The CEO Guide To Getting The Best From Your Team

Chapter 0. Preface for CEOs and Managing DirectorsHello 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 Facilitators Guide’ and from the next chapter, youll 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 intune 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 businessteam 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.

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

By Richard Parkes Cordock

Copyright © Richard Parkes Cordock 2014

First Published 2014 by ELW Publishing Bath, UK – SMASHWORDS EDITIONThank you for downloading this free ebook You are welcome to share it with your friends This book may be reproduced, copied and distributed for non-commercial purposes, provided the book remains in its complete original form If you enjoyed thisbook, please return to Smashwords.com to discover other works by this author Thankyou 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?

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 Customers29.4 - Session 4: Why Everybody In Your Company Must Be A Salesperson29.5 - Session 5: The Six Fundamentals of Business That You Must Master29.6 - 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 Communication30.4 - Session 9: 7 Proven Strategies To Get The Most From Your Team30.5 - Session 10: Motivation! How To Get Your People To Go The ExtraMile

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 Leadership31.2 - Session 12: How To Develop Unshakable Confidence & Self Belief31.3 - Session 13: The Unstoppable Twin Force of Passion & Desire

31.4 - Session 14: How To Eliminate Your Fears, Doubts and Limiting Beliefs31.5 - Session 15: How To Create Endless Opportunity and Make Luck WorkFor 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 ThePower of Goals

32.2 - Session 17: The 5 Advance Payments You Must Make To Reach YourGoals

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 thecompany’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 tofind 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 yourcompany 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 ahigher level

If you are looking to improve the performance of your entire company, or you want toaddress 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, andpossibly using Enterprise LEADER in your own company, please get in touch usingthe contact details at www.enterpriseleaders.com

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 businessteams

I also talk about how and why Enterprise LEADER was created, why it works, how itworks 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 questionsyou 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 theperformance 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

· 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 thatyou 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 yourorganisation 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 oreven thousands of employees

You might be an external coach/consultant who works with companies to improvetheir 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 verylikely you share the same frustrations and challenges of virtually every other leader inbusiness; 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 discoverthe 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 findyourself thinking, "I've got good people in my team but I know I can get morefrom them.”

Perhaps you are clear about the goals you want to achieve as a leader, but recogniseyou 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 acommon 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 ofthe 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 newways 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 businessexecutives 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, butsimilar 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 eachother, 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 thecompany, 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 Simonand the senior management team feel there is a gap between the vision, goals andambitions of the SMT and the wider workforce.

Using Enterprise LEADER, Simon and his team are able to close the gap between theworkforce and the boardroom, getting every employee tuned into the vision, goals anddirection 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 isnot fully aligned behind a common set of goals She feels no one is facing in the samedirection, 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 everybodyon-board with the shared goals and vision of the company This renewed energy andcohesiveness 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, andexplore 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 embracingthe 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 tohelp 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, asthey 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 revenuesand 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 understandhow 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 thecustomer, 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-functionalteams 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 forVal 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 strengthentheir teams in the workplace, at a time and pace which suits them

Built around 20 MP3 team development sessions (which you work through togetherwith 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, unlockingthe 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 performanceteams 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 forthe 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 andcommunication, as well as total dedication and focus on the customer

An enterprise leader is somebody who thinks differently to most employees and isprepared 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 anunderperforming 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 organisationwill 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 ForYou

· Session 16: How To Achieve Extraordinary Results Through The Power ofGoals

· 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-to-face 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 ‘onthe 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 onlypart 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’llsee exactly how you as an executive/manager or coach/consultant can facilitatethe 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 4months (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 forcompanies 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 ofeight

If you have 300 employees in your company, you might create 30 groups of 10 peoplewith 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 groupand 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 ororganisation

Chapter 9 Functional or Cross-Functional Teams

Companies who use Enterprise LEADER have a choice to make when dividing upteams 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 100employees, and how to structure the smaller groups

The two most obvious approaches are functional or cross-functional teams There arepros and cons for each approach

A functional team may include everybody from the same department i.e all offinance, all of marketing, all of customer services, etc

Whereas a cross-functional team might include two people from finance, two peoplefrom 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 samedepartment

· Can focus conversations around your own areas of work

· Can be led/facilitated by the manager of the team

· Brings people from different areas of the business together

· Helps different departments understand each other

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 teammembers

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 ofconducting 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 toattend the group session

In these instances, video chat can be very useful However, we would advise that themajority 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.

Chapter 11 The Creation of the 4 x ½ Day

Initially, teams would meet together for an hour or two to discuss each session

This meant that teams were meeting 20 times to discuss the 20 sessions of the

program and Enterprise LEADER became a team development program, instead of a pure personal development program.

Whilst this increased level of discussion and team bonding delivered excellent results,practically it was a ‘big ask’ for any company to get their team (or multiple teams) together for 20 x 2-hour sessions (40 hours)

Therefore, the methodology has been refined over time, so that teams meet just 4times to discuss the ideas in the program and apply the learning back to their ownteam/organisation So rather than meeting for 40 hours, teams can meet for four ½days (or a total of roughly 16 hours)

Chapter 12 What Materials Do you Receive

with Enterprise LEADER?

At the heart of Enterprise LEADER, are 20 MP3 development sessions Each session

is approximately 15 minutes long and typically team members listen to five sessions

in a week, ahead of meeting together the following week as a group

In addition to the 20 MP3 sessions, team members also receive an Introduction

Session and 20 Summary Sessions.

Also included with Enterprise LEADER is an MP3 spoken word version of the book,

Business Upgrade Business Upgrade is the precursor to Enterprise LEADER and is

optional for team members to listen to

Here are the materials (Intellectual Property) you receive when you purchase a license of Enterprise LEADER.

1 Start Here (Introduction MP3) 22mb

2 Business Upgrade (MP3 Audio Book) 168mb (Optional)

3 Enterprise LEADER (MP3 Version) 380mb

4 Enterprise LEADER (Flash Version) 129mb (Optional)

5 Summary Sessions (MP3 Summary) 127mb

6 Foundation Series Plus+ (MP3 Bonus material) 169mb (Optional)

Chapter 13 The Workbook

The 218 page Enterprise LEADER workbook is an essential part of the team

development program

The workbook will be used extensively during the group face-to-face sessions, and it

is critical that team members complete all the relevant exercises in the workbook ahead of the group sessions

If team members attend the group face-to-face sessions without having first listened

to the MP3 audio or completed the workbook exercises, they will not be able to contribute to the discussions and the group sessions will be ineffective

Therefore it is imperative that every team member completes the relevant workbookexercises (and listens to the audio) before the group sessions

The workbook contains 20 chapters, and summaries each of Enterprise LEADER’s 20sessions Additionally, the workbook contains a series of exercises which help

personalise the MP3 learning

Typically these exercises get team members to think about other companies or peoplethey interact with on other, non-work, related areas of their lives, and help them drawparallels to their own work environments

For example, in exercise 1.2 (Are you relevant or irrelevant to your customers?), teammembers are asked to think about changes they have seen in technology over the past five years, and think about changes they expect to see in the next five years This helps them to think how much technology has changed in recent times and how companies need to adapt and change to stay relevant to customers

They do the same exercise with global and social changes, before thinking about thechanges they have seen (or expect to see) in their own industry

During the group face-to-face sessions, team members will have their workbooks infront of them and will refer to them during the discussions Typically the facilitator will open a session asking for people to contribute their answers to one of the

questions (i.e Question 1.2 “tell me, what did you write down for the changes in technology you have seen over the past five years?”)

The responses to the questions are the start of discussions, but very quickly, it is theresponsibility of the facilitator to turn the conversation to the company’s/team’s ownbusiness (i.e “let’s now talk about the changes we have seen in our own industry, andthe changes we might expect to see in the next five years”)

Keeping the conversation flowing and focused on the business, its teams and

customers is the primary role of the facilitator

** Please note: when downloaded, the workbook is provided in PDF format and

we recommend each team member receives a fully printed and bound workbook.

We provide the front and back covers as part of the download.

The 218-page PDF workbook and front/back covers can be emailed to a local print shop who can print and ‘spiral bind’ the workbooks for you It is suggested you do this ahead of embarking on the program.

Chapter 14 CEO for a Day Ideas (Workbook Exercise)

One of the most important questions in the workbook are the ‘CEO for a Day Ideas’.

At the end of each session, the question is asked, “based on what you have learnt in today’s sessions, what five changes would you make if you were CEO for a day?”This is a very powerful question, and gives team members the permission and

framework to put forward their own business growth, cost saving and process

We also recommend that the group facilitator collects the ‘CEO ideas’ on email aftereach group session and puts them in one central document This document should then be emailed back to team members for them to review, comment on, and

recommend ideas to action

A copy of the CEO for a Day ideas should also be shared with senior management,including your CEO It is important your senior management understands how yourwider employee base think, and the ideas they put forward

Chapter 15 Introduction MP3 Session

The MP3 Introduction Session is designed to set the scene for Enterprise LEADER

In this 15-minute session, team members are introduced to the three core themes ofCustomers, Teams and Personal Leadership, and they learn for the first time what Enterprise LEADER is and how it works

They are also introduced to Lucy, Tom, Michael, Charlie and Stephen These will be

their guides and mentors during the MP3 audio element of the program

Lucy, Tom, Michael, Charlie and Stephen all work for a Amroze Technology, acompany which has fallen on hard times It is through the story and narrative ofAmroze Technology and its five employes that much of the learning in the MP3sessions is communicated

During the MP3 sessions, Amroze Technology will be an important part of the team members’ experience However, as soon as team members work together in the groupface-to-face sessions, their focus will quickly switch away from Amroze to their own company, department or team

Chapter 16 Business Upgrade (Optional MP3

In the book these three core themes are referred to as I BELIEVE (The Leader), WEBELIEVE (The Team) and THEY BELIEVE (The Customer)

Business Upgrade tells the full story of Amroze Technology and introduces Lucy,

Tom, Michael, Charlie and Stephen

It is not essential that team members listen to this 4-hour audio book, but many choose to do so, either before embarking on the full Enterprise LEADER program, orafterwards as a recap

From the Book Cover of Business Upgrade:

corporate inefficiency Passion is swapped for process Systems replace energy and ideas Complacency wins over competence Businesses begin to stagnate and wonderwhy What businesses must learn to do is stay as close as possible to the fundamentalset of ideas that first made them successful

Richard Parkes Cordock’s first book, Millionaire Upgrade introduced the I BELIEVE

model to those ready to learn the secrets of being a successful entrepreneur Now in the follow–up story we see how corporations and businesses of all sizes simply cannotafford to disregard the principles of great entrepreneurship if they want their company

to sustain growth and success

Join Lucy as she begins her voyage of discovery through the apathy of AmrozeTechnology and beings the process of re–igniting the entrepreneurial fire that isthreatening to burn itself out Could this be your business? If so, it’s time to dosomething about it!"

Chapter 17 20 MP3 Development Sessions

The 20 MP3 development sessions are the core of Enterprise LEADER

The MP3 sessions expand on the story of Amroze Technology which is first

introduced in the book Business Upgrade Each session lasts around 15 minutes long

and with the help of Lucy, Tom, Michael, Charlie and Stephen explores the subjects

of Customers, Teams and Personal Leadership in much greater detail

For example, the actual sessions for the ‘Customer’ element of Enterprise LEADERare:

· 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

It is recommended that team members listen to a different session each day of theweek (usually on their smartphone or MP3 player), ahead of meeting together thefollowing week as a group

The MP3 sessions are designed to be short, accessible and listened to at a time andplace which suits each team member Once they have listened to one MP3 session,they then complete the relevant workbook exercises, before moving on to the nextaudio the following day

A typical schedule to complete the ‘Customer’ audio sessions might look like this:

Week 1

· Mon: Session 1: Growth Through Innovation, Creativity and Change

· Tue: Session 2: Gaining New Customers Through 'Word of Mouth’

· Wed: Session 3: How To Maximise The Lifetime Value of Your Customers

· Thur: Session 4: Why Everybody In Your Company Must Be A Salesperson

· Fri: Session 5: The Six Fundamentals of Business That You Must Master

Having completed the first five sessions of Enterprise LEADER (The Customer / THEY BELIEVE), many companies choose to take a break for a few weeks, or even

months, before picking things up again to work through the next section of EnterpriseLEADER (The Team / WE BELIEVE).

They repeat this process twice more as they complete the Personal Leadership / IBELIEVE sections of the program

As mentioned earlier in this guide, you can choose the schedule which works for you and your team You might choose to complete Enterprise LEADER in four weeks, four months, or even longer The schedule is totally flexible to meet your needs

Chapter 18 20 MP3 Summary Sessions

Included with Enterprise LEADER are 20 summary MP3 audio sessions Each audiosession is 2-3 minutes long, which means the entire program can be revisited in about1-hour

These summary sessions are set to a musical backdrop, which makes them easier tolisten to many times

It is recommended that team members listen to the summary sessions once they havecompleted the entire program, or after completing an entire section (i.e Customers, Teams or Personal Leadership)

Chapter 19 Foundation Series Plus+ (Optional MP3 Audio Sessions)

Foundation Series Plus+ is an optional audio program which team members can listen

to once they have completed the main Enterprise LEADER program

Enterprise LEADER was developed after interviews with over 50 successful UK based entrepreneurs, CEOs and business leaders, including Duncan Bannatyne (Dragon’s Den), Simon Woodroffe (YO! Sushi), Lord Harris (CarpetRight), Lord Bilimoria

(Cobra Beer), Sir Tom Hunter (Serial Entrepreneur and Investor), Luke Johnson (Serial Entrepreneur and Investor, former Chairman of Channel 4), Julie Meyer (Investor and CEO), Professor Sir Christopher Evans (Merlin Bioscience/Excalibur), Stuart Wheeler (Founder and former CEO of IG Index), Nick Wheeler (Charles Tyrwhitt), Chrissie Rucker (White Company) and many more

In interviewing the CEOs, entrepreneurs and business leaders, we wanted to find outexactly how they think and act, and why they and their teams are high performing.Using NLP (Neuro Linguistic Programming) modelling principles, we asked eachbusiness leader the same set of 25 questions, delving deeper and deeper into theirmindset and approach to leading a business

Their responses formed the basis of Enterprise LEADER

However, in Foundation Series Plus+, team members get to hear first hand fromthe CEOs, entrepreneurs and business leaders who were interviewed, and discoverhow their thoughts, ideas and views found their way into Enterprise LEADER

Foundation Series Plus+ is an optional extra, and it is the team members’ own choicewhether or not they wish to listen to it

There are eight 30-minute sessions in Foundation Series Plus+ which include:

1 Confidence and Self Belief

2 Fears, doubts and Limiting Beliefs

Chapter 20 Final Presentations

Once team members have completed the 20 MP3 audio development sessions, and theteam has met for 4 x ½ days, we recommend the program is brought to a close with

There are no hard and fast rules about how the final presentations are made, but hereare a few suggestions for team members:

· Work individually or in small groups of 2-3 people

· Recap key learning points

· Summarise main CEO for a day ideas

· Make formal or informal presentations

· Use PowerPoint if you prefer, or not!

· Be creative in how you express yourself - some teams have sung songs,

created quiz shows, and acted out scenarios

Team members have a free reign and total creative licence regarding how they

make their final presentations

The final presentations should be fun!

However, they can be a source of nervousness for team members, and the group facilitator should be sensitive to this, and give them all the necessary support theyneed

Because of the unexpected creative and fun aspect of final presentations, it is worthconsidering filming them on a smartphone to capture these precious moments

Chapter 21 The Importance of Facilitation

A key element to the success of Enterprise LEADER is the role of the facilitator, andtheir drive and direction to get the most out of the program

The facilitator possibly you will steer the group face-to-face sessions, keeping thesessions on track and ensuring the discussions are relevant at all times

As a facilitator, you must be:

· Good at leading a group and keeping it focused on its objectives

· Good at listening and letting others talk

· Good at encouraging others to contribute to the group discussion

· Able to make connections between different ideas and stimulate conversationaround them

· Knowledgeable about your own business and competitive landscape

· Good at drawing conclusions and summarizing

· Able to hold people to account (it is important to ensure team members havecompleted all the MP3s and workbook exercises before attending the groupface-to-face sessions)

Often the facilitator for a group will be a senior person within the department ordivision This might be a VP, director, manager or senior executive In a smallercompany it might be the CEO or business owner

Where more than one facilitator is required (because the team/department/company istoo large), typically it will be other senior executives who lead the groups

Occasionally, once a group is established, other team members can step forward andfacilitate part of all of the group face-to-face sessions This is a good opportunity forteam members to develop their own leadership and facilitation capabilities

Chapter 22 Internal or External Facilitator

Some companies prefer to work with an external coach/consultant who facilitates thegroup sessions, rather than having an internal executive lead the sessions This can be

a good decision and works well in certain companies

An external coach/consultant offers a level of objectivity and independence which aninternal executive can never have

The role of an external facilitator is identical to the role of an internal facilitator, butsometimes an external person can achieve greater results than an internal one

Politics, bureaucracy and personal egos can sometimes get in the way when a team is brought together in a room, but an external person offers a relief to this and can cut through the atmosphere, or address the elephant in the room which internal executivesoften can’t

An external coach/consultant can also keep all team members accountable and drivethe program forward Sometimes work pressures can get in the way for scheduling adate for group face-to-face sessions, but it can often be easier to make a meeting happen with an external coach/consultant driving things forward

** If you are an external coach/consultant reading this facilitator's guide and

would like to know more about becoming an Approved Associate of Enterprise LEADER, please visit www.enterpriseleaders.com.