Introduction to LEAP Learning
LEAP Learning is both a personal and professional journey to become a Facilitative Leader.
Ideally, the courses are taken in sequence but LEAP Consultants will recommend the modules that are most appropriate for you as part of a master plan at the end of the Co-creation phase.
LEAP Foundation Programme
In the first phase, participants work towards becoming a LEAP Adventurer. When they reach this milestone, they have a tool kit at their disposal that empowers them to make choices - for their benefit and for the benefit of their organisation. LEAP Foundation modules vary in length from one to three days.
Foundations for Learning
Foundations for Facilitation
Foundations for Facilitating Meetings
Foundations for Facilitative Coaching
Foundations for Team Performance
Foundations for Leading Teams
Foundations for Visual Communications
LEAP Advanced Modules
In the second phase, participants work towards becoming a LEAP Leader where they hone their skills and enrich their knowledge of facilitative practice and techniques so that they can, simply, share what they have learned and lead by example. LEAP Advanced modules are five days.
Advanced Facilitative Trainer
Advanced Team Leader
Advanced Facilitative Leader
Advanced Visual Communicator
Advanced Facilitative Coach
Advanced Strategic Leader
Advanced Internal Consultant
LEAP into Lean
Each LEAP intervention has been designed to support and fully align with Lean methodology, therefore creating maximum impact in driving your results:
Although methodologies and tools are often well defined, using them in reality requires engaged team members - both in the use of the tools and in the transition to daily routine. They will often appear to work without the input and creativity of the team, but results are often limited or short lived.
Over focus on the tools and methodologies fail to recognise our learning styles differ across the organisation. Materials and approaches can be very dry. It is also critical we can simplify the message to the point it is understandable and useful. Critical in implementation, pilot, expansion and measurement and reflection.
A bad launch is a curse as it takes years to outrun, which means initial training sessions are key. Facilitative leaders play an essential role in the implementation phase of continuous improvement methodologies to build the foundation for future involvement across the organisation.
Teamwork and involvement of those participating in the teams at all levels is key. Development and engagement of people stands or falls on the team leaders approach and confidence. Methodologies vary in the prescriptive content, but all need team leaders.
This supports the engine room of the change process. Whether top down or bottom up, the ambassadors in the middle need the skills to make the methodology work throughout the support structure. They cannot achieve anything without the people involvement and the senior management support, but they are the glue, which holds the methodology together when the chips are down.
Why are we doing this? What's our drama? What is our vision? It is aligned with our KPI's? Do we really believe this? Often we train the middle managers and below on the hard tools and methodology, and face the consequences later. This supports the pre-thought, the stage zero, the top down understanding and buy-in, which is critical for true sustainable change.
The simplest of methodologies often quickly become complex. Frequently, we need expertise from other parts (or outside at significant cost) of our organisation to keep direction and perspective. Ideally we should start to build these resources inside our organisation as part of the knowledge and support structure.