Leading for Growth is a two-day advanced program that challenges managers to rethink their role as leaders, shifting from traditional "heroic" managers to growth leaders who fully develop employees' potential to achieve business results. Some of the original concepts were based on the work of David L. Bradford and Allan R. Cohen in their books, Post-Heroic Leadership and Managing for Excellence: The Guide to Developing High Performance in Contemporary Organizations.

This program teaches leaders how to build a cohesive, shared-responsibility team where differences are valued and disagreements are raised and effectively resolved. It also teaches them how to use the skills of mutual influence to connect capabilities to strategies and the skills of supportive confrontation to eliminate behaviors that impede growth. Finally, Leading for Growth shows leaders how to build a shared vision with their team that guides strategy implementation.

Program Overview

Choosing Growth Leadership

This module presents a fundamental paradigm shift in the role of manager or team leader to build the capability for growth of the organization through growth of individuals.

Building a Collaborative Growth Culture

This module introduces the Collaboration Model, provides skill building in the stages to collaboration and shows decision-making approaches leaders use in sharing responsibility.

Understanding the Growth Leadership

Inventory Results of the Growth Leadership Inventory, which centers on six competencies in three dimensions, provide information from team members to the leader and an opportunity to interpret and discuss the feedback.

Creating a Shared Vision

This module defines and differentiates mission and vision. It delineates the characteristics of a shared vision and shows how the leader, with the team, can develop a meaningful vision that serves as a beacon for directing energy and activities in executing strategies.

Adopting Mutual Influence

In this module, participants learn and practice skills for mutual-influence relationships. Participants also learn the skills of supportive confrontation: how to confront behaviors that interfere with effective strategy implementation in a way that supportively develops individual capability.

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