designing and leading global delivery of senior leadership development and organisational development .

Liaquat started his professional life working in the social care field as practitioner, team leader and strategy co-ordinator for local and central government and then moved into internal learning and development leadership roles for GE Capital and the Co-op.

Liaquat is the GatenbySanderson account director for the University of Leeds and has led the design and delivery of the internal ‘Leading Change and Transformation’ programme as well as designing and delivering a range of bespoke and customised senior team leadership development programmes for faculties and schools across the University.

There are 6 cohorts of the Leading Change module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Tuesday 24 September 2024, 9.30am – 12:30pm
• Tuesday 8 October 2024, 9.30am – 12:30pm
• Tuesday 22 October 2024, 9.30am – 12:30pm

Cohort 4 dates:

• Monday 4 November 2024, 9.30am – 12:30pm
• Tuesday 19 November 2024, 9.30am – 12:30pm
• Tuesday 3 December 2024, 9.30am – 12:30pm

Cohort 5 dates:

• Tuesday 14 January 2025, 9.30am – 12:30pm
• Tuesday 28 January 2025, 9.30am – 12:30pm
• Tuesday 11 February 2025, 9.30am – 12:30pm

Cohort 6 dates:

• Wednesday 26 February 2025, 9.30am – 12:30pm
• Wednesday 12 March 2025, 9.30am – 12:30pm
• Wednesday 26 March 2025, 9.30am – 12:30pm

Cohort 7 dates:

• Wednesday 30 April 2025, 9.30am – 12:30pm
• Wednesday 14 May 2025, 1.30pm – 4.30pm
• Wednesday 4 June 2025, 9.30am – 12:30pm

Cohort 8 dates:

• Wednesday 11 June 2025, 9.30am – 12:30pm
• Wednesday 25 June 2025, 9.30am – 12:30pm
• Wednesday 9 July 2025, 9.30am – 12:30pm

This module will help you to:

• Contribute to the University Strategy and translate it to their own context
• Understand and analyse challenges and opportunities, to inform the creation of a local strategic plan
• Plan effective communication and engagement with the strategy within their own team

Workshop 1: Translating University Strategy to a Local Context

• Connecting to the University vision
• Translating the University Strategy to local vision and strategy
• Linking strategy to values

During this workshop, leaders will be working on their own local strategy to ensure it links with the University Strategy coherently.

Workshop 2: Creating a Local Strategic Place

• Objective contextual analysis
• Risk identification and management
• Strategy planning hierarchies
• Strategy stakeholder mapping

During this workshop, leaders will be working on their own local strategy to ensure it is robust in considering content, risks and stakeholder involvement.

Workshop 3: Encouraging Engagement with the Strategic Plan

• Dialogical strategy formulation and dissemination
• Personal engagement planning
• Applying a change model to strategy implementation

During this workshop, leaders will be working on their own local strategy and plan how to bring it to life for key stakeholders using effective change management techniques.

Adam Robertson - Senior Associate, Oakridge

Adam has 25 years’ experience of working with clients in the UK, US, Switzerland, Germany, Holland, SE Asia, Dubai and Sweden in programme design and delivery including a number of Organisational Development assignments with global reach.

He has designed and delivered major culture change and business transformation projects alongside the design and delivery of senior leadership development programmes. Working with senior teams, he has supported team effectiveness projects including coaching senior team members and developing creativity training programmes for project leaders and LEAN specialists.

With significant international business experience, Adam is a highly skilled facilitator and coach who brings a calm and measured approach to creative problem solving. Adam has an MBA in Strategic Leadership (Henley Business School), a BA (Hons) in History of Art and a Diploma in Training Management. He hold BPS psychometric assessment Levels 1 & 2, is a certified Emergenetics practitioner and qualified in Prince II Project Management.

Angela Scott – Oakridge

Angela has over 25 years of international experience in the technology sector, including over 15 years in senior commercial leadership within pre- and post sales roles. She has guided leaders and businesses through the complexities of continuous change with a combination of lived experience and deep specialist expertise. Angela excels in driving behavioural change and aligning goals to steer organisations toward innovation and sustainable growth.

Angela is a visionary and strategic transformation facilitator who specialises in crafting collaborative, remote-first work environments and has a proven track record of leading cross-functional initiatives that enhance leadership performance, elevate engagement, and achieve significant business outcomes. Her approach promotes integrating data-driven decision-making with empathetic leadership, ensuring optimal adaptation to change while fostering an environment of trust and resilience.

Angela's qualifications include an MSc in Organisational Psychology from Birkbeck, University of London, a Certificate in Applied Neuroscience accredited by the ICF, and she is a Co-Active coach. She is a certified Emergenetics practitioner and a qualified Prosci Certified Change Practitioner.

There are 6 cohorts of the Translating and Developing Strategy module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Wednesday 18 September 2024, 1.30pm – 4.30pm
• Monday 30 September 2024, 1.30pm – 4.30pm
• Wednesday 16 October 2024, 9.30am – 12.30pm

Cohort 4 dates:

• Wednesday 13 November 2024, 1.30pm – 4.30pm
• Wednesday 27 November 2024, 9.30am – 12.30pm
• Wednesday 11 December 2024, 1.30pm – 4.30pm

Cohort 5 dates:

• Wednesday 15 January 2025, 9.30am – 12.30pm
• Wednesday 5 February 2025, 1.30pm – 4.30pm
• Wednesday 19 February 2025, 9.30am – 12.30pm

Cohort 6 dates:

• Thursday 6 March 2025, 1.30pm – 4.30pm
• Thursday 20 March 2025, 9.30am – 12.30pm
• Thursday 3 April 2025, 1.30pm – 4.30pm

Cohort 7 dates:

• Thursday 8 May 2025, 9.30am – 12.30pm
• Thursday 22 May 2025, 1.30pm – 4.30pm
• Thursday 19 June 2025, 9.30am – 12.30pm

Cohort 8 dates:

• Thursday 3 July 2025, 1.30pm – 4.30pm
• Thursday 17 July 2025, 9.30am – 12.30pm
• Thursday 31 July 2025, 1.30pm – 4.30pm

This module is designed to provide you with an opportunity to explore your leadership through the lens of systems and culture. We will introduce some critical ideas and themes that are designed to give you a sense of the field, and then the space to reflect, learn and practice the application of these ideas in the context of your role as a leader in the institution.

This will include:

• an introduction to the vocabulary and meaning of systems and culture, to encourage critical awareness
• an exploration of some key concepts, to develop pluralism and curiosity, and to integrate the pillars of self, system and the boundaries inherent in each
• activities that will enable you to test the application of these ideas, and reflect on their potential to support your repertoire of practice as a leader.

Workshop 1: A System Perspective on Leadership

• Complexity - understanding systems in terms of characteristics and relationships.
• Interconnectedness, emergence, and causality.
• Distributed leadership (and unknowingness).
• The relationship between systems and culture.
• Mapping your system, with the Impact Gap Canvas.

Workshop 2: Application of System Thinking

• Reflections on system mapping.
• Metaphors and language.
• Systems thinking as a means of shaping organisational culture, understanding the various interconnected and interdependent components in organisations.
• Tools and Approaches – resources, examples, opportunities.

Workshop 3: Developing the Architecture of your System Leadership

• Anecdote Circles as a means of eliciting experiences and stories about systems.
• Designing leadership interventions with a focus on culture.
• Gaining insights into underlying patterns, structures, and feedback loops within the system.
• Using systems thinking to accelerate culture change.
• How can a community lead for emergence?

Dr Mark Cole

Dr Mark Cole has worked throughout his 35+ year career in developmental roles in and around the National Health Service (NHS) in the UK.

Over the past seven years, he led on system leadership and organisation development as part of the NHS London Leadership Academy, which involved thought leadership, consultancy and programme design and delivery.

Since July 2023 he has been the Managing Director of Radical OD Ltd, his own company that provides support to a wide range of agencies, focusing primarily on helping them to embrace systems thinking and to develop a rich and meaningful understanding of voice, silence, and power in the workplace.

His book entitled Radical Organisation Development was published in 2019 by Routledge. It outlines a critique of a contemporary OD practice and indicates a way in which its practice could be improved so as to achieve more of its ambitions.

Alongside formal publications, Mark blogs about organisational life on the website www.radicalod.org, through which he invites people to contact him. His professional website can be found at www.markcole.org. He is a Chartered Fellow of the Chartered Institute of Personnel and Development in the UK.

Pauline Roberts

Pauline Roberts is an MSc qualified systems thinking practitioner. She has over 18 years’ experience of putting systems thinking into practice in contexts such as the NHS, local authorities, ministry of defence, pharmaceutical industry, police, charities, voluntary groups and place based systems change.

She is an educator in applied systems thinking at Bayes Business School, City University, London and an associate lecturer on modules associated with the MSc in systems thinking in practice at the Open University. She is also a Practice Tutor for the new systems thinking practitioner apprenticeship and an independent assessor for the systems thinking practitioner apprenticeship.

Her areas of expertise are making systems thinking theory come to life in the real world and focussing on people in complex situations and the things they want and need to thrive. She is the creator of the Creating the ‘Conditions for Change©’ approach – a systems thinking approach to bringing humanity back into complex situations, which is based on the concepts of complexity and viable systems.

She is the author of the book, ‘Crossing the Bridge – a practitioner’s learning journey into systems thinking and creating the conditions for change’ which outlines the joys and challenges of using systems thinking in real world situations.

Nims Dhawan

Nims has over 15 years’ experience in the private and public sector as an organisational development consultant and coach.

Her focus remains on looking at the bigger picture, she uses systems-thinking principles in her work to enable her clients and stakeholders to understand the culture of the organisation. She is passionate about evidenced-based practices and encourages her clients to work differently. Humanistic approaches underline her work.

Her areas of expertise include coaching, team development, organisational culture and organisation design. She enjoys facilitation of both small and large groups.

Nims is a Certified Transactional Analyst and a qualified coach and coach/consulting supervisor. She has worked across a number of sectors, including professional services, engineering and the Civil Service.

She operates a private supervision practice and is a Provisional Teaching & Supervising Transactional Analyst in the organisation field (PTSTA – O). She will begin teaching TA to leaders, consultants and HR professionals who seek a deeper understanding of the dynamics in organisational life.

Nims lives in London with her husband and son. She likes to try new things and a few years ago decided to learn how to draw and now incorporates this into her professional practice. Visit Nims' LinkedIn profile if you wish to learn more about her and her professional practice.

There are 6 cohorts of the Understanding Systems and Culture module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Tuesday 17 September 2024, 9.30am – 12:30pm
• Tuesday 1 October 2024, 30am – 12:30pm
• Tuesday 15 October 2024, 30am – 12:30pm

Cohort 4 dates:

• Tuesday 12 November 2024, 9.30am – 12.30pm
• Tuesday 26 November 2024, 9.30am – 12.30pm
• Tuesday 10 December 2024, 9.30am – 12.30pm

Cohort 5 dates:

• Tuesday 21 January 2025, 9.30am – 12.30pm
• Tuesday 4 February 2025, 9.30am – 12.30pm
• Tuesday 18 February 2025, 9.30am – 12.30pm

Cohort 6 dates:

• Wednesday 5 March 2025, 9.30am – 12.30pm
• Wednesday 19 March 2025, 9.30am – 12.30pm
• Wednesday 2 April 2025, 9.30am – 12.30pm

Cohort 7 dates:

• Wednesday 7 May 2025, 9.30am – 12.30pm
• Wednesday 21 May 2025, 9.30am – 12.30pm
• Wednesday 18 June 2025, 9.30am – 12.30pm

Cohort 8 dates:

• Wednesday 2 July 2025, 9.30am – 12.30pm
• Wednesday 16 July 2025, 9.30am – 12.30pm
• Wednesday 30 July 2025, 9.30am – 12.30pm

A key aspect of connected leadership is enabling others to perform at their best.  For many leaders this involves teams - whether fixed and long-standing or flexible and short-term.  Great team leadership fosters individual and collective capability to deliver outcomes in a way that is consistent with organisational values (Collaboration, Compassion, Inclusion and Integrity).  This module explores what characterises effective teams and wise team leadership. It offers practical approaches to build leaders’ confidence in action.

Participants will be expected to identify team examples, issues and challenges to work on through the Module.

Workshop 1: Leading Teams

The first workshop will consider our perspectives on effective teams and wise team leadership.  It will invite exploration of good examples in the University and beyond. What do these teams do particularly well?  It will focus on you - the leader - as a collaborative role model creating an environment of high trust, openness, learning and shared accountability for results from often diverse groups.  It will also pay attention to what can help and hinder team effectiveness and what leaders can do to amplify the conditions for teams to thrive and contribute.

Workshop 2: Developing Teams

Building on the foundations of Workshop 1, the focus will be on how teams develop over time and how the leader can shape and steer this.  It will explore the power of team purpose, identity, stories and the quality of relationships and dialogue within the team – including the vital capacity to deal with conflict and disagreement in a healthy way.  In an increasingly anxious world and workplace it will explore what it means to foster individual and team well-being in a hybrid working context.  The importance of time to reflect, share, enjoy and celebrate will also be explored.

Workshop 3: Maximising Team Impact

This workshop turns attention increasingly outward to the team’s reputation and relationships in the wider University and HE eco-system. It will explore how the team operates in a complex context and deals with challenge and feedback, keeping a learning and improvement orientation. It explores the risk of team silos and how the team balances progressing its own goals within the overall University strategy. A focus will be on working collaboratively with stakeholders and other teams. It will explore how to deal with tensions when differences of perspective exist and how to address and resolve these in service of the greater good.  The final hope is for participants to plan how to sustain learning about great team leadership!

Dr Jane Gaukroger – EMCC Coach Practitioner, Berkshire Consultancy, Faculty (BA (Hons), PG Dip (HR), PhD, FCIPD)

Jane is a very experienced organisational and leadership development consultant and executive coach, having spent her whole career in the field.  She previously held leadership roles in the UK people and change consulting practices of global firms Towers Perrin and KPMG, leading projects with a wide range of large, complex clients. She leads cross-sector leadership programmes for the Whitehall and Industry Group and has been a tutor with the NHS Leadership Academy.

She works widely in the HE sector including development with governing bodies, Vice Chancellors and senior executive groups, as well as coaching a wide range of leaders from across a diverse range of academic and professional service areas. She has also been a university governor.

Jane has a first-class degree in English from the University of London, is a Fellow of the Institute of Personnel and Development, an EMCC qualified coach and holds a doctorate in organisational wisdom. She is particularly interested in how leaders access and cultivate their own and others’ wisdom to build the organisations needed to face 21^st century challenges. She writes and researches in this area and is connected with the Center for Practical Wisdom at the University of Chicago.

Johnny Craike – EMCC Coach Senior Practitioner  (LLB, MA (research))

Johnny is an accredited European Mentoring and Coaching Council (EMCC) leadership coach, facilitator and learning game creator. He has a passion for learning through play and works with clients to incorporate games and fun into their workplaces. His career started in higher education before moving into the civil service and the housing sector. He has over 10 years’ experience working in senior leadership teams within the public and charitable sectors.

Johnny is a strength-based practitioner, helping clients to understand their own and each other’s strengths and identify small steps they can make to solve issues. He is an Insights Discovery practitioner, has coached more than 350 people and delivered learning programmes for over 70 organisations. This includes 30+ civil service departments and local authorities, Notting Hill Genesis, American Express, London School of Economics, DB Schenker, Goodyear, Paradigm housing, Abbvie, Transform Housing and Support, Homelesslink, Delaware North, Societe Generale and Frontline.

Ajay Bundy – APEC Master Accredited Executive Coach, Principal Consultant Berkshire Consultancy (MSc, BA (Joint Hons))

Ajay is a leadership and organisational development consultant and executive coach. She takes a collaborative approach with clients to enhance organisational effectiveness through clarifying business goals, vision and values. This allows her to work alongside leaders, enabling them to enrich & develop skills and behaviours that align with the organisation’s aims, encouraging them to notice patterns and themes, to explore & experiment.

With a first degree in European languages, she lived and worked for four years in Rome working in international advertising and on her return to the UK, held senior management positions in the financial and telecoms sectors. Moving into consultancy, her area of expertise has been senior role development and strategic collaboration, focusing on the interpersonal and communication sides of leadership.  Ajay has worked with directors and senior executives from the law, telecoms, pharmaceutical, high end consumer products and fashion sectors, as well as from the criminal justice system, Civil Service, the NHS and HE. In addition to 1:1 coaching, a significant part of her work is with groups, from facilitating Action Learning Sets to delivering development programmes and running intact team interventions.  She is part of the NHS’s national Leadership Academy Faculty and works on the Nye Bevan Leadership Programme. She is also on the Design & Delivery Team for the Civil Service’s Beyond Boundaries talent programme, formerly the Positive Action Pathway, the largest of its kind in the UK.

There are 6 cohorts of the Leading and Developing Teams module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Thursday 19 September 2024, 9.30am – 12.30pm
• Thursday 3 October 2024, 9.30am – 12.30pm
• Friday 18 October 2024, 9.30am – 12.30pm

Cohort 4 dates:

• Thursday 14 November 2024, 9.30am – 12.30pm
• Thursday 28 November 2024, 9.30am – 12.30pm
• Thursday 12 December 2024, 9.30am – 12.30pm

Cohort 5 dates:

• Thursday 23 January 2025, 9.30am – 12.30pm
• Thursday 6 February 2025, 9.30am – 12.30pm
• Thursday 20 February 2025, 9.30am – 12.30pm

Cohort 6 dates:

• Tuesday 4 March 2025, 9.30am – 12.30pm
• Tuesday 18 March 2025, 9.30am – 12.30pm
• Tuesday 1 April 2025, 9.30am – 12.30pm

Cohort 7 dates:

• Tuesday 6 May 2025, 9.30am – 12.30pm
• Tuesday 20 May 2025, 9.30am – 12.30pm
• Tuesday 17 June 2025, 9.30am – 12.30pm

Cohort 8 dates:

• Tuesday 1 July 2025, 9.30am – 12.30pm
• Tuesday 15 July 2025, 9.30am – 12.30pm
• Tuesday 29 July 2025, 9.30am – 12.30pm

Workshop 1: Coaching as a Leadership Style

Established leaders will explore​:

• Different styles of leadership and how optimising coaching can enhance a values-based leadership style​
• How coaching supports personal ambitions and those of the team, department, faculty and the University of Leeds​
• Assess personal leadership preferences and how to balance challenge and support effectively​
• Identify when, and when not, to use coaching ​

Coaching Skills​

Established leaders will practice:

• Key coaching skills to provide practical tools to optimise a coaching style and embed a coaching culture​.
• Listening to understand to actively listen with curiosity to understand others’perspectives​.
• Powerful questioning to develop great coaching questions to help others to deepen their awareness and understanding.

Workshop 2: Great Leadership Conversations

Established leaders will explore​:

• How and when a coaching approach can be useful, focusing on delegates’ own leadership opportunities and challenges.  ​
• The benefits of a coaching approach for impactful leadership conversations: performance, development, challenging conversations, managing inclusively, supporting wellbeing and navigating change.​
• A practical demonstration of a structured coaching conversation to explore and reflect upon – setting outcomes, exploring the current situation, identifying options and encouraging action planning.​

Coaching Skills​

Established leaders will practice:

• Structured coaching for development conversations to enable team members and colleagues to fulfil their potential and be their best.

Workshop 3: Developing a Coaching Culture

Established leaders will explore​:

• Creating a culture of coaching and learning for teams, departments and faculties​
• Identifying conditions needed for colleagues to feel empowered, challenged and supported to take ownership​
• Assessing supportive and non-supportive behaviours and identify how to shift to supportive behaviours to help embed coaching ​
• Collaborating effectively by taking a coaching approach to leading teams and groups ​

Coaching Skills​

Established leaders will practice​:

• Building facilitation skills to lead teams and groups inclusively ​
• Developing enhanced reflection and feedback skills to support a coaching approach with teams and groups

Joanne Clare – Senior Associate, Oakridge

As an Executive Coach, Leadership Development Consultant and Fellow of the Chartered Institute of Personnel and Development, Jo has over 24 years’ experience in senior and strategic Organisational Development, Change Management and HR engagements. She champions engaging people to make a positive difference to organisational culture through aligning people and business strategies, coaching and learning.

Jo works with leaders to help them to develop an authentic and inclusive style, through working with strengths, identifying values and connecting to purpose. She helps leaders to build confidence to engage and inspire others, to build great teams through coaching and empowerment, to improve collaboration and deliver transformational change .

Jo works with a broad range of clients and developed long term partnerships with organisations, nationally and internationally including the University sector, NHS and health research, travel and aviation, automotive, engineering and commercial organisations. She holds a BA (Hons) Degree in Business and Tourism Management, a PG Dip in Human Resource Management and is a certified Strengthscope Master Practioner, and is accredited to work with Myers Briggs, Facet 5 and Emergenetics profiling tools.

There are 6 cohorts of the Optimising a Coaching Leadership Style module in 2024/25. To sign up, you must be able to attend all three workshops of the cohort you wish to book. Dates for all workshops are outlined below. We recommend booking a maximum of two modules as each consists of three half-day workshops which will take place online. If you'd like to sign up for more, please contact leadership@leeds.ac.uk.

Cohort 3 dates:

• Thursday 26 September 2024, 1.30pm – 4.30pm
• Thursday 10 October 2024, 1.30pm – 4.30pm
• Friday 25 October 2024, 9.30am – 12.30pm

Cohort 4 dates:

• Thursday 7 November 2024, 1.30pm – 4.30pm
• Monday 25 November 2024, 1.30pm – 4.30pm
• Wednesday 4 December 2024, 1.30pm – 4.30pm

Cohort 5 dates:

• Monday 6 January 2025, 1.30pm – 4.30pm
• Monday 20 January 2025, 1.30pm – 4.30pm
• Monday 3 February 2025, 1.30pm – 4.30pm

Cohort 6 dates:

• Tuesday 25 February 2025, 9.30am – 12.30pm
• Tuesday 11 March 2025, 9.30am – 12.30pm
• Tuesday 25 March 2025, 9.30am – 12.30pm

Cohort 7 dates:

• Tuesday 29 April 2025, 9.30am – 12.30pm
• Tuesday 13 May 2025, 9.30am – 12.30pm
• Monday 2 June 2025, 1.30pm – 4.30pm

Cohort 8 dates:

• Tuesday 10 June 2025, 9.30am – 12.30pm
• Monday 23 June 2025, 1.30pm – 4.30pm
• Tuesday 8 July 2025, 9.30am – 12.30pm