The 6 superpowers of great leaders
What does it take to be a great technical leader?
1. Have the right intention
Great leaders know what they are there to do, how it aligns with the business direction and makes a positive impact that’s larger than themselves.
By focusing on intention, principles, values and understanding how that aligns to the business and communicating this clearly, participants’ credibility and influence will soar.
2. Practice simulation
Great leaders reflect regularly on what they do and how they do it.
Participants learn how to use reflective and visualisation practices to refine their game day-by-day and week-by-week until they have embedded new habits and are able to make better decisions and a great impression in real time.
3. Be a source of inspiration
Great leaders know how to inspire and motivate others, how to get the best out of staff and partners, so performance is greater than the sum of it’s parts. Participants learn how to effectively delegate, how to build a high-performing team and sustain energy through complexity, change and uncertainty.
4. Make meaningful connections
Great leaders know how to build rapport and relationships, and this doesn’t always mean just being nice. Participants learn how to build rapport rapidly, how to challenge stakeholders constructively, and how to turn rapport into meaningful and fruitful long-term relationships.
5. Optimise cognition
Great leaders know how to make good decisions, how to solve problems and how to analyse an argument or business case. Participants learn how to preserve their decision-making capacity, optimise their decisions for speed and quality, and how to spot errors in thinking.
6. Be good at persuasion
Great leaders know how to get their point across and influence those around them. Combined with the right intentions, this becomes a powerful combination to help guide the business into a brighter future. Participants learn how to pitch their ideas, reframe errors in thinking and facilitate a collaborative journey of discovery with stakeholders.