The Autonomous Programme

The Autonomous Leader Programme


what is passionImagine a world where a group of employees are able to make decisions and act upon those decisions independently, with minimal supervision or management intervention. Implementing this idea means a high level of cooperation based on a common mission and vision. In essence, autonomy is the degree of freedom and discretion granted to an employee to perform his or her job. Organizations that nurture a high degree of autonomy generate a sense of responsibility and greater job satisfaction amongst their employees.

Why Is It Important?

If you want employees to work as effectively as they can and go ‘above and beyond’; the call of duty, the most important thing to do is give them more autonomy.

Organizations that grant their employees autonomy have been shown to grow four times faster than their ‘command and control’ counterparts.

When employees get the chance to think and act like small business owners, i.e. they have autonomy – they continuously build greater confidence and resourcefulness.

They continuously build greater self-efficiency, the perception that they can ‘handle it’ whatever ‘it’ is, thus becoming more resilient.

Resilient employees not only can cope with the demands and pressures of a ‘do more with less’ type of environment; they also respond more resourcefully to major changes and challenges.

Programme Take Aways

This program broadly targets managers regardless of their functional background or level (line, middle or senior managers). They will benefit from grasping the autonomous behaviours that they and their subordinates should exhibit, such as accountability, influencing, resilience, striving to achieve and creating space for colleagues to learn. Your managers will grow and learn how to develop a culture of cross-training, delegating to and motivating across, their teams. In essence they will create a culture of cooperative team work, thereby experience, practice and building skills will help develop behaviours such as:

  • Show the can-do-spirit and take the hard calls to improve performance and results.
  • Manage and handle the decision making processes within their sphere of influence.
  • Proactively think how to solve problems.
  • Delegate tasks related to your decisions to various stakeholders to achieve the optimum results.
  • Understand the difference between responsibility and accountability.
  • Use sharp communication and influencing strategies that impacts and boosts the level of execution.

 

Programme Modules

Module 1
Organizational Dynamics In A Changing Environment & Autonomous Behaviours
The key managerial challenges of businesses today.
Why do you need to be an autonomous, organized manager in a fast-paced and ever changing
business environment?

Behavioural challenges that managers face and which
affect the achievement of organizational performance.

How autonomous managers
respond to these challenges?

What are the skills required to
become an autonomous manager?

Module 3
Creative Thinkers & Proactive Problem Solving
Defining a problem, challenge or an issue
that hinders business performance within your
sphere of influence.

Assessing the nature of the problem you are
trying to solve and its organizational context.

Understanding the process of creative thinking
and how to generate innovative solutions
for solving problems.

Module 2
Proactive Decision Making & Delegating For Achieving Results
Understand the framework for making
systematic decisions in order to drive results
through the various stakeholders.

The accountable and responsible managers.

Understand the impact of personal styles
upon decision making, communication
and implementation.

Apply the RACI model to ensure the decisions made,
are disseminated appropriately to the
various stakeholders.

Delegating, empowering and allowing
stakeholders to feel the responsibility for the
allocated decisions and tasks.

Module 4
Choosing Your Basic Influencing Strategy To Communicate & Implement Your Decision
The commonly used influencing strategies (‘Build’ vs ‘Push’).

The basis for choosing your influencing strategy.
Benefits and pitfalls of using the build approach versus a direct approach.

When to combine the two approaches for desired outcomes.

Managing and motivating your team along the execution journey.

 

publicseminars_faculty

David Harman, Senior Associate & Management Consultant

info@ttmassociates.com

Since 1997 David has specialised in ‘people development’ where his work has involved creating, designing and facilitating an international range of sales, management, leadership, team and employee engagement programmes.

David is involved in one-to-one coaching, facilitating team workshops and speaking at conferences, always focusing on developing the business skills as well as the self-confidence and belief of the people that he is supporting.

For the last fourteen years his input and coaching, both strategically and operationally has enabled many organisations to achieve significant results through enhancing the energy and capabilities of their people. He worked with organisations of all sizes and from all sectors, supporting them on either a company wide basis, working with a specific team or department or coaching individuals with their own personal development requirements. He has extensive experience in the financial services, professional services and technology sectors and always ensures that his input achieves the increase in financial performance and human performance expected by his clients.
His career started in the army where he spent five years based in the Far East serving with the Gurkhas. This gave him the opportunity to develop his leadership skills in a variety of roles from the selection and recruitment of soldiers in Nepal to representing the United Nations in South Korea. This time also gave him valuable insight in how to engage, lead and motivate people in a multi-cultural environment. David then moved into the training and hospitality industry, where he spent eight years with Style Conferences Limited. This role gave him the opportunity to lead a variety of teams that provided facilities and support services to organisations such as Xerox and British Airways in operating their corporate training centres.
As a Director, he developed a sound understanding of leading change, as Style Conferences enjoyed extensive growth prior to being acquired by the Rentokil Initial Group in 1996.


David Rowlands, MEd, BA(Hons), PGCE, MIPD, Management Consultant

info@ttmassociates.com

A senior human resources manager with extensive experience in personnel and training over a twenty five year period. Able to work on his own initiative and as part of a team. Proven leadership skills involving managing, developing and motivating teams to achieve their objectives. First class analytical, design and problem solving skills.

Dedicated to maintaining high quality standards and delivering services and products on time. Good influencing skills at senior level and excellent at building and maintaining key working relationships both internally and externally. He has training delivery experience over two decades, is an accredited career coach and is an acclaimed business presentation trainer, particularly within central government. He has expertise in designing and delivering major programmes on leadership, management and team development both in the public and private sector and has international experience.
Major achievements:

  • Achieved IIP (Investors in People) for the organisation and re-accreditation 3 years later.
  • Developed a talent management strategy and resulting talent solutions.
  • Increased the customer satisfaction levels in HR department.
  • Designed and implemented a new leadership & management development programme.
  • Part of the management team that developed the concept of the management services business unit and took forward implementation.
  • Developed and implemented a new career development scheme.
  • Introduced personal development planning (PDP) across the organisation.
  • Facilitated successful team performance workshops throughout the organisation.
  • Developed, implemented and consulted on a new performance management system for MSBU (including competency framework, performance assessment, and union negotiation) and designed competency framework for District Audit and the Commission subsequently.

 

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