About the program
- The AFGC High Performing Leaders (HPL) Program uses the Leading Teams models of leadership and team development to equip people leaders with the understanding and practical tools required to be a high performing leader within their organisation.
- This program is designed for FMCG executives that wish to develop and sharpen their leadership skills in a suapportive yet challenging environment.
- It’s comprised of 6 full-day interactive workshops with 4-6 weeks between sessions. Cohort size is between 10-16 participants, which provides an opportunity for FMCG leaders to discuss the implementation of learnings, leadership challenges and connect with their peer network.
- The delivery of the program is flexible, with sessions tailored to the specific needs of the participants and people/leadership challenges raised.
Program environment
Our High Performing Leaders Program is a practical and experiential learning, delivered by Leading Teams’ expert facilitators.
As well as offering a learning opportunity, the program creates a forum for the discussion of leadership and the creation of peer networks among the group. Participants will reflect on their individual leadership practice to identify areas for development. They will have the opportunity to apply the tools and models to their leadership practice between sessions and discuss the outcomes at the next meeting – to drive accountability.
All sessions involve the discussion of workplace matters raised by program participants. This real-life, action-based learning approach enables the sharing of experiences and ideas between group members and fosters strong networks and relationships that will deliver genuine workplace improvement.
Learning outcomes
After completing the High Performing Leaders Program, each participant will:
- Understand what it takes to be a high-performing leader and how to create a high performing team
- Have clarity about their own leadership and decision-making preferences, and how these impact on their leadership role
- Have defined their own personal trademark and personal action plan and be committed to implementing them
- Understand the role of genuine conversations in driving performance and be confident having them with their team
- Be able to apply a toolkit of strategies and practical activities to navigate the challenges of leadership and dealing with different personalities
- Know how to model, reward and challenge the right behaviours in their team
- Be a leader in the promotion of the Organisational values and culture
- Understand the link between an ongoing review process and continuous improvement
- Possess the skills to facilitate meaningful team reviews that cover both mechanics and dynamics and support the development of self-managing teams.
- Be committed to pro-actively shaping the future of their Organisation as a leader.
