Programs

Leadership development programs

More than thirty programs, grouped into three areas. All of them originate in situations that managers brought to me over the last eleven years, and none of them is a lecture: participants work on their own cases, with me and with one another.

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Leadership Development Catalogue by Anna Aslanova

Leadership transitions

Three programs for the points at which the role itself changes. Built on the Leadership Pipeline model.

Core leadership skills

Seven modules on the everyday craft of leading people, each one practiced on situations participants bring.

The Change Cycle

Six modules, from the first encounter with change through to shaping culture deliberately.

What is inside each area

Leadership transitionsYour First Team, for the move from specialist to manager. Leading Through Leaders, for managers of managers. Leading the Whole Function, for directors. Two to three days in person, or an open online program across three months.

Core leadership skillsCoaching skills, situational leadership, delegation, negotiation, influence, performance conversations, prioritization. Seven modules from two hours online to a full day, taken singly or as a series.

The Change CycleSix modules, from the effect of change on people through to shaping culture. One day in person per module, or the open online program of three modules.

Three levels, and what they mean

The level reflects the ground a group has already covered rather than seniority. A director in the first month of a major change belongs in Essential, and no one in the room takes issue with that.

Essential
Builds the foundation and assumes no prior work

Advanced
For experienced leaders, worked on their own live cases

Mastery
Works at the level of the system rather than the individual leader

Behavioral framework built from a company's own principles

Design begins with what is already true

Programs designed on assumption rather than on evidence rarely produce the change intended, and three straightforward instruments make the assumption unnecessary. A six-minute self-check gives every manager an individual picture and shows how the group stands as a whole. A properly run 360 establishes what your leaders can already do and where the constraint sits, accompanied by an explicit account of the limits of the numbers. And where company values are written in language that has not yet been translated into everyday action, that is worth addressing first: a principle that cannot be described as behavior cannot be developed.

The practical part

FormatsIn person, online or blended. Two to four hour modules, half days, full days, or a program across months.

Group sizeUp to 15 where there is practice in pairs. Larger for input sessions and keynotes.

WhereBerlin and across Europe in person. Online anywhere in a compatible time zone.

What stays with youParticipant materials, the output the group produces, and a handover with whoever carries leadership development on your side.

InvestmentQuoted per program, and per person for the open programs. Ask and you will have the figure the same day.

Questions people ask

Can programs from different areas be combined?

Yes, and most organizations do exactly that. A common first year combines one program for a particular group with one round of measurement, so that the following year is planned on findings rather than on impressions.

Is this only for whole organizations?

Two of the programs run as open cohorts that an individual manager can join. Everything else is delivered inside a single organization, for its own people.

Could our own trainers deliver it later?

Yes. The full facilitator guide, with timings and materials, can be written and handed over to your team, and several organizations have taken that route.

The full catalogue

More than thirty programs, with formats, what each one produces and the sources the methods draw on. It is sent as a PDF. Where a conversation would be more useful than a document, that is equally available.

Ask for the catalogue