Future Talent Learning - Online Leadership And Management Courses

Not all management courses are created equal. Only around 10% of traditional learning programmes result in any noticeable behaviour change.

Our courses have a relentless focus on changing behaviour from day one, with quantifiable results.

Professional development doesn’t just happen in our heads. New leadership behaviours must be embodied in our heads, hearts and instincts.

That means we need to practise new skills, even when that feels awkward at first. Just as pilots practise in a simulator, practise is critical when learning (and mastering a new leadership behaviour at work).

Learners on our virtual training programmes get daily doses of bite-sized content that gives them a solid understanding of theory. They then practise new behaviours in a safe space that stretches them with just the right mix of challenge and support. We also support learners to practise these new behaviours in their day-to-day work.

One of the strangest features of much corporate training is that we’re expected to learn something once and retain it for months, or even years. But our brains are more like sieves than buckets. We forget the majority of what we take in.

To solder new neural pathways, we need to practise new leadership behaviours. And practise them again. And again. Often that involves unlearning behaviours that have previously worked quite well for us. What got us to this point is rarely enough to get us to the next point.

Our online training offers a series of practical exercises that learners can easily integrate into their working days, with support from their line manager and regular support from a dedicated personal coach.

The sooner and more often that learning gets applied in real-life situations, the more likely it is to stick.

The 6 key benefits of online management courses

Our management training covers a wide variety of commercial and interpersonal skills, but above all, we focus on three key leadership behaviours.

The Future Talent ACT leadership behaviour model

Agile

The era of top down, five-year plans is over. Technological advancements have made the innovator’s dilemma a daily conundrum. Agile leaders must work in leaner and smarter ways to overcome organisational inertia and discover what works (and doesn’t) as quickly as possible in order to continuously deliver exceptional new products and services.

“No plan survives first contact with the enemy.” Helmuth von Moltke

Transformative

Organisations that don’t change don’t last. And organisations that don’t learn, don’t change. Transformative leaders are committed to continually learning in order to shape change - rather than

simply responding to it. But transformation in big business requires a sophisticated ambidexterity - the ability to forge new paths, while not letting legacy operations fall over.

“Innovation is the ability to see change as an opportunity rather than a threat.” Various

Collaborative

A romantic ideal exists of the lone-wolf entrepreneur sitting in their garage, encumbered by nothing but their genius. Sadly, it’s just a myth.

Collaborative leaders embrace a diversity of perspectives. They make sure everyone feels they belong and understand where the business is heading. They make the whole far greater than the sum of its parts.

“None of us is as smart as all of us.” Kenneth H. Blanchard

Why is the ACT leadership behaviour model important?

Technology is disrupting the world of work. But technical skills alone aren’t enough to achieve the near Herculean task of organisational transformation. That requires the right mindset. And a sophisticated set of soft skills.

Our online management courses help graduates and managers to become more agile, collaborative and transformative. They will gain the ability to work in more agile ways, the people skills to collaborate effectively and the mindset to see organisational transformation as an opportunity and not a threat. After all, we learn (and lead) best not by merely reflecting, but by doing – by acting.