Paul Bridle Speaking Topics

• The Four Expectations of a Leader

  If you hold a leadership role in your organization, there are four demands from you that are each unique and have different needs. These demands are: What the Market Place needs from you, What the business needs from you, What your people need from you, and finally, What are your personal needs? Each of these demand your attention as well as different skills. This session will explain what each of these pressures demand from the leader and how to best respond to those needs.

  This session covers:

  • What the Market Place expects from the leader of the organization,
  • What the Business needs from the leader to operate effectively and legally,
  • What People want from their manager in order to give of their best,
  • What a leader needs from themselves to be a sustainable leader.

  Participants will be able to:

  • Measure themselves and identify which areas they are most effective in,
  • Identify areas for improvement and take action to improve in these areas,
  • Ensure that their organization can develop leaders that meet these needs.

• A Leaders job is to get the best out of people....but don't take ownership for their motivation, that is their job

  The strength of any organization relies on the human capital and their ability to take responsibility for their actions. Many managers see their job as motivating their people, which is neither correct nor the best use of their time. A leaders job is to engage people and create an environment where those people do some excellent work.

  This session will look at the structure that successful organizations use to ensure that empowerment works in their business. It will challenge some of the traditional thinking and explain what businesses need to focus on to get the best out of people.

  This session covers:

  • The role of the modern leader to engage their people,
  • What empowered people need to be able to take ownership,
  • The seven elements that need to be in place to empower people.

  Participants will be able to:

  • Ensure they have the right approach to engaging their people,
  • Use the seven elements to create an empowering structure,
  • Define and adjust the culture of their organization.

Stop Motivating your People....It's not your job!

Moving from Management to Leadership - the key to your success

Differentiate between management and leadership and use a framework to evaluate and improve performance. Understanding the importance of both management and leadership to an organization has never been as important as it is today.

This session will look at the difference between managing and leading. What are the characteristics of a manager, and then beyond managing, what characteristics does a leader need? Defining the characteristics and competencies of a manager and a leader will enable organizations to develop their people to succeed as managers and leaders rather than set them up for failure. Paul Bridle will explain how leadership has evolved and provide a framework that people can use to identify where they should be spending their time.

This session covers:

• How and why Leadership has and will continue to evolve and adapt,
• The importance of both management and leadership and getting the balance right,
• A framework to enable managers to evaluate what the business needs from them, both as a manager and a leader.

Participants will be able to:

• Differentiate management and leadership in their job,
• Use the framework provided to evaluate and improve their performance.

Measure teams against four qualities needed for a “Team That Works” and define the appropriate style of leadership for a specific team

The workplace has evolved and will continue to do so. Traditional ‘teamwork’ was originally based on pulling a group of people together with the aim of getting them to work together for an indefinite period of time. These days people often work in more than one team, may have more than one manager and in some cases, may never even meet their team members face-to-face due to virtual teams. Today the emphasis has moved from ‘teamwork” to creating “Teams that Work”. The difference is subtle but significant. There are benefits to both the organization and the individuals in these situations, but it does mean we need to take a fresh look at how teams are formed and how they are led.

This session covers:

• How an organization develops a Team that Works,
• What needs to be in place for the team to be effective,
• The style of leadership needed in these cases.

Participants will be able to:

• Measure their teams against the four qualities needed for a Team that Works,
• Define what their organization needs to put into place to create more effective teams,
• Define the appropriate style of leadership of a specific team.

Teamwork is Dead - Long live Teams that Work