The CEO Guide To Getting The Best From Your Team

The CEO Guide To Getting The Best
From Your Team
Tools and Methodology to Get the Best From Your Team in Just 4 x ½ Day
Sessions

Change / Performance / Results / Collaboration / Communication / Teamwork /
Engagement / Alignment / Motivation / Goals / Focus / Creativity / Entrepreneurship /
Self-Belief / Leadership / Morale / Cooperation / Ownership / Accountability /
Commercial-Awareness / Sales / Vision / Customers / Competitiveness / Growth

www.EnterpriseLeaders.com


By Richard Parkes Cordock
Copyright © Richard Parkes Cordock 2014
First Published 2014 by ELW Publishing Bath, UK – SMASHWORDS EDITION
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you for your support.


Table of Contents
To navigate this ebook, please use the dedicated ‘Table of Contents’ menu option
in your ebook reader.
0. Preface for CEOs and Managing Directors
1. Introduction
Part 1 - Introducing Enterprise LEADER
2. About You
3. Do you Face These Challenges and Frustrations as a Business Leader?

4. Real Life Examples of Business Challenges and Frustrations
5 . What is Enterprise LEADER Team Development Program?
6. Creating Enterprise Leaders - ‘Enterprising Employees’
7. How Does Enterprise LEADER Work?
8. A Word on Team Sizes
9. Functional or Cross-Functional Teams
10. Using Video Chat or Skype to Run Group Sessions
11. The Creation of the 4 x ½ Day Methodology
12. What Materials Do you Receive with Enterprise LEADER?
13. The Workbook
14. CEO for a Day Ideas (Workbook Exercise)
15. MP3 Introduction Session
16. Business Upgrade (Optional MP3 Audiobook)
17. 20 MP3 Mentoring Sessions
18. 20 MP3 Summary Sessions
19. Foundation Series Plus+ (Optional MP3 Audio Sessions)
20. Final Presentations
21. The Importance of Facilitation
22. Internal or External Facilitator
23. Kick-off Letter/E-mail
24. Why Enterprise LEADER works
25. The Benefits of Enterprise LEADER
26. The Impact of Enterprise LEADER on your Business Results
Part 2 - Step-by-Step Guide
27. 10 Step Summary Methodology
28. How to Facilitate Group Face-to-Face Sessions.
29. Group Session 1 - The Customer (THEY Believe)
29.1 - Session 1: Growth Through Innovation, Creativity and Change
29.2 - Session 2: Gaining New Customers Through 'Word of
Mouth Marketing'

29.3 - Session 3: How To Maximise The Lifetime Value of Your Customers
29.4 - Session 4: Why Everybody In Your Company Must Be A Salesperson
29.5 - Session 5: The Six Fundamentals of Business That You Must Master
29.6 - Summary and Wrap Up
30. Group Session 2 - The Team (WE Believe)
30.1 - Session 6: People! The Key To Unlocking Your Profit Potential
30.2 - Session 7: 7 Essential Steps To Make Your Team Believe
30.3 - Session 8: How To Maximise Your Results Through Communication
30.4 - Session 9: 7 Proven Strategies To Get The Most From Your Team
30.5 - Session 10: Motivation! How To Get Your People To Go The Extra
Mile
30.6 - Summary and Wrap Up
31. Group Session 3 - Personal Leadership 1 (I Believe)
31.1 - Session 11: Half-Way Review and Introduction To Personal Leadership
31.2 - Session 12: How To Develop Unshakable Confidence & Self Belief
31.3 - Session 13: The Unstoppable Twin Force of Passion & Desire
31.4 - Session 14: How To Eliminate Your Fears, Doubts and Limiting Beliefs
31.5 - Session 15: How To Create Endless Opportunity and Make Luck Work
For You
31.6 - Summary and Wrap Up
32. Group Session 4 - Personal Leadership 2 (I Believe)
32.1 - Session 16: How To Achieve Extraordinary Results Through The
Power of Goals
32.2 - Session 17: The 5 Advance Payments You Must Make To Reach Your
Goals
32.3 - Session 18: How To Achieve Any Goal You Set For Yourself
32.4 - Session 19: Why Experiencing Failure Is Essential For You To
Succeed!

32.5 - Session 20: Your Role as an Enterprise Leader
32.6 - Summary and Wrap Up
33. The Business Impact of Enterprise LEADER
34. Getting Started with Enterprise LEADER
35. Additional Reading


Chapter 0. Preface for CEOs and Managing Directors
Hello and welcome to ‘The CEO Guide To Getting The Best From Your Team’.
I’m Richard Parkes Cordock, the author of this guide.
Originally this book was published under the more generic name of
‘Enterprise LEADER Team Development Program - Facilitator's Guide’ and
from the next chapter, you'll be reading the original unchanged book.
However, I wanted to create a special version for CEOs and Managing Directors.
Why, you may ask, would I want to create a rebranded edition exclusively for the
company’s most senior executive?
Simply for this reason:
As a CEO, you’ll have a clear plan of the goals you want to achieve in your company.
Whether your goals are five weeks, five months or five years ahead, you know what
you want to achieve. That’s why you are the CEO.
But like many other CEOs around the world, you may feel you cannot fully (or easily)
deliver on your company’s goals with the way your team(s) currently performs.

Not that your team is poor or broken, it’s just that you know it could perform better -and it needs to, in order to reach your growth goals.
This is no different to a football manager knowing they want to win the league, but
they cannot do it the way the team is currently playing. The football manager needs to
find a way to get more from their team in order to deliver on their goal.
In this short guide you’ll find a roadmap to developing your team(s) so that your
company is better placed to reach its growth goals.
The ideas in this book are simple, easy to follow and based around a proven team

development program called Enterprise LEADER.
CEOs around the world have embraced the ideas in this book and have transformed
the way their team(s) think and act. The ideas and approach in this book have helped
teams become more aligned behind the goals of the company, more in-tune with the
business, closer to customers, better at communicating, and working closer as a team.
CEOs who have embraced the ideas in this book have seen their financial and
operational results significantly improve, simply by getting their teams to perform at a
higher level.
If you are looking to improve the performance of your entire company, or you want to
address a specific team or department challenge, the ideas in this book (and Enterprise


LEADER Team Development Program) will help you.
If you would like to talk to us about the business/team challenges you are facing, and
possibly using Enterprise LEADER in your own company, please get in touch using
the contact details at www.enterpriseleaders.com.


Chapter 1. Introduction
Welcome to the Facilitator’s Guide for Enterprise LEADER Team Development
Program.
I’m Richard Parkes Cordock, the creator of Enterprise LEADER and I’ve written this
short step-by-step facilitator's guide, so that you -- as an internal manager/executive
or external coach/consultant -- can use Enterprise LEADER to get the best from your
team(s) in just 4 x ½ day sessions.
This guide is intended for business leaders, who have no prior knowledge of
Enterprise LEADER, and who want to find fresh new ways to drive change and
improve the performance and results of their teams and/or entire organisation.
This guide is divided into two parts.
In Part 1, I explain what Enterprise LEADER is, the challenges and frustrations

companies face (in terms of people and teams) and illustrate how Enterprise
LEADER can overcome these frustrations by creating high performance business
teams.
I also talk about how and why Enterprise LEADER was created, why it works, how it
works and I provide more background detail which will help you understand why
Enterprise LEADER can help you grow your business.
In Part 2 of this guide, I give you the step-by-step methodology and explain precisely
how you can use Enterprise LEADER within your own company, department or team.
I explain how to run team development sessions (in 4 x ½ day sessions), the questions
you should ask, the timings of each session, the objectives for the sessions and much
more to ensure that you -- as a facilitator -- can easily run a series of four stress free
half-day workshops to help you transform the results of your team/organisation.
Finally, in this guide, I wrap up with a list of action steps you can take right now,
which will help you get started with Enterprise LEADER and help you transform the
performance and results of your team/organisation.
Keep reading to discover how you can use Enterprise LEADER to:
·
·
·
·
·
·
·

Get your team goal-focused
Foster collaboration and cooperation
Improve communication
Help team members understand each other
Build motivation
Build confidence

Improve accountability


·
·
·
·
·

Create a team spirit
Foster creativity
Introduce a new language and commercial way of thinking
Put your customer at the centre of your business
Deliver improved business results.

Please note, this facilitator’s guide was designed to be read on your smartphone,
Kindle, Nook, iphone, iPad, tablet or any other mobile device. Although it can be
read straight through from start to finish, you can also jump from chapter to
chapter, going directly to the content that is relevant to you.
*


Part 1
About Enterprise LEADER


Chapter 2. About You
If you are reading this facilitator’s guide for Enterprise LEADER, it is very likely that
you have a strong interest in the development of people and teams within your
business.

You’ll be somebody who clearly understands that the results you achieve within your
organisation are driven by the performance of the people within in it.
You’ll see yourself as a leader who is responsible for getting the best from your
people and teams, and will continually be on the look-out for new ways to do this.

It is very likely that you are a CEO, VP, Director, manager or executive and have
P&L responsibility. You are definitely a leader of people, either a seasoned leader, or
new to the role.
You might be the manager of a small publishing team in the US with just ten people,
or the CEO of an entire financial services division in the UK with several hundreds or
even thousands of employees.
You might be an external coach/consultant who works with companies to improve
their performance and results.
You could even be a HR executive looking for ways to develop your teams.
Either way, you will be charged with delivering results through people.
Regardless of your company size, team size, industry, location or turnover -- it is very
likely you share the same frustrations and challenges of virtually every other leader in
business; namely, how to get the best from the people you lead, so they deliver the
greatest results for you and your business.
In this short facilitator’s guide, you’ll learn how you can improve the performance
and results of your people and teams using Enterprise LEADER, and you’ll discover
the exact steps you need to take.


Chapter 3. Do you Face These Challenges
and Frustrations as a Business Leader?
As a leader of a team, department, division or entire company, how often do you find
yourself thinking, "I've got good people in my team... but I know I can get more
from them.”
Perhaps you are clear about the goals you want to achieve as a leader, but recognise

you need to develop your team to reach your goals.
You're not alone with these thoughts.
Most business leaders/managers/executives feel they have good people in their teams,
but still believe they can do more as leaders to help their team perform at a higher
level and achieve greater results.
You may feel the same way too.
Business leaders around the world who use Enterprise LEADER typically face a
common set of team challenges and frustrations.
You might relate to one (or more) of these:
• You know you can get your team working better together and achieve higher
levels of performance and results. You know you need to improve the
cooperation, communication and collaboration between team members.
You want to make your team gel so they can achieve more.
· You need to get your team re-focused on your customer and create a
new language which is 100% customer-focused. You need to make your
team more commercially aware.
· You need to close the gap between the boardroom and employees. You
know that your employees are not in tune with the vision and goals of
the company and need to get everybody on the same page.
· You need to get your team aligned behind common goals and get your team
tuned into the wider vision and purpose of your company. You need to
get everybody facing in the same direction, working towards the same goals.
· You need to improve the engagement, morale and motivation of
your team. You need to inspire your team!
· You need to get your team to be more accountable, and take
more ownership and responsibility for their work.


· You need to make your team more creative, innovative and entrepreneurial.
· You need to turn around an underperforming team.

· You want to create a high performance team which can achieve
stretch goals.
· You want to develop the leadership ability of key people, or turn your
managers into leaders.
· You need to get two or more cross-functional teams to work closer
together (i.e. Marketing and IT, Sales and Operations, Customer Support
and Sales). You need to get each team to understand the challenges of
each other and work towards shared outcomes.
• You want to drive change in your business or team.
If you relate to any of these challenges and frustrations, or are simply looking for new
ways to grow your business, Enterprise LEADER and the methodology outlined in
this facilitator’s guide can help you.


Chapter 4. Real Life Examples of Business Challenges
and Frustrations
In the previous chapter, we looked at the types of challenges and frustrations business
executives around the world face -- especially in relation to their people and teams.
Let’s take a closer look at those challenges and frustrations with a few ‘real life’
examples.
You may relate to one or more of these, or you may have a slightly different, but
similar challenge. If you do, Enterprise LEADER will help you.
1. Poor communication, collaboration and cooperation:
David is the CEO of a 200 person insurance company. The company has recently
been through a merger and acquisition and he needs to find a way to improve the level
of communication, collaboration and cooperation between the various ‘old and new’
teams.
With the help of Enterprise LEADER David is able to get his teams talking with each
other, sharing ideas, communicating and working closer together as a collective unit.
Common themes: Poor communication and cooperation, lack of collaboration

and teams working together or sharing ideas.
2. Lack of focus on your customer:
Jane is a SVP of a manufacturing company. She feels that there are too many people
in her company who never come into contact with the customer, and therefore the
customer becomes an afterthought. She feels this is harming the company’s
performance in the market place.
With the help of Enterprise LEADER, Jane and her team are able to get every
employee in the company re-focused on their customers, prospective customers,
competitors and wider market place. She is able to transform the various teams in the
company, so that each team member is much more commercially aware and in tune
with the business and its customers.
Common themes: Lack of contact and consideration of customers. Your
customers are falling into cracks between different departments. Lack of
ownership by employees for your customer’s experience. Poor customer
experience.
3. Gap exists between the boardroom and employees:
Simon is the CEO of a 60 person call center in the financial services sector. Simon
and the senior management team feel there is a gap between the vision, goals and


ambitions of the SMT and the wider workforce.


Using Enterprise LEADER, Simon and his team are able to close the gap between the
workforce and the boardroom, getting every employee tuned into the vision, goals and
direction of the business.
Common themes: Disconnect between your employees and boardroom (senior
management team). Management have a clear vision, but your employees do not
buy into it.
4. Team not aligned behind common goals:

Dana, the CEO of a ‘stalled’ 300 person technology company feels her organisation is
not fully aligned behind a common set of goals. She feels no one is facing in the same
direction, or buying into her wider vision for growth (including introducing new
products to market). She feels this disconnect is hurting the company’s growth
prospects and profitability.
By using Enterprise LEADER to help align her team, Dana is able to get everybody
on-board with the shared goals and vision of the company. This renewed energy and
cohesiveness helps give Dana a springboard for growth.
Common themes: Employees do not buy into (or understand) your company,
department or team vision and goals. Lack of buy-in or alignment is hurting
your organisation.
5. Poor engagement, morale, motivation of your team:
Josh is the manager of a small 20 person team within a large multinational company.
Josh feels the team is unengaged, morale is poor and the motivation of the team is
low. Josh needs to find a way to turn his team around.
By taking his team through Enterprise LEADER, Josh is able to reinvigorate all 20
employees, getting them to believe in the company once more, and understand how
they can make a valuable contribution to the wider company. Every team member
now feels inspired, motivated, engaged and excited about the future. The new attitude
of Josh’s team soon translates to improved business performance and results.
Common themes: Poor engagement, morale, attitude, thinking and mindset of
your employees and team members. Negative attitudes are hurting your business.
6. Team members need to be more accountable:
Mary runs a small marketing team of just 10 people within a 300 person retail group.
The company is doing well, but Mary feels the people in her marketing team do not
take enough ownership and responsibility for their work -- and do not feel
accountable for their actions and results.
She turns to Enterprise LEADER to help take her team on a development journey, and
explore the three core themes of customers, teams and personal leadership. By
facilitating the group face-to-face sessions herself, Mary is able to leverage the

content in the program, and help her team think differently, and become more
accountable.
Common themes: Your team members do not take enough ownership
and responsibility for their actions. Need to be more accountable.
7. Company suffers from poor levels of creativity, innovation and
entrepreneurship:
David is the owner/manager of a small specialist publishing company. The company
has suffered in recent times and is lagging behind other companies who are embracing
the change which technology brings. David’s teams are ‘stuck in the mud’ and have a
distinct lack of creativity, innovation and entrepreneurial thinking.
Using Enterprise LEADER, David is able to change the way his team members think,
making them more entrepreneurial, innovative and creative. As a result of going
through Enterprise LEADER, the company has come up with 50 new ideas on how it
can change and compete in this dynamic market. More importantly, the attitude,
behaviour and mindset of his team has changed, and he now has the team members to
help him compete again.
Common themes: Lack of entrepreneurial thinking within your organisation. Lack
of creativity and innovation is stifling the growth of your company.
8. Need to turn around an underperforming team:
Louise has recently been appointed the manager of a poorly performing customer
support team. Morale is low, absenteeism is high, customers are unhappy. She needs
to find a way to turn their team around -- and fast.
Enterprise LEADER gives Louise the tools and methodology to turn her customer
support team around, in a fast, fun and enjoyable way and is able to get her team
thinking, acting and behaving differently. Interesting enough, as a result of going
through the program, several team members have decided to leave the company, as
they do not buy into the new future. Louise sees this as a good thing as the team is
stronger for only having people on board who believe and want to be there.

Common themes: Your company, department or team is underperforming. Need
to turn around your business results and improve performance.
9. Need to create a high performance team:
Will is ambitious and wants to grow his own company. He knows with the same team,
he can double the revenues and profits of the business, but to do that, he needs to get
more from each person. Without taking his team to a higher level, he will never be
able to reach his lofty growth goals.
Using Enterprise LEADER to take his team on a journey of personal and business
development, Will is able to transform their performance, helping double the revenues
and profits of the company within just 10 months.


Common themes: Desire of your executives to grow your business, and the need
to get your team to perform at a higher level to reach your growth goals.
10. Key people need to develop their leadership ability:
Harry is CEO of a small fast-growing marketing company. The company aims to
grow 10x in the next three years. Harry currently has a small team of about 30 people,
and is looking for 10 of these people to step up as leaders who can help him as his
company grows.
With the help of Enterprise LEADER, Harry is able to develop his people, so that
they become ‘Enterprise Leaders. These are people who have an enterprising,
customer focused and commercially minded attitude. They are people who understand
how to work well as a team, and how to get the best from their fellow colleagues. In
short, they are people who think, act and behave like the CEO Harry.
Common themes: Your company needs to get people to step-up as leaders. You
need to build confidence into future leaders and give them the capability to lead.
11. Need to get two or more cross-functional teams to work closer together:
Alex is the CIO of a mid-sized online retailer. Alex feels there is a disconnect
between his IT department and the Marketing department. Who really owns the
customer, now that the main interaction with the customer is through the web?

Alex and the Chief Marketing Officer decide to work together and take both the IT
and Marketing team through Enterprise LEADER. By getting the two cross-functional
teams to work together, each team is able to understand each other’s challenges and
frustrations. This shared understanding makes a massive difference to the operations
and especially the customer’s experience. The net result is an increase in sales and
profits, driven by happier customers who repeat buy more often, and recommend the
company and its products to their friends, family and business associates.
Common themes: Your company has two or more different cross-functional
teams who need to work closer together.
12. Need to drive change:
Val is the CEO of a mid-sized software house which has fallen on hard times. Its
products are no longer relevant to customers and it needs to change. The problem for
Val is that many of the employees are resistant to change, and seem content to keep
doing the same thing. Val knows this is not an option, and within 12 months, the
company will run out of cash -- unless they do something different.
With the help of Enterprise LEADER, Val is able to ‘open the eyes’ of the team, so
that they see the severity of the situation, and change their thinking, attitude and
behaviour. By taking her team through Enterprise LEADER, Val is inundated with
new business growth ideas, as team members value being part of the change process.
The next 12 months are tough, but the company comes through much stronger than


before, and soon returns to profitability.
Common themes: Your company needs to drive change in order to survive or
grow. Standing still is not an option.
Enterprise LEADER in 25 words:
Change / Performance / Results / Collaboration / Communication / Teamwork /
Engagement / Alignment / Motivation / Goals / Focus / Creativity / Entrepreneurship /
Self-Belief / Leadership / Morale / Cooperation / Ownership / Accountability /
Commercial-Awareness / Sales / Vision / Customers / Competitiveness / Growth

Chapter 5. What is Enterprise LEADER
Team Development Program?
Enterprise LEADER is a business focused team development program which
managers and executives (or external coaches/consultants) use to build and strengthen
their teams in the workplace, at a time and pace which suits them.
Built around 20 MP3 team development sessions (which you work through together
with your team over 4 x ½ day group sessions), Enterprise LEADER explores three
core themes of customers, teams and personal leadership. It's these three core
themes that all high performing business teams and business leaders excel in.
Enterprise LEADER was built from the principles of NLP (neuro-linguistic
programming) and is based on interviews with over 50 leading UK CEOs,
entrepreneurs and business leaders.
Through the tools, methodology/framework and rich ‘story based’ engaging content
of Enterprise LEADER, you can take your team on a unforgettable journey, unlocking
the potential of each person, and instilling new thinking, attitudes and behaviours into
your team.
As a result of using Enterprise LEADER you can expect to build a high performance
teams who are more in tune with your company and customers -- and are better
equipped to deliver results and growth for you.
This change in results comes from developing higher levels of engagement,
motivation, communication, collaboration, goal alignment, accountability, ownership,
customer focus and overall team performance.
You can learn more about Enterprise LEADER at www.enterpriseleaders.com.


Chapter 6. Creating Enterprise Leaders - ‘Enterprising
Employees’
Enterprise LEADER has its DNA firmly rooted in the world of business and

entrepreneurship. Many of the business leaders and CEOs who were interviewed for
the program were entrepreneurs, and their unique way of looking at business is
reflected in the program.
In Enterprise LEADER, you'll hear about the concept of an ‘Enterprise Leader’.
An ‘enterprise leader’ is not an entrepreneur, but somebody who embodies the
enterprising spirit and attitude of an entrepreneur.
This spirit includes traits such as passion, belief, courage, desire, commitment and
communication, as well as total dedication and focus on the customer.
An enterprise leader is somebody who thinks differently to most employees and is
prepared to step up as a leader.
Look at any high performing team, and you will see people who are the embodiment
of ‘enterprise leaders’.
Enterprise leaders (i.e. employees with an enterprising spirit) can help turn around an
underperforming or stalled company, department or team, or help take an already
successful organisation to an even higher level.
Enterprise LEADER helps develop 'enterprise leaders'.
Whatever your growth ambitions, having ‘enterprise leaders’ within your organisation
will help you reach your goals faster, easier and with fewer resources.


Chapter 7. How Does Enterprise LEADER Work?
Enterprise LEADER uses a combination of MP3/Workbook team
development materials and group face-to-face team building sessions.
Ahead of meeting together as a group, team members first listen (individually by
themselves) to a series of ‘story based’ MP3 development sessions and complete the
relevant workbook exercises. Once together as a group, team members discuss and
apply the learning in the MP3 sessions and workbook to their own work environment.
It is this blend of ‘out of the room learning’ and ‘in the room discussion’ which
enables Enterprise LEADER to deliver transformational results.
In total, there are 20 MP3/Workbook development sessions which are broken down

into three core themes of Customers, Teams and Personal Leadership.
These development sessions are:
Sessions 1 to 5: Focus on CLIENTS and CUSTOMERS
· Session 1: Growth Through Innovation, Creativity and Change
· Session 2: Gaining New Customers Through 'Word of Mouth Marketing'
· Session 3: How To Maximise The Lifetime Value of Your Customers
· Session 4: Why Everybody In Your Company Must Be A Salesperson
· Session 5: The Six Fundamentals of Business That You Must Master
Sessions 6 to 10 : Focus on TEAMS
· Session 6: People! The Key To Unlocking Your Profit Potential
· Session 7: 7 Essential Steps To Make Your Team Believe
· Session 8: How To Maximise Your Results Through Communication
· Session 9: 7 Proven Strategies To Get The Most From Your Team
· Session 10: Motivation! How To Get Your People To Go The Extra Mile
Sessions 11 to 20 : Focus on EMPLOYEES and PERSONAL LEADERSHIP
· Session 11: Half-Way Review and Introduction To Personal Leadership
· Session 12: How To Develop Unshakable Confidence & Self Belief
· Session 13: The Unstoppable Twin Force of Passion & Desire
· Session 14: How To Eliminate Your Fears, Doubts and Limiting Beliefs
· Session 15: How To Create Endless Opportunity and Make Luck Work For
You
· Session 16: How To Achieve Extraordinary Results Through The Power of
Goals
· Session 17: The 5 Advance Payments You Must Make To Reach Your Goals
· Session 18: How To Achieve Any Goal You Set For Yourself
· Session 19: Why Experiencing Failure Is Essential For You To Succeed!
· Session 20: Your Role as an Enterprise Leader


The 20 sessions are designed to be listened to independently by team members,

preparing them for the time they spend together during the 4 x ½ day group face-toface sessions.
Typically team members listen to the MP3 audio on their smartphones or MP3
Players. Occasionally one or two people will prefer to listen on their computer or even
on a CD.
Team members usually listen to the audio whilst travelling to work, relaxing at home,
at the gym or even in bed. One of the main benefits of the MP3 audio development
sessions is that they can be experienced at a time and place which suits your team
members, and team members do not have to be tied to a computer. They can listen ‘on
the go’.
Each MP3 session is around 15 minutes long, and the workbook exercises take
another 15 minutes to complete.
However, listening to the MP3 audio and completing the workbook exercises is only
part of the Enterprise LEADER methodology. The real transformational change in
terms of mindset, attitude and behaviour comes from the team getting together as a
group to discuss the learning from the MP3 sessions, and explore ways to apply the
learning element back to your own business or team.
We recommend your team meets 4 times (4 x ½ days). In Part 2 of this guide, you’ll
see exactly how you -- as an executive/manager or coach/consultant -- can facilitate
the group sessions.
Here is a suggested format for the 4 group sessions:
·
·
·
·

Group Meeting 1: MP3 Sessions 1 to 5 - The Customer
Group Meeting 2: MP3 Sessions 6 to 10 - The Team
Group Meeting 3: MP3 Sessions 11 to 15 - Personal Leadership (Part 1)
Group Meeting 4: MP3 Sessions 16 to 20 - Personal Leadership (Part 2)

Typically, companies complete the entire Enterprise LEADER program within 2 to 4
months (meeting as a group for 4 x ½ days within that timeframe). However, some
companies will complete the program in a shorter timeframe, whilst others may take
longer.
There is total flexibility in how long you take to journey through Enterprise
LEADER. You choose a schedule which works for you.


Chapter 8. A Word on Team Sizes
Enterprise LEADER is a highly scalable team development program and can work for
companies with as few as five employees, through to those with many hundreds or
even thousands.
The key however is to create many small groups of people who can journey through
the program together.
A typical group size would be between five and ten employees.
If for example, you have 24 people in your company, you might create three groups of
eight.
If you have 300 employees in your company, you might create 30 groups of 10 people
with potentially 30 different facilitators (who would each require a copy of this
facilitator's guide).
The perfect group size is one which can fit around a table and talk. Too large a group
and it is hard for everybody to have an input; too small and you do not have enough
of a group dynamic to stimulate ideas, thoughts and conversation.
Each group will have a leader/facilitator. This person may lead/facilitate many
groups, or each group might have its own unique facilitator. Again, there is total
flexibility, so you can choose the structure which works best for your own team or
organisation.


Chapter 9. Functional or Cross-Functional Teams

Companies who use Enterprise LEADER have a choice to make when dividing up
teams to work in small groups of five to ten people.
If for example, the CEO of a 100 person company wants every employee to
experience Enterprise LEADER, they first have to decide how to divide up the 100
employees, and how to structure the smaller groups.
The two most obvious approaches are functional or cross-functional teams. There are
pros and cons for each approach.
A functional team may include everybody from the same department -- i.e. all of
finance, all of marketing, all of customer services, etc.
Whereas a cross-functional team might include two people from finance, two people
from marketing and two people from customers services.
There is no right or wrong approach, but here are a few points to consider.
Functional Teams:
Advantages:
· Great team bonding opportunity as everybody works together in the same
department
· Can focus conversations around your own areas of work
· Can be led/facilitated by the manager of the team
Disadvantages:
· Can be too narrow in thinking, and could benefit from input from outside the
department.
Cross functional Teams:
Advantages:
· Brings people from different areas of the business together
· Helps different departments understand each other
Disadvantages:
· Could be harder to organise schedules to get everybody together at the same
time
· Need to get buy-in from different department heads.

Chapter 10. Using Video Chat or Skype to Run
Group Sessions
The group face-to-face sessions within Enterprise LEADER are a critical component
of the program and help change the attitudes, thinking, mindset and behaviour of team
members.
Much of this change comes from the frank and open discussion between the people
‘in the room’.
Clearly, having everybody in the same room, sitting face-to-face is the best way of
conducting these half-day sessions.
However, there are instances where it is difficult to get everybody in a single place.
One or two people might be travelling, working from home, or based too far away to
attend the group session.
In these instances, video chat can be very useful. However, we would advise that the
majority of people still meet face to face in a room and only one or two team
members join on video chat.
** Some companies have tried to run group sessions via ‘conference call’. These
‘phone only’ sessions have not been successful, as team members need to see each
other and spark off each other. We do not recommend using conference calls to
run group face-to-face sessions.