Kaplan LPD Brochure 2016_Digital

DECISION-MAKING
IS THE ESSENCE OF
LEADERSHIP
technical
competence
+
behavioral
confidence
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KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS ................................................................3
success begins with strong leadership
our double helix approach to professional development
the right balance will drive sustainable commercial success
KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT .................................................................5
design approach
our delivery capabilities
assessment and measurement
WHAT KAPLAN CAN OFFER TO YOUR ORGANIZATION PROGRAMS WE OFFER ..........................7
EXECUTIVE DEVELOPMENT ..........................................................................................................8
senior team development
talent development programs
senior role transition
LEADERSHIP DEVELOPMENT .......................................................................................................10
change cohorts
development programs for college graduates and new recruits
MANAGEMENT DEVELOPMENT ...................................................................................................12
management fundamentals
managers managing managers
elective program modules
MASTER CLASSES AND WORKSHOPS .........................................................................................13
GLOBAL PRESENCE ....................................................................................................................14
table of contents
www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | leadership@kaplan.com (U.S.) | businesstraining@kaplan.co.uk (U.K.)
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success begins with strong leadership
Kaplan Leadership and Professional Development programs enhance the technical
competence and behavioral confidence of your biggest asset—your people—empowering
them to make better decisions and drive commercial performance.
We offer a wide range of programs, workshops, and other services that provide a uniquely
holistic, personally challenging, and practically relevant professional learning experience.
our double helix approach to professional development
Great leaders make great decisions. They gather views, weigh the evidence, assess the options, allocate
resources, apply what they know, and understand the implications of their choices. Decision-making is the
essence of leadership, and it is informed by both technical knowledge and behavioral insight. These two
aspects make up our DNA model of leadership…a double helix that illustrates the dynamic interdependent
strands of technical excellence and behavioral know-how. Together, they inform and sustain first-rate
leadership and drive organizational performance at every level of the leadership pipeline.
KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS
FLEXING BEHAVIORAL AND TECHNICAL DEVELOPMENT
BEHAVIORAL
TECHNICAL
3www.kaplanleadership.com | +01 877.708.2811 (U.S.) | +44 020.3468.0907 (U.K.) | leadership@kaplan.com (U.S.) | businesstraining@kaplan.co.uk (U.K.)
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the right balance will drive sustainable commercial success
When it comes to making commercial decisions, leaders must take into account the bottom line,
but they must also consider all possible behavioral implications as they apply to clients, customers,
colleagues, and partners.
Those who are not aware of the human consequences of their decisions fail in their responsibility to
their people and their organization. By strengthening technical competence and behavioral confidence
in your employees, your organization will develop better leaders, improve the quality of individual
and collective decision-making, and drive sustainable commercial success. Kaplan Leadership and
Professional Development programs deliver the right mix of technical and behavioral competencies,
and this will vary depending on the level at which your employees operate within your organization.
Our Decision-Making Framework uniquely integrates the key aspects of behavioral confidence,
ensuring we target the right skills in the right context.
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leadership identity
communicating
inﬂuencing
teams team
building
motivating engaging
leading
managing change
technical
knowledge
KAPLAN LEADERSHIP AND PROFESSIONAL
DEVELOPMENT CAPABILITY FRAMEWORK
KAPLAN…DEVELOPING PEOPLE, GROWING BUSINESS
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KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT
design approach
DESIGNING AROUND BUSINESS AND INDIVIDUAL NEEDS
In designing any learning intervention, Kaplan begins with a sound understanding of the business needs that your organization wants
to address, as well as the context. Our emphasis is on developing effective tactical and strategic decision-making at all levels of your
organization. Because real-world decisions are made in the context of an organization, coming to grips with your context is a key
component in developing your employees’ professional skills. This means designing development programs that connect the individual to
the situations in which they need to perform. For example:
• The team: How do groups interact to make decisions? How does this affect the decisions that are
made? How do technical and behavioral issues inform each other?
• The organization: How is the organization structured? What are the processes and practices that
shape behaviors and actions? How are these processes affecting performance and outcomes?
• The wider environment: What is the competitive landscape in which the organization operates?
What are the social, political, and economic factors at play? What does this mean at every level?
Once we identify the cohort size, suggested format of the intervention, number and duration of the modules, and the blended aspect of
the desired outcome, the next step is to find out more about the participants. Drawing on surveys, interviews, and 360-degree data, we
work to understand participants’ development, work context and culture, and, where possible, individual career paths. It is crucial that we
understand these factors in order to create a program that engages and motivates the participants on their terms.
We also need to understand the collective development issues, identifying those aspects and connections between the technical,
behavioral, and relational factors that will unlock latent potential and drive better overall performance. Input from senior leaders and other
stakeholders will contribute enormously to a successful program.
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SCOPING THE DEVELOPMENT
behavioral
• What do they need to pay most attention to, measure,
and get involved in?
• How does their professional image need to change?
• What’s the dominant culture of the organization?
• How does this fit with strategic objectives?
• What leadership and followership behaviors do they
need to exhibit?
technical
• What contextual knowledge is required to perform?
• What contextual skills are key to performance?
• What wider knowledge would enhance their ability
to perform?
• What wider skills would enhance their ability
to perform?
relational
• How collaborative do they need to be?
• How much competition is required?
• What sorts of teams do they lead/make up?
• How are decisions rights allotted and exercised?
• How do they need to influence and use authority?
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our delivery capabilities
We are proud to be able to count on a talented team of facilitators around the world. They are experts in their field
and provide engaging and contextualized experiences to our delegates.
Our Kaplan Licensed Faculty (KLF) embody the experience, expertise, and commercial acumen required to deliver
truly consistent and locally relevant learning solutions. Every prospective KLF participates in an immersive workshop,
where their abilities, suitability, and willingness are assessed to ensure we provide our client organizations with
exceptional global flexibility, local cultural alignment, and unmatched commercial value.
Our global reach is expanded even further by a pool of trusted associates we can draw on to undertake work on our
behalf. They are required to sign our “sub-contractor agreement,” which specifies roles and expectations, and all
of their work is reviewed under the Kaplan quality assurance process. Our associate list is periodically reviewed to
ensure it continues to represent the highest level of quality and value for money for your standards.
assessment and measurement
Kaplan’s promise to you is simple. We will assess and measure the aspects of the program that you value the
most, whether it’s improved performance, greater technical understanding, or behavioral changes. We will use
this information to agree on targets at both a program level and through the relevant HR process. These targets
are monitored throughout the program and, where applicable, beyond the training.
COUNT ON A TALENTED TEAM OF FACILITATORS WHO ARE EXPERTS IN THEIR FIELD.
KAPLAN’S APPROACH TO LEADERSHIP DEVELOPMENT
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WHAT KAPLAN CAN
OFFER TO YOUR
ORGANIZATION
We offer a variety of leadership and professional
development programs, ranging from multi-modular
interventions to half-day workshops, as well as other
services covering everything from diagnostics to
leadership audits. In the following pages, we provide
a few examples of typical interventions, but in broad
terms, our focus is on strengthening both technical
competence and behavioral confidence in the space
of Executive Development, Leadership Development,
and Management Development. Keep in mind, each
program will be designed together with you to achieve
a unique developmental experience that addresses your
organization’s needs.
PROGRAMS WE OFFER
EACH PROGRAM WILL
BE DESIGNED TOGETHER
WITH YOU TO ACHIEVE A
UNIQUE DEVELOPMENTAL
EXPERIENCE THAT
ADDRESSES YOUR
ORGANIZATION’S NEEDS.
Executive Development
• Senior Team Development
• Talent Development Programs
• Senior Role Transition
Leadership Development
• Leadership Development
• Change Cohorts
• Development Programs for College
Graduates New Recruits
Management Development
• Management Fundamentals
• Managers Managing Managers
• Elective Program Modules
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EXECUTIVE DEVELOPMENT
These programs are typically aimed at the most senior levels of a business or at those
who have been identified as having the potential to operate at board or near board level.
senior team development
Working on a board, executive committee, or any senior
decision-making team brings a unique set of challenges.
These programs focus on making the best decisions for
your business, getting the best out of individuals on the
team, and sending the right message to key stakeholders.
• One to Ones: Our lead consultant carries out
extensive one-to-one sessions to help explore each
team member’s motivations, preferences around
behavior, and developmental needs.
• Team Activities: All teams, including top teams, have
to consciously work on the team itself, including its
purpose and role. Our consultants facilitate a series
of team activities to improve on team processes and
make them more effective.
• Board Shadowing: Our lead consultant’s trusted
advisor relationship will allow him or her to attend
key meetings and act as a team coach.
talent development programs
• Selection: An assessment selection process based on the Kaplan
Senior Leadership Indicator Framework.
• Personal and Leadership Development: A program focused on
participants’ behavior and style that will unlock their leadership
potential.
• Business Relevant Content: A program revolving around relevant
business education that focusses on relevant knowledge needed to
lead within your organization.
• Projects: Involves project work that crosses functions and brings a team
together from different specialties to address strategic level issues.
• Coaching and Mentoring: A program for experienced consultants who
are able to support individuals in their development.
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senior role transition
These programs are shaped around the need to support senior staff as they transition between roles, commonly moving from a
functional leadership role to a more strategic post. The programs will identify a series of technical and behavioral development
needs of the individual to ensure a successful transition.
• Technical Upskilling: Taking up a senior role involves applying a new level of technical expertise. Our extensive experience
in financial training and other disciplines provides us with a pool of professionals who can design the right solution for your
particular needs.
• Strategic Communications: A key aspect of a senior role transition is the level and purpose with which they need to
communicate on both an individual and group level. We will teach transitioning leaders how to communicate more strategically,
communicate effectively through others, and create informative narratives that engage and deliver meaningful results.
• Strategic Leadership Development: Shifting from leading a business unit or heading up a functional area requires a shift of
leadership mind-set. This means redefining objectives and metrics, using networks across and outside the organization, and
taking on new perspectives.
• Personal and Collective Example: How an organization conducts itself on an individual and collective level is an important
factor in the organization’s ability to gain the commitment required to embed and sustain change. We work extensively with
individuals and teams on personal impact, as well as communications skills and collaboration.
• Organizational Culture and Practices: Great emphasis is given to understand the key levers of organizational culture and how
to use these levers to effect change.
EXECUTIVE DEVELOPMENT
“WE REALLY LIKED THE BALANCE AND THE STRUCTURE OF THE PROGRAM BETWEEN THE TECHNICAL,
THE BEHAVIORAL, AND THE CONSTANT FEEDBACK BETWEEN EACH OTHER. THE BASE CASE STUDY
WAS GREAT, AND IT ALSO HELPED US TO UNDERSTAND THINGS BEYOND OUR REGULAR DAY-TO-DAY
BUSINESS. IT’S DEFINITELY A STRATEGIC IMPERATIVE FOR US MOVING FORWARD.”
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LEADERSHIP DEVELOPMENT
These programs are often aimed at first line managers who have recently taken up a leadership role, or middle level
managers who are consolidating their leadership skills as part of their professional development. The touch points include:
• Personal and Leadership Development: Personal and professional development is triggered by placing
individuals in unfamiliar and challenging situations and environments.
• Core Leadership Skills: Our leadership capability framework gives us a palette of skills to work on:
motivating and team building; communicating and influencing; leading and managing change; problem
solving and decision making. Sessions exploring and applying each of these areas, separately and in
combination, are core features of this program.
• Tailored Business and Organizational Content: Developing a cohort of leaders should not be a generic
task. It is about developing the leaders that organizations need now and going forward. Our programs
are always tailored to simulate the context of a business—its strategic and operational level challenges,
its culture and decision-making practices, and the competitive landscape in which it operates.
• Projects: Project work that crosses functions offers a chance for participants to learn more about the
business, to work together, and to work with key stakeholders. In addition, valuable insights, as well
as actionable results, may result from the project work. Many of the projects our action learning teams
have worked on have created insights that were embedded into the everyday business.
• Coaching: Providing a coach, in the form of a trained consultant who is able to support the individual
during the period of the program, is an essential component. It not only creates a space to work through
psychometric, 360°, and other feedback data, but it also provides an experienced interlocutor.
change cohorts
Often, an organization will run a leadership development program designed to create a group of leaders who will drive
change in their business. This key group, usually at the mid- or senior-level, is chosen to create a common framework and
approach that will be used to cascade change throughout the organization. While such a program would be run over a
number of modules and cover much of the ground that a general leadership development program would cover, special
attention would be paid to the following:
• Strategic Alignment: This cohort will have been chosen for the role they can play in aligning the
organization behind its strategic objectives, ensuring that key structures and processes, people issues,
technology, and so on, would drive and support change.
• Applied Financial Literacy: Changing and improving business practices means making better use of the
financial resources of the business, whether in investment, people, technology, or other assets. Making
sure this cohort is able to apply the right level of commercial know-how to ensure the business captures
the value it creates is crucial. We can measure and assess this know-how via our unique financial
literacy diagnostic tool and use our Kaplan Business Challenge simulation as a key mechanism to let
the participant experience the financial decisions that underpin the organization’s performance.
• Personal and Collective Example: How an organization conducts itself on an individual and collective
level is an important factor in the organization’s ability to gain the commitment required to embed
and sustain change. We work extensively with individuals and teams on personal impact, as well as
communications skills and collaboration.
• Organizational Culture and Practices: Great emphasis is given to understanding the key levers of
organizational culture and how to use them to effect change. In practice, this often means introducing
and applying decision-making tools and processes in order to reengage, reenergize, and realign the
organization around the change.
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LEADERSHIP DEVELOPMENT
development programs for college graduates and new recruits
Creating a clear sense of professional identity around leadership and followership with your new employees will pay
dividends during their service in your organization. Failing to instill these skills early will affect their performance,
engagement, and long-term retention. These development programs identify the following four key areas of focus:
• Organizational Values, Purpose, and Mission: For the so-called “Generation Y” employee, feeling
comfortable and being part of an organization is paramount. For the “Millennials,” who will someday take
their place, this will be a key issue around which they make their career choices.
• Financial Literacy: These programs ensure your employees have the right level of financial awareness and
the ability to apply it in the context of your business.
• Leadership and Followership: Acquiring nascent leadership skills is essential to developing future leaders
for your organization, while good followership skills are just as critical to development.
• Basic Leadership and Management Skills: These programs teach the basic skills of time prioritization,
meeting management/contribution, presenting , business case development, and report writing.
“THE LESSONS LEARNED ARE FAR MORE MEMORABLE THAN ANY TRADITIONAL TRAINING
EVENT. MORE THAN 10 YEARS LATER, PARTICIPANTS CAN RECOLLECT VIVIDLY WHAT THEY DID.”Previous

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While the line between leadership and management is blurry at best, these programs are typically aimed at
individuals in the early stages of their careers. The programs may be modular and in cohorts, or a series of
individual modules that, combined, cover a range of capabilities.
management fundamentals
These programs are aimed at new and inexperienced managers.
They provide the basic building blocks of management skills, knowledge, and presence.
• Focus on the Business and Individual Needs: With the organizational context and marketplace in
mind, your employees are given the skills, knowledge, and individual support they need to manage
themselves with impact.
• Practical and Outcome Focused: These workshops are practical and exercise-based with a focus
on the core skills of management.
• Key Conversations: Using role-play techniques, this program trains the manager to hold
meaningful coaching and performance conversations that will engage and motivate their teams.
managers managing managers
These programs focus on experienced managers who are charged with motivating
larger teams and who frequently manage important strategic relationships.
• Network and Stakeholders: This program focusses on creating a climate where teams can
succeed. Managers learn to be more effective in their management of networks and stakeholders.
• Organizational Insight and Commercial Awareness: These programs are often shorter, more
intense, and include key elements of business and organizational education. Knowledge
components focus on finance for non-financial employees, the role of the manager in translating
and executing business strategy, the principles of supply chain management, and more.
• Breaking Down Silos: The inclusion of cross-functional project work is equally useful in helping
your employees create connections across the business in order to break down functional silos.
elective program modules
Modular programs with core content may also be accompanied
by electives that cover specialist behavioral subjects, including:
• Presenting with Impact
• Recruitment Interview Skills
• Effective Report Writing
• Leading Productive Meetings
• The Confident Negotiator
• Developing Assertiveness
• Conflict Management
• Coaching and Mentoring Skills
• Managing Change and Uncertainty
• Mastering Relationship Networks
• Organizational Politics
MANAGEMENT DEVELOPMENT
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MASTER CLASSES AND WORKSHOPS
In addition to our core propositions, we offer a range of master class sessions in
specialized areas. Kaplan’s industry and technical experts will use their knowledge
and extensive training experience to deliver programs matched to your organization’s
philosophy, style, and approach. Organizations invest in master classes and
workshops, alongside Executive Development, Leadership Development, and
Management Development programs, in order to close identified skills gaps, which in
turn allows them to most effectively meet company goals and objectives. The following
sessions and workshops are examples; each program we develop with you will be
unique to your organization’s needs. Whatever the formats or delivery methods used,
we will ensure the approach is focused, practical, and effective.
Applied Behavioral Economics
Financial Reporting Strategies in a Highly
Regulated and Competitive Environment
Intelligent Finance Interviewing:
Tools and Techniques
Creating Decision Advantage
Decision-Making and Forecasting in a Volatile,
Uncertain, Complex, and Ambiguous (VUCA)
Environment
Financial Awareness
Accounting and Financial Reporting
Assurance, Risk, and Regulatory Matters
Financial Management
Macroeconomics
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Kaplan provides onsite classes in 30 countries in nearly 400 locations, as well as online class delivery in over
100 countries. We provide training and testing services in approximately 100 languages. Kaplan employs trainers,
facilitators, lecturers, coaches, speakers, and instructional designers across our localities. The vast majority of our
colleagues are directly employed, especially regarding technical training.
GLOBAL PRESENCE
AMERICAS
• Canada
• United States
• Colombia
• Chile
• Venezuela
EUROPE/MIDDLE EAST/AFRICA
• France
• Germany
• India
• Ireland
• Malta
• Nigeria
• Spain
• Switzerland
• United Arab Emirates
• United Kingdom
ASIA PACIFIC
• Australia
• China
• Hong Kong
• Japan
• New Zealand
• Singapore
• South Korea
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