Module 2 – Strengths-based Leadership

You probably have a fairly good idea of some of your key talents, qualities and skills from praise and appreciation you’ve received in the past.

This interactive The Language of Leadership: finding your own voice programme module will demonstrate that being good at something is only half the strengths picture. We will be looking at strengths from different perspectives, distinguishing between strengths and skills, suggesting ways in which you can boost your strengths and enhance under-used strengths if they pose a performance risk.

We will also be thinking about how to manage your strengths when they become a nuisance! Understanding more about the strengths of others, and how they show up in relationships at work, can also enhance your interpersonal skills, build your resilience and bring you more personal and professional fulfilment.

Duration: 1 day
Delivery: Virtual
Methods: Presentation, whole group discussion and activities, breakout sessions, role play, video clips, reflective journaling etc.
Pre-event preparation: None
Post-event work: Book next modules according to the individual’s leadership development objectives, follow-up on individual Action Plan decided at end of the session, and follow-up using Delegate Resource Handbook together with list of further resources provided in the Slide Pack

Please click the links below for more information about this module:

Who can attend

Aims and learning outcomes

Aims:

– To describe a strengths-based approach to leadership
– To offer suggestions for boosting existing strengths, and enhancing under-used strengths
– To raise awareness of the impact of ‘strengths in overdrive’ on interpersonal relationships
– To consider ways of recognising and enhancing strengths of individual colleagues and the team as a whole

Learning outcomes:

Having attended this module, delegates will be able to:

– Understand more about your own strengths and the strengths of others, and how they show up in relationships at work
– Lead strengths-based feedback and developmental conversations
– Regulate your own strengths in overdrive and build personal resilience
– Be more intentional about using your strengths in your leadership role
– Be even more adept at spotting the strengths of the team

Associated GMC Generic Professional Capabilities (GPC)

Domain 2: Professional Skills (Communication and interpersonal skills)
– Demonstrating active listening skills
– Demonstrating cultural and social awareness
– Effectively managing challenging conversations or consultations
– Applying management and team-working skills appropriately. Including influencing, negotiating, continuously re-assessing priorities and effectively managing complex, dynamic situations
– Maintaining appropriate situational awareness and sensitivity to the impact of their comments and behaviours on others

Domain 5: Capabilities in leadership and team working
– Demonstrating an understanding of why leadership and team- working is important in their role as a clinician
– Showing awareness of their leadership responsibilities as a clinician and why effective clinical leadership is central to safe and effective care
– Demonstrating an understanding of a range of leadership principles, approaches and techniques, and applying them in practice
– Demonstrating appropriate leadership behaviour and an ability to adapt their leadership behaviour to improve engagement and outcomes
– Appreciating their leadership style and its impact on others
– Actively participating and contributing to the work and success of a team (appropriate followership)
– Thinking critically about decision-making, reflecting on decision-making processes and explaining those decisions to others in an honest and transparent way
– Supervising, challenging, influencing, appraising and mentoring colleagues and peers to enhance performance and to support development
– Promoting a culture of learning and academic and professional critical enquiry

Domain 8: Capabilities in education and training
– Providing supportive developmental feedback, both verbally and in writing, to learners and doctors in training
– Evaluating and reflecting on the effectiveness of their educational activities
– Assessing objectively and fairly the performance of learners and other doctors in training
– Giving timely and constructive feedback on learning activities and opportunities

Faculty biography

Anneliese Guerin-LeTendre

Anneliese is an experienced leadership coach, teacher, trainer and facilitator in the public and private sector, and has been working in the NHS since 2008, developing and delivering programmes on leadership, communication, culture, culture change, diversity and inclusion, and wellbeing.

Anneliese’s work – based on the principles of Transformational and Vertical Development Leadership – takes a holistic approach, aligning interpersonal communication skills with values, life purpose and meaning, to offer insights for personal and professional growth and self-empowerment.

Funding

How to book