BENEFITS TO FIRMS

Support top talent to compete effectively Create the culture of tomorrow that you want led

from the board and senior executive team Finally shift the balance at board level and create

new leaders Demonstrate that commitment to diversity goes

right to the top Create future role models for your business

BENEFITS TO INDIVIDUALS Identify the value you bring to the board table Manage the transition from business unit head to

board member and business leader Understand your strengths and enhance areas that

currently challenge you Feel confident of your contribution to the wider

business Understand the bias you may encounter and how to

manage it Recognise the dynamics at work at board level Apply tools and techniques to make your selection

inevitable Select the continuing support that suits you

In the new regulatory environment the focus is on the Board more than ever before, with

composition, diversification of skills, responsibility and risk as key areas of attention. The regulators,

under CRD IV and as part of their key objectives, are focused on the individuals leading regulated

businesses and are calling for stronger boards and increasingly competent directors.

Board-ready

Leadership Programme

THE CORE PROGRAMME

This is a unique development programme for

executives whose next step is to board level or who

are already there and wish to expand their experience

to Non-Executive Director positions. It is designed

specifically to address those areas that executives feel

hold them back from being a board member or

obtaining that elusive Non-Executive Director post in

the new regulatory environment.

The new regulatory theme is on Board Adequacy where composition fulfils regulatory criteria, but must also now link to the firm’s

business model.

Changing the balance at board level is the key to transforming the effectiveness of boards throughout business, in addition to

fulfilling regulatory requirements. This programme recognises diversity through range of knowledge and experience, gender, and

psychological type that people at board level can bring to the table by offering a core programme with options to top up on board

competency areas such as strategic management as well as on going executive coaching.

The core programme comprises three elements in three parts. The modules are all located in London so that delegates can take the

option of a full residential experience, or commute, as preferred. The programme provides the opportunity to meet leaders at

evening sessions. The final day consolidates the learning and provides the springboard to put personal plans into action. The three

modules are:

Building Leadership Presence

Leadership and Influence

Delivering Strategic Leadership

The aim of this session is firstly to examine beliefs and

expectations about Board-readiness and Board-worthiness,

also in the context of women as leaders. This includes

mental attitude and addressing the fact that whilst most

people like to be liked, this is not always possible and being

Board-worthy is in part accepting this with equanimity. The

next step is for each participant to gain clarity around their

own personal leadership “capital”; precisely how different

elements of their energetic, vocal and physical presence

either attract or detract attention from their strengths,

capabilities and contributions to the business. We will

provide a model for analysing and developing a personal

leadership brand in order to maximise positive presence and

each individual’s leadership impact in their own business

environment.

Being Board-worthy – considerations and perspectives

Personal leadership capital – Supporters and Detractors

Successful Strategies – from heading a business unit to

leading the business as a board member

Leadership brand, presence and impact on others

Branding and publicising successes and initiatives

Board dynamics and expectations in practice

Exercises in addition to Reality-based, filmed meeting and

presentation scenarios reveal to each participant exactly

what constitutes their leadership capital.

BUILDING LEADERSHIP PRESENCE

Two days

DEVELOPING LEADERSHIP CAPITAL

Drawing on new research from the fields of neuroscience and

social psychology the aim of this session is to examine the

extent to which unconscious bias affects the development of

other diverse talent from reaching the board room. Once there

we will consider the role of unconscious bias in relationship

formation and performance within the executive group. We will

explore both individual and group level bias. As part of this

process all participants will be asked to complete Implicitly®, the

unconscious bias test. We will discuss your group results as part

of the session. Following the diagnostic element of this workshop

where you will explore bias within an organisational context we

will provide you with research-based models for controlling the

ways in which your unconscious forms attitudes and makes

decisions in relation to people who are similar to you and people

who are different to you.

The relationship between executive-level diversity and

business profit

The dual process model of human cognition together with

the concepts of Fast and Slow thinking and their business

impact

The different types of human bias and their impact on

talent management processes

Bias hotspots and triggers

Good practice and bias mitigation strategies

MAKING SMARTER PEOPLE DECISIONS

INTERIM ASSIGNMENT

“It is very important for senior women to promote

diversity and to help others to obtain the skills

necessary for them to be credible candidates for senior

positions. Once people have proven credentials they

will have the confidence to be effective around the

board table and need not think of themselves as

‘diversity-appointed directors’, but as directors in their

own right.”

Lady Barbara Judge, Chairman Pension Protection

Fund, NED, former SEC regulator, lawyer.

LEADERSHIP AND INFLUENCE

Two days

EMOTIONALLY INTELLIGENT LEADERSHIP

Great leaders are always able to inspirationally communicate a vision

and motivate people to follow them on their journey. So are

inspirational leaders born or can they be developed?

In order to lead you need followers. Keeping people inspired and

engaged in times of change can be challenging. Leaders must be able

to create a culture that fosters trust, commitment and a sense of pride.

So a key element for today’s leaders is Emotional Intelligence

development. Successful, inspirational and savvy leaders are all

different but similar in one way; they are emotionally intelligent.

There is a misconception about the term Emotional Intelligence (EQ)

that it is touchy-feely or it's related to the Intelligence Quotient (IQ).

Emotional Intelligence is business focussed and will probably become

one of the only tools you will need as a senior leader. EQ is rooted

firmly in good business sense. Research shows that organisations led

by leaders with high EQ performed 20% better financially than other

companies. Leaders with high EQ lead from the desire and hope for

success, rather than fear of failure.

This session has been developed to specifically address EQ

leadership needs, to develop and improve on the EQ of senior leaders

from a business perspective and covers the theory of EQ and how

you can practically increase your EQ.

70% of a company’s performance can be defined by the

emotional intelligence of the workforce

Research shows EQ is twice as important than IQ in

predicting outstanding performance

We can improve our leadership by improving our EQ.

Senior leaders who have high levels of EQ are 85% less

likely to ‘burn out’

The xxxx Xxxx Xxxxx xxxxx

"Like many executives I found myself one day on the Board

of a FTSE 100 company without having had any specific

support to take on this new and very different role. There is

much that can be done today to prepare executives and

non executives for the "jump" into the boardroom and

against the background of strategic, environmental, political

and regulatory change I see this preparation as essential."

Andy Homer, former Chairman BIBA, NED Towergate

Group (former CEO) former CII President

PRESENTING YOURSELF AT BOARD LEVEL

How credible are you, as a senior executive and leader, in the eyes of those within your organisation and beyond? Are you confident of your public speaking and advanced presentation skills?

Audience impact can define the reputation of a senior leader. Learn how to connect with, influence and inspire an audience in this practical and interactive day. Tried-and-tested with senior executives in the UK and internationally, gain cutting-edge insight and personalised feedback.

This session covers essential requirements to deliver memorable

presentations with gravitas. Areas such as rapport building, how to

use space, making your gestures 3 dimensional and how to strip

back your presentation to its core message will be explored.

Making you authentically at the heart of the presentation

How to make your point stick through story telling

Less is more: How to make your message simple, dynamic

and memorable

How to use slides for maximum impact

How to deal with challenging members of your audience

The obvious element in organisational development is the role of

people: we also understand the limits of control. In this session

we consider how to develop your influence and make the most of

your leadership’s strengths. Building on your understanding from

the first 2 days, we look at how influence occurs in conversations

and relationships, and how to make the most of your leadership

skills, and work with your areas of greatest challenge.

This includes how you interact with those who have interest in,

but indirect relationship with the organisation. This will help

develop our relationships with those whose interest needs

managing and handling for maximum effect. There is no one

right answer, but progress depends on flexibility and planning.

With all our skills there are still times when we do not get it right

or our best falls short – so we look at how to handle conflict,

whether the result of our actions or through external causes.

Using your Leadership strengths for greater influence

Fearless conversations

Managing external stakeholders

Handling confrontation and conflict

INTERIM ASSIGNMENT

Over the last few years, events such as the global financial crisis

have led some to questions traditional styles of executive

leadership. There is now a growing body of research that

suggests that traditional ‘command and control’ leadership styles

are no longer fit for purpose in the modern workplace, which is

increasing defined by its diversity and a re-shaping of employee

motivations.

In a global economy that requires high levels of cultural

competencies due to cross-border communications the role of

the inclusive leader will be ever more critical to business

advantage. Knowing how customers, clients and staff members

think and feel will be a major asset for organisational leaders

who seek to leverage organisational diversity and difference.

The pressure for change in leadership thinking styles and

behaviours

The role of trust in managing inclusively

Building executive level capabilities to achieve ‘cultural

agility’. The ability to manage different stakeholders

effectively

The need for authentic and honest behaviours

INCLUSIVE LEADERSHIP

BOARD LEVEL INFLUENCE

“Executive and non-executive board experiences present such rich career opportunities for all. I have enjoyed doing both, sometimes at once! But as well as their interest for board members, having a broad and diverse range of voices around the board table makes sense for companies too. I am delighted to see such a wonderful programme being developed to help more people navigate their way to these roles and for businesses in their turn to find them.” Sharmila Nebhrajani, CEO Association of Medical Research Charities, fs NED and Audit Committee Chairman.

LEADERSHIP AND INFLUENCE

The delivery of strategy depends upon the

relationships of board members with those around

them. How relationships work within organisations

and how you as a board member influence them is

key to success.

This day is designed to help you make the most of

your contribution to the organisation, by considering

these relationships, and helping you to adapt and

develop your leadership style in that context. We will

also consider how to manage those relationships and

consider the effect of these in developing your

operational understanding of the organisation.

No consideration of this would be complete without

looking at change in organisations, especially in a

proactive way with regard to organisational vision.

This especially needs consideration of the importance

of communication around change.

We conclude with a robust goal setting and planning

session.

Developing greater presence and gravitas

Dealing with organisational politics

Understanding and leveraging organisational

intelligence

The importance of operational know-how and

networks

Initiating and driving change

Planning a strategic communication campaign

Communication campaign review and Goals

Planning

As part of your planning you can opt for on-going

support in the form of board skills and knowledge or

executive coaching.

DELIVERING STRATEGIC LEADERSHIP

One day

“…Diversity of psychological type, background and gender is important to ensure that a board is not composed solely of like‐minded individuals…” Financial Reporting Council, Guidance on Board Effectiveness.

Directors’ views on the kind of DIVERSITY THAT HAS THE MOST EFFECT ON BOARD PERFORMANCE EXPERIENCE AND SECTOR

DIVERSITY 49%

INTERNATIONAL EXPERIENCE AND

BACKGROUND 25%

AGE AND GENERATION 16%

GENDER 10%

Diversity in its widest sense has risen up the board agenda. Most directors now say diversity on the board is key to good board performance. The empirical data shows that having NEDs with experience in a different sector is related to a better company.

Eversheds Board Report 2013

“…Div

In such a diverse group there will be issues that

need to be addressed on a one to one basis in

order to meet personal goals. Executive coaching is

an effective way to address these with the support

and help on a confidential basis of an experienced

executive coach. This support can be arranged as

part of this programme with coaches who are

experienced in addressing a variety of challenges.

We have listed below a number of topics that will be

of interest to this group:

Typical challenges for Executive coaching to

address:

Developing greater presence and gravitas

Dealing with Organisational Politics

Developing emotional Intelligence

Communicating as a person in authority –

getting

the balance right.

Growing your assertiveness

Handling confrontation and conflict gracefully

Focusing self-talk and self-image on personal

strengths, achievements and potential.

EXECUTIVE COACHING

INDIVIDUAL OPTIONS

Not everyone’s career will have included some of the

key topics that board members should be familiar with.

Individuals can opt for workshops on the following

subjects lead by experts in their field.

Leading on Strategic Planning

Governance and Regulation

Financial Dynamics

Risk Management

Overseeing Systems and Controls

BOARD ESSENTIALS

UK FTSE 100 TOP

PERFORMERS

Major shareholder Greater number of major shareholders Executive directors Greater number of executives on the board NEDs to executive ratio Lower percentage of NEDs External appointments Lower number of external appointments held by each director Age Younger average age of directors Major shareholding Lower % of shares held by substantial shareholders Industry experience Lower percentage of NEDs with same industry sector experience Whilst the average age of directors is increasing, better performing companies tend to have younger directors.

Eversheds Board Report 2013

PROGRAMME LEADERS

Phil Ingle

Phil leads FSTP’s management and leadership development programmes. His energetic training style combined with intelligent facilitation and clear communication of complex issues has helped people at all levels of business to develop critically important skills across many management disciplines including risk and sales management, people management and strategy development.

Phil's background is in financial services where he worked as a high street bank manager for Barclays and also as a training manager in both regulated technical subjects and management skills for the staff dealing with high net worth clients.

Phil holds an MBA (Cranfield) and is a fellow of the Chartered Institute of Personnel and Development. He is a Master Practitioner of Neuro Linguistic Programming and holds Level ‘A’ Certificate of Competence in Occupational Testing from the British Psychological Society. He is an Associate of the Chartered Institute of Bankers and holds the Financial Planning Certificate. Phil is a visiting lecturer at the University of Warwick on their MSc in Entrepreneurship & Innovation. He is also a member of the Professional Speaking Association.

Jules Peck

Jules is an outstanding international coach and consultant with over twenty years experience, specialising in leadership development and advanced communication in the workplace. She has worked with many senior people including executive committees, FDs, senior management, board members, ambassadors etc. Her clients are drawn from a diverse range of organisations including major financial services industry organisations, formula one teams, pharmaceutical giants and the BBC.

Jules has designed and delivered bespoke training programmes on a wide range of topics including: Advanced Presentation Skills, Negotiation, Stress management, Emotional Intelligence, Motivation and Confidence Building, Management Development, Change Management, Managing Conflict, Group Facilitation Skills, Dealing with Violence and Aggression and Influencing and Persuasion.

She is a Master Practitioner in Neuro-Linguistic Programming, a Hogan Practitioner and the Myers Briggs Type Indicator (MBTI) with a passion and talent for facilitating personal growth. A skilled and qualified coach and member of CIPD and The Association for Coaching, with extensive knowledge and implementation of action focused results.

Dan Robertson Dan Robertson is the Diversity & Inclusion Director at the Employers Network for Equality & Inclusion. He leads the agenda on Agile Working & Inclusive Leadership by offering critical insight on emerging principles and practices. Additionally, having established a new consultancy function, Dan leads on the design and management of new Member and client products and services. He is highly respected as a subject matter expert on workplace diversity, inclusion management and unconscious bias. He has provided tailored learning in the area of unconscious bias to many international organisations. In the last year he has delivered face-to-face workshops and Video Conferences to global organisations based in London, Europe, Moscow, New York and Asia. Prior to joining enei, Dan worked as a Principle Consultant for Equality Works, a specialist inclusion and OD consultancy service where he was the chief designer of the Diversity in Business Accreditation tool. Dan has led a number of national programmes covering diversity at work across the public and private sector. His international work has also included a programme with Initiatives of Change (IoC), helping to facilitate ‘honest conversations’ on diversity and inclusion issues throughout the UK, the USA and Switzerland. From 2003 – 2008 he worked as an associate lecturer in Inequalities and Diversity Management at the University of Derby.

“…Diversity of psychological type, background and gender is important to ensure that a board is not composed

solely of like‐minded individuals…” Financial Reporting Council, Guidance on Board Effectiveness

DATES AND LOCATION

Building Leadership Presence

Dates: 2015 tba

Leadership and Influence

Dates: 2015 tba

Delivering Strategic Leadership

Date: 2015 tba

The programme will be held in Central London.

Dates for the Executive Coaching and Board Essentials will

be arranged (with individuals who require these elements) as

part of the final core session.

Also available in-house or as individual modules.

FIND OUT MORE

www.bpandeglobal.com

The Board is comprised of an appropriately diverse group of Directors who collectively possess the technical skills, competencies and experiences to deliver the best outcomes for stakeholders. The best outcomes emerge from the full utilisation of the diversity of thought represented within the Board, which extends beyond physical diversity. The Chairman has an eye to the immediate makeup of the Board and the Executive team, as well as to the longer term Board composition, to ascertain that succession planning processes will deliver the desired diversity outcomes. Board Effectiveness Statements of Good Practice, Leadership 21C

If you would like to discuss the programme or find out

more details please contact Judy Delaforce, Managing

Director, BP&E Global Ltd:

020 7764 0721

info@bpandeglobal.com

“The benefits of appointing younger directors are well known but many boards are concerned about appointing executives with no prior board experience – a recurring ‘catch 22!’ Also, in the turbulent economic climate of the last three years there has been some tendency to take a more cautious line by employing experienced directors. But this is changing,” European Governance Report.