EMH Overview - Slide version

EMH OVERVIEW Leading Remotely in a Changing World

March 2021 Simon Tarver & Liz Clarkson

EXECUTIVE SUMMARY

2020 proved to be one of the most challenging years for all of us. Primeast and EMH have been working collaboratively to design and deliver the programme, Leading Remotely in a Changing World, ensuring Leaders, Middle Managers and First-Line Managers develop a set of skills and models to support their teams in a remote and virtual working environment; adapting to new ways of working. EMH has a strong focus on well being and is very people focused - a theme which emerged during initial consultation and early engagements with participants. This programme focuses on creating a psychologically safe environment to work in and adds value to the work that has been carried out through the Barrett Values Centre surveys. This document shares the core elements of Leading Remotely in a Changing World, with feedback from the participants who have completed the programme. Primeast would be delighted to deliver a summary session to the EMT in March/April to share the key learnings and this document also provides some additional options to stimulate discussion around any further support we can provide, as we have now gained a deeper insight into your organisation and your aspirations.

OUR APPROACH

PRE-WORK  We request that all learners review the pre-work for each session of the programme that is accessed via EMH Learn which covers the theory of the models the session will be exploring so that during the workshop we can get straight to the practical application of the models (allowing us to design the sessions using the principles of experiential learning i.e. participants learn by doing and experiencing in a safe learning environment).  The expectation for time spent on prework is around 15 minutes with reading, videos and interactive activities. DELIVERY  All sessions are delivered via Zoom with use of additional applications to ensure the sessions are interactive and engaging.  Each session is 3 hours in length with breakouts and interactives that focus on Real-Play rather than role-play.  Participants are expected to apply learning between sessions and bring learning back to the group for reflection, discussion and developmental feedback and recommendations.  In the future we will be able to deliver this face to face or continue virtually or apply a blended approach, once the Covid restrictions are lifted.

Session one: Working with People

Session two: Creating Psychological Safety Session three: Moving to a VUCA (R) World

Next Steps Additional Support

SESSION ONE: WORKING WITH PEOPLE

Objectives Programme Feedback

Pre-work on Ladder of Inference, The Five Behaviours of a Cohesive Team model , set up and use of Slido prior to attending the workshop

OBJECTIVES High Level Outline (key models/content/exercises) Avoiding a micro management approach •

Using the Ladder of Inference to understand other people’s perspectives and appreciate effective team alignment • The impact of building relationships and maximising your network • Understanding the balance of Task, Team, and Self-Performance Understanding the psychology of remote teams • Identify your personal and team dynamics and performance using the Lencioni Team tool • Manage your teams by ‘virtual walkabout’ • Understand the psychology of the personalities of your team • Learn tools and techniques to bring your team together • Harness effective communications and engagement in remote and virtual teams Workshop Objectives By the end of the workshop, participants will: • Have a set of tools to establish greater communications with your colleagues, know when to deploy these tools in different situations, and have had practice in doing this effectively. • Understand the concept of influencing within an EMH context • Have been introduced to several techniques for influencing, including the "How, Who, What" framework, the Ladder of Inference, and Inquiry- Advocacy-Acknowledgement • Recognise the "Five Behaviours of a Cohesive Team", and how to encourage healthy conflict within teams • Have been introduced to the concept of Action Learning Sets as a way to facilitate effective team action plans

KEY MODELS EXPLORED DURING THE WORKSHOP

Avoiding a micro-management approach

Understanding the psychology of remote teams

FEEDBACK

Please describe your overall experience of this workshop in a sentence below. • Some new models and things to think about. • Provoked a positive appetite to make some changes to managing remotely • We are all experiencing similar situations • Engaging and thought provoking, thank you. • Very enjoyable, took away a couple of vey practical ideas and lots to reflect on

What topics/key points were of most value to you? • Role of the leader - proportion of time between the 3 areas • Data pool and ladder of inference • The ladder of influence and enquiry / advocacy - looking at an issue from the other person's perspective. Also the action learning set exercise. • Working on examples in groups makes you engage and get something real from the session. • The concept of the ladder of influence - able to apply this to conversations, team briefings and with some emails too.

SESSION TWO: CREATING PSYCHOLOGICAL SAFETY

Objectives Programme Feedback

Pre-work on Psychological Safety, the Trust Equation, and the Skills Development Journey

OBJECTIVES

High Level Outline (key models/content/exercises) Creating psychological safety • Building trust in a remote and virtual world •

Strategies to support the ongoing development of a collaborative, connected and efficient team.

Understand the trust equation and how to maximise your team (linked to session one) • Motivating teams to high performance

Supporting Ownership Transition •

Experiential task relating to SDJ to understand how to coach and support your team at differing stages of development • Two engaging action learning sets and co-coaching using real-time case studies

Workshop Objectives By the end of the workshop, participants will: •

Have a good understanding of how important psychological safety is in team dynamics • Practice using ‘manager as coach’ as a tool to increase psychological safety • Understand the importance of Trust in teams and how to assess it. • Use and understand the Skills Development Journey to work with your staff to move to ‘Let Go’

KEY MODELS EXPLORED DURING THE WORKSHOP

Creating psychological safety

Supporting ownership transition

Building trust in a remote and virtual world

Building swift trust

FEEDBACK

What topics/key points were of most value to you? • Skill Development Journey • The trust equation • Psychological safety and skills development journey - good tools • All of it was relevant and of value. I think the skill development framework is a good tool for building trust and the safer for speaking up • Reflection on conversation with my team

Please describe your overall experience of this workshop in a sentence below. • Primeast deliver thought provoking information in a way that engages and build your own skill set. • It has made me reflect on my own styles • Excellent workshop that will give me the skills and resources for managing remotely • Enjoy and the break out sessions. They simulated some very valuable conversations which were helpful for me personally

• Really good and relatable to everyday leadership/ management

SESSION THREE: MOVING TO A VUCA (R) WORLD

Objectives Programme Feedback

Pre-work on VUCA / VUCA(R), resilience (including self-assessment diagnostic), and adaptive mindset

OBJECTIVES High Level Outline (key models/content/exercises)

Operating in an agile world 

Reflecting on how resilient you are and how this could be enhanced to ensure a “change ready” position. Personal resilience is not just your ability to bounce back, but also your capacity to adapt in the face of challenging circumstances, whilst maintaining mental wellbeing.

Leading with autonomy 

Following on from the previous session’s SDJ activity, participants will learn to engage and empower others with purpose.

Handling ambiguity and the impact of change 

Leveraging the outputs from the Leaders Challenge Forum, consider how the impact of change can influence results and success.

Workshop Objectives By the end of the workshop, participants will: 

Have a good understanding of your own levels of Resilience and how to work with your team  Reflect on the use of Technical v Adaptive leadership and moving in a changing world  Move further through the Skills Development Journey to Let Go to empower your teams to work with more Autonomy

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LET’S RECAP WHAT WE’VE COVERED TODAY

Working with agility

When are you a technical or adaptive leader?

Being more aware of our resilience

Learning to ‘Let Go’ the right way

FEEDBACK

Please describe your overall experience of this workshop in a sentence below.

What topics/key points were of most value to you? Empowering staff to make decisions leading and inspiring Listening first , Resilience reflection Really engaging, great tips, prompts and conversation starters were discussed. found all of the session useful All valuable, specifically liked the Ladder of inference

Really good - one of the better virtual training sessions I’ve attended

Great to reflect on own adaptive leadership style and had a positive buzz today

Best training I have had for a long while!

Engaging and insightful

Really enjoyed, looking forward to the next

How we can work together

NEXT STEPS

NEXT STEPS – ADDITIONAL SUPPORT Subsequent to the 1 hour summary session, there are a number of additional options we could explore together:

THE LEADERSHIP FORUM Launch a Leadership ‘discussion’ forum via EMHLearn to identify and capture practical challenges and opportunities which we

DEVELOPING LEADERSHIP

SCALING TALENT A modular portfolio of stand-alone modules for scalable skills development across the organisation

UNLOCKING VALUES & TALENT Facilitated team sessions – to examine themes, create actions to drive transformation ( Level 4 Courageously Evolving ) e.g. ‘Going above and beyond‘ Using existing EMH Barrett Values data to bring Barrett

LEADERSHIP ALIGNMENT An in-depth strategic alignment workshop for the leadership team based on PrimeFocus TM • Where are we now? • Where do we want to be? • How do we get there?

EFFECTIVENESS Using insights from the Leadership Circle, a proven leadership model, target 2 core areas for collective development as a Leadership Team to achieve the desired transformation

can target through individual coaching, collective coaching or stand-alone sessions

VIEW BROCHURE

Values to life. Making transformation happen.

THANK YOU

Liz Clarkson & Simon Tarver Email: liz.clarkson@primeast.com | simon.tarver@primeast.com Phone: 07495 5570831 | 07976 623927

PRIMEAST USA 1600 Perrineville Road Ste 2-325, Monroe Township, NJ 08831 United States

PRIMEAST EMEA 5 Greengate, Cardale Park Harrogate, North Yorkshire HG3 1GY United Kingdom