Leadership and Talent Development
Springblue designs and delivers global leadership or talent development programmes in association with carefully selected international associates to form a committed and experienced team. We deliver programmes virtually or face to face in groups catering to most nationalities and seniority levels.
At the core of every impactful programme lies a sensitive understanding the client organisation and its culture and the elements below
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Congruence with the learning goals – ‘Do as I do’
Learners need to experience from the programme what they are themselves being asked to develop, e.g. a programme focused on developing responsible decision-making in their leaders needs to ask these leaders to take real-life decisions during the programme, sometimes including decisions about the programme itself.
Psychological safety and Relational skills
Once a trusted learning community is established, pretty much anything is possible. We focus first in helping learners be open to learning, to each other and to the facilitators. Relational skills (almost always including coaching skills) are a good investment early in the programme. Often, clients underestimate the willingness of a group of engaged leaders to embody change in their system.
Crafting the programme for diverse learning styles
Participants learn to learn ie they have new tools and attitudes towards raising and resolving tensions. We help them develop an inclusive attitude to diverse learning styles.
Our learning philosophy means we invite learners to move from theoretical concepts to planning practical application, from a deepening phase of reflection to reframing the problem and then trying something new.
Designing a rich learning journey through a carefully blended approach
This may include: Executive coaching, Action Learning sets, Open Space, Appreciative Inquiry, Forum theatre, working with actors, systemic constellations, Action Inquiry, organisational visits, etc.
Craftsmanship also includes sensing when learners can benefit from something additional to what was planned and designing something on the spot when helpful.
From learner as shopper to learner as shaper
The best programmes design a progressive learning journey for leaders from:
- consumers of learning activities (passively waiting to be convinced of the value of stimulus) to...Â
- designers of their leadership practice (building experiments, evolving the culture around them, nurturing alliances, driving innovation and so on).
Encouraging you to evaluate impact
We think evaluating impact is important. Here is an example extract from an evaluation of impact we led up to 8 years after a 5-day programme: "Participants saw a 44% improvement on average of their confidence, connecting differently, self-awareness, empowering others, understanding the organisation and business results. Line managers saw a 46% improvement in confidence and taking a proactive stance and teamwork".