Leadership Pipeline Blanchard

Leadership Continuum
Managing Self
Passage 1Managing Others
Skills
Professional or technical
Doing assigned work to meet objectives
Ability to collaborate and be empowered
Values
Acceptance of company culture; adopting
professional standards, and engagement
Time Application
Planning so can complete work on time;
punctuality, content, quality, reliability
Blanchard Offering
Situational Self Leadership: Goal Setting,
Getting What You Need to Succeed; Selling Your
Solutions; Negotiating for Autonomy
Legendary Service: Exceptional Service with
increased engagement
DISCovery Self and Others: understanding
style preferences
Team Skills
Trust Builder
Skills
Planning work; filling jobs; assigning work; motivating, coaching, measuring work
of others. Getting work done through others
Values
Learn to value managerial work, rather than just tolerate it; believe that
making time for others, planning, coaching, are necessary tasks
Value making others productive
Time Application
Less time on individual work, more on managing others work
Blanchard Offering
Situational Frontline Leadership (STL): Diagnose Needs Providing
Work Direction; SMART Goals; Feedback; Active Listening; Building Self
Esteem; Creating a Motivating Work Environment; Resolving Performance
Problems; Delegating; Praising
Goal Setting: Focus energy, sustain motivation, and increase the likelihood
of success using SMART Goal Setting
Listening: Mastering skills of nonverbal listening, inquiring, paraphrasing,
synthesizing and summarizing feelings.
Giving Feedback: Conversational skills on 4 key types of feedback
Whale Done: Building trust, accentuating the positive and use focused
redirection to achieve best results
Passage 2
Managing Managers
Skills
Selecting people to turn Passage 1; assigning managerial and
leadership work; measuring Passage 1 peoples progress as
managers; coaching and motivating them
Think beyond function and concerned with strategic issues
Identify value-based resistance to managerial work
Values
Value managerial work; value those who can lead rather
than those who can only do
Time Application
Coaching to instruct first-line managers on how to lead;
complete performance-feedback cycle with reports
Blanchard Offerings
Situational Leadership II: Diagnose development levels;

apply flexible leadership styles; partner for performance
Situational Leadership II DISC/MBTI Bridge: Integrating
Personality Styles to provide easier matched interaction
Building Trust: Awareness of elements of trust, trust
eroders, and what to do to build and sustain trust. Learn 4
key elements (ABCD) of building trust.
Coaching Essentials for Leaders: Help managers and
leaders integrate coaching skills into their leadership style and
draw out ideas and solutions in line with key objectives.
Optimal Motivation: teach people the skill to upgrade and
integrate own motivation outlook and sustain
Challenging Conversations: Willingness and ability to
initiate challenging conversations that surface conflict and
transform difficult emotions into productive energy
One-to-one coaching to support learning
The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).
2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate
Passage 3
Functional Manager
Skills
Taking other functional concerns and needs into consideration; work in
teams with other functional managers; competition for resources; skill of
skip-level communication and delegation
Proficient strategist; communicating in a matrix
Values
Act like a function leader in a matrix environment adopt a broad, strategic
perspective
Time Application
Participating in business team meetings; working with other functional
managers; delegating responsibility for functional tasks to direct reports
Blanchard Offerings
Situational Team Leadership: Stages of team development;
benchmark team performance against high performing team standards;
use appropriate strategies for team development
Team Skills: Team Chartering and skills tailored to specific group
needs
Leading and Teaming Virtually: Understand how to modify
behaviors as time, distance, and technology separate the team and the
leader
Leading in a Matrix: Leading Self and Others in a complex
environment, with conflicting goals and ambiguous decision making
needing specific communication skills.
Organization Coaching: Create an internal coaching climate
Leadership Continuum
Passage 4
Business Manager
Skills
Integrating functions, rather than just understanding and working with
other functions; responsibility for unfamiliar functions and outcomes;
required to work with a wide variety of people and must be sensitive to
functional diversity issues
Moving to a profit perspective and a long-term view; balance future
goals, present needs and making trade-offs and change
Values
Value and effectively use staff functions
Trust, learn to accept advice and receive feedback from all functional
managers
Time Application
Reserve time for reflection and analysis
Blanchard Offerings
Leading Change: Learn characteristics of change-adaptive
organizations; strategies for leading through change and
diagnose and respond to predictable stages of concern;
Leadership Point of View: Explore and create legacy
to leave as a leader; prepare leadership point of view to
share with others; learn discipline of a servant leader
Executive Coaching: One-to-one relationship with a
hand-selected ICF certified coach
Passage 5
Group Manager
Skills
Evaluating strategy for capital allocation and deployment purposes;
development of business managers; coaching new business
managers; managing a portfolio of businesses; assessing if right
core capabilities are in place to win
Values
Move from valuing the success of his or her own business
to valuing the success of other peoples business
Time Application
Spend time beyond running multiple businesses:
community, industry, government, ceremonial
responsibilities and activities
Blanchard Offerings
Custom Executive Development
High Performing Organizations: Refine six elements and
best practices to become the employer of choice, the investment
of choice and the provider of choice.
Executive Coaching: One-to-one relationship with a hand-selected ICF
certified coach
Passage 6
Enterprise Manager
Skills
Long-term visionary thinker; develop operating mechanisms to know and drive
quarter-by-quarter performance
Ability to manage external constituencies, sense significant external shifts, and do
something with them proactively
Inspire all employees through variety of communication tools
Values
Learn to value trade-offs between driving quarter-by-quarter performance
that is in tune with longer-term strategy
Value an outward-looking perspective
Time Application
Shift subtly from strategic to visionary thinking and from an operation to a
global perspective
Blanchard Offering
Creating Your Organizations Future: Create a shared vision
for team, department, or organization and help identify the strategies
and actions needed to make their vision a reality.
Executive Coaching: One-to-one relationship with a hand-selected ICF certified
coach
The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).
Relevant Offerings from The Ken

Blanchard Companies Mapped to The
Leadership Pipeline
Prepared for:
Prepared by:
Note: Many of the programs described in this document are applicable to people at
multiple leadership passages.
References made to The Leadership Pipeline by Ram Charan, Stephen Drotter, and James
Noel. The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2001).
Table of Contents
Managing Self (Individual Contributor) ........................................................................................................................................................ 1
Situational Self Leadership .................................................................................................................................................................... 1
DISCovering Self and Others ................................................................................................................................................................. 1
Trust Builder (Myself As) ........................................................................................................................................................................ 1
Team Skills ............................................................................................................................................................................................. 2
Legendary Service ................................................................................................................................................................................. 2
Passage 1From Managing Self to Managing Others (FirstLine Manager) ............................................................................................ 2
Situational Frontline Leadership ............................................................................................................................................................. 2
Goal Setting............................................................................................................................................................................................ 3
Listening ................................................................................................................................................................................................. 3
Giving Feedback .................................................................................................................................................................................... 4
Whale Done............................................................................................................................................................................................ 4
Passage 2From Managing Others to Managing Managers (Manager of Managers) .............................................................................. 4
Situational Leadership II (SLII )............................................................................................................................................................ 4
Situational Leadership II Bridge with Personality Styles: DISC and MBTI ........................................................................................ 5
Building Trust ......................................................................................................................................................................................... 5
Coaching Essentials for Leaders ........................................................................................................................................................... 6
Coaching to Support Learning ............................................................................................................................................................... 6
Challenging Conversations .................................................................................................................................................................... 7
Optimal Motivation.................................................................................................................................................................................. 7
Passage 3From Managing Managers to Functional Manager (Functional Manager) ............................................................................. 7
Situational Team Leadership.................................................................................................................................................................. 7
Team Chartering [Intact Teams]............................................................................................................................................................. 8
Leading and Teaming Virtually ............................................................................................................................................................... 8
Leading in a Matrix ................................................................................................................................................................................. 9
Organizational Coaching ........................................................................................................................................................................ 9
Passage 4From Functional Manager to Business Manager (Business Manager) .................................................................................. 9
Leading People through Change ........................................................................................................................................................... 9
Leadership Point of View...................................................................................................................................................................... 10
One-on-One Executive Coaching with Certified Business Coach........................................................................................................ 10
Passage 5From Business Manager to Group Manager (Group Manager)............................................................................................ 10
Custom Executive Development .......................................................................................................................................................... 10
High Performing Organizations ............................................................................................................................................................ 11
Passage 6From Group Manager to Enterprise Manager (Enterprise Manager) ................................................................................... 11
Creating Your Organizations Future .................................................................................................................................................... 11
1
ManagingSelf(IndividualContributor)
Situational Self Leadership
Description: Organizations need self-motivated employees who improve corporate productivity and
profitability, effectively manage themselves, and create an emotional engagement with the customers they
serve. Situational Self Leadership is designed to assist individuals at all levels in making the transition from
disengaged to engaged, from being responsive to responsible, and in taking initiative in idea generation,
innovation, and problem solving. Situational Self Leadership uses the latest in accelerated and adult learning
concepts, and provides a model with strategies for gaining more satisfaction from work by examining
motivation, confidence, knowledge, and skill.
Objectives:
Take responsibility for themselves and the organization
Ask for the support and direction they need to excel
Capitalize on Points of Power to enhance leadership, communication, and performance
Learn the difference between setting goals and achieving them
Master the art of managing up
Length: 1-2 days
See chapter 6 in Leading at a Higher Level
DISCovering Self and Others

Description: Using the online DISC Profile and dynamic classroom activities, your employees learn how to
adapt their behavior in order to communicate and relate more effectively and interact more skillfully with
others. By developing an appreciation of others behavioral preferences and acknowledging their unique
strengths and areas for development, participants will create more satisfying, meaningful, and productive
business and personal relationships. DISCovering Self and Others is designed in modular format that can be
tailored to a particular schedule. It is based on the DISC Profile, a powerful and profound tool for people to
use in order to understand themselves and the way they relate to the world. Employees learn to identify and
understand their own behavior patterns (DISCovering Self); and how to identify, understand, and better
respond to others behavior patterns (DISCovering Others).
Objectives:
Observe and identify their natural and learned behaviors

Identify and understand their primary DISC position and Classic Profile Pattern
Observe the behaviors of others that reveal their DISC position and Classic Profile Pattern
Develop strategies for taking advantage of their strengths and monitoring their behavior to create
more satisfying, productive, and meaningful relationships
Develop an appreciation for others behavioral preferences (DISC positions) by acknowledging their
unique strengths
Length: 1 day
Trust Builder (Myself As)

Description: Trust is core to how people work together, listen to one another, and build effective working
relationships. In fact, the primary factor affecting employee turnover is whether or not the manager and the
employee have developed a trusting relationship. This program creates awareness and sensitivity about
which behaviors are known to erode trust and which behaviors build and sustain trust. We teach a model that
is easy to learn and follow, and is based on the four elements of trustdemonstrating competence, acting
1
with integrity, caring about others, and maintaining reliability.

Objectives:
Awareness of the elements of trust, trust eroders, and what to do to build and sustain trust
A personalized action plan for becoming a more trustworthy leader
Communication skills for enhancing trusting relationships with direct reports
More trusting employees with higher levels of commitment, creativity, and productivity; improved
morale and retention
Length: 2-3 hours
Team Skills
Description: Understand the importance of creating a team charter, use effective listening and
communications skills, analyze and effectively manage team conflict, use creative problem-solving techniques
and decision-making skills to solve issues quickly, give and receive feedback on individual behaviors within a
team setting, test your skills in an engaging team-building simulation.(see Team Charter in Passage 3)
Length: Modular format, 12 days depending on modules chosen
Legendary Service
Description: The Legendary Service program focuses on consistently delivering exceptional customer
service through improved employee engagement. Legendary Service creates awareness of the importance of
customer service and skills for participants at all levels, from the top down to those most in touch with
customers. Legendary Service is a fast-paced, interactive program where participants develop their personal
service vision in alignment with organizational imperatives. They practice service skills, identify their customer
groups to provide consistent personalized service, and unleash their personal power as they focus on taking
care of self as the foundation for taking care of others.
Objectives:
Improved customer satisfaction that drives repeat business
Aligned practices to ensure seamless customer service is delivered consistently
Empowered people who fulfill their potential and know how they can make a difference
Continuous service improvement that increases market share and reduces costs
Length: 1day
Passage1FromManagingSelftoManaging
Others(FirstLineManager)
Situational Frontline Leadership
Description: Organizations need leaders who can transform plans into action by working with individuals to
ensure that their jobs are personally meaningful and motivating. Situational Frontline Leadership equips
frontline leaders to effectively handle the situations they face every day. Situational Frontline Leadership uses
the same language as Situational Leadership II, but provides specific microskills of effective management,
such as SMART goal setting, listening, giving work direction, and ensuring accountability. Managers learn
both directive and supportive behaviors, such as establishing timelines, collaborative problem solving,
resolving performance problems, and building partnerships for success.
2
Objectives:
Take responsibility in developing their direct reports
Diagnose employees development needs and adapt leadership style to meet those needs
Partner by creating a side-by-side relationship where both parties are mutually influential
Partner with their people on a journey to transform beginners into self-reliant achievers
Length: 2-3 days
See chapters 7 and 8 in Leading at a Higher Level
Goal Setting
Description: Goal setting is critical to setting performance expectations, developing others, and ensuring
desired outcomes. In providing SMART goals for the people you lead, you are helping them to develop their
talent and increasing the chance for a successful outcome. When you develop your skills in goal setting, you
will find it easier to develop the competence, motivation, and confidence of those you lead.
This program teaches participants how to define a goal, from the big picture down to the action steps
needed, by learning the differences between a key responsibility area (KRA), a specific outcome statement
(Goal ), and an action step or activity needed to achieve the goal (Task). They will also understand and
appreciate why these distinctions are critical for clarifying expectations, communicating effectively, alleviating
conflict, and especially for directing, generating, and sustaining energy. Participants will then learn how to
ensure that their goal statements are SMART by validating the statement using the five fundamentals of goal
setting.
Objectives:
Understand the difference between a key responsibility area, a goal statement, and a task statement
Feel confident to write goal statements using the fundamentals of SMART goals
Value the role SMART goals play in sustaining motivation and increasing energy, vitality, and a
sense of well-being
Appreciate the importance of goals as a tool for developing others
Facilitate another person in writing his or her SMARTgoal
Length: 4-Hour Classroom; No Training for Trainers Required
Listening
Description: In any relationship, effective listening may be the most important skill for building trust and
creating a strong connection. Many managers believe that they are good listeners, while their employees feel
otherwise. This program develops your managers skills as effective listeners. It helps managers learn to
listen with the intent of being influenced and helps them master the skills of nonverbal listeninginquiring,
paraphrasing, and summarizing feelings.
Objectives:
Better interpersonal communication skills
More comfortable and productive work relationships
Greater alignment among team members
More self-reliant problem solving and self-leadership
3
Giving Feedback
Description: Feedback is a critical skill for managers in coaching and developing others. To provide effective
feedback, your managers must develop and cultivate specific conversational skills. This program uses a
behavioral approach to teach participants how to deliver four types of feedback. The program also includes a
situational focus that helps leaders identify exactly the type of feedback that is most appropriate for the
situation. The result is a comprehensive approach that teaches your leaders how to deliver feedback in a way
that improves performance, promotes trust and confidence, and increases productivity throughout
Objectives:
Enhanced ability to provide direct reports with information that helps them take personal
responsibility for observing, reflecting on, and revising their behavior
Good relationships where people are open to hearing feedback
Increased competence, motivation, and confidence among employees
Improved trust and respect between leaders and the people they lead
Whale Done
Description: Training smart animals helps us dive deep into the key concepts of building trust, accentuating
the positive, catching people doing things right, and redirecting energy. Participants will be led to explore
these concepts with their own most vital relationships in mind. The deep dive includes work on motivation and
the part it plays in our actions, the ABC Model of Performance Management, and the strategic use of
activators and consequences.
Objectives:
Create an action plan for developing productive, positive relationships
Learn techniques for reinforcing positive behavior
Identify the five steps for redirecting behavior when a correction is needed
Length: -1 day
Passage2FromManagingOtherstoManaging
Managers(ManagerofManagers)
Situational Leadership II (SLII)
Description: Situational Leadership II is the most comprehensive and up-to-date, yet practical, method in
the world for developing people into self-reliant achievers. It teaches managers to analyze, diagnose, think,
and apply leadership concepts effectively in any situation. Understand the negative consequences of overmanagement and under-management and the positive consequences of a match on performance and
development. By creating a partnership instead of the typical top down boss-employee relationship,
managers are able to engage and develop their employees faster and more effectively. Learn how to use a
set of tools that reinforce the day-to-day application of Situational Leadership II. Our blended version allows
managers to learn at their own pace through elearning modules and simulations, and then provides a
classroom experience with a skilled instructor to work on real work challenges.
Objectives:
Proficiently diagnose development levels of their direct reports

Match leadership stylescommunications and behaviorto development levels
4
Create a common language and approach to leadership that permeates the organizations culture
Shift intentions into behaviors, and behaviors into accountability
Develop highly skilled, flexible leaders who can develop and retain people
Length: 1-2 days
Note: Situational Leadership II has been deployed effectively to people in earlier passages of
leadership (e.g., positions of influence, but not formal people leadership Team Leaders and
others).
Situational Leadership II Bridge with Personality Styles: DISC and

MBTI
The Leadership Bridge: Situational Leadership II and DISC
Description: Situational Leadership II teaches leaders how to use four leadership stylesCoaching,
Directing, Supporting, Delegatingto manage more flexibly. Thousands of companies also use the DiSC
model to determine the personal behavior preferences of their managers. This program provides a method
for integrating these two popular and powerful concepts.
Objectives:
Identify individual strengths and underdeveloped potentials
Understand and appreciate others behavioral preferences
Develop a personal plan to expand range of leader behaviors to improve flexibility
Combine personal preference strategies with appropriate levels of direction and support
Length: 1-3 days
The Leadership Bridge: Situational Leadership II and MBTI

Description: This innovative program merges the concepts of Situational Leadership II and the Myers-Briggs
Type Indicator (MBTI). Both theories have been used separately for years, and now we have combined the
theories to increase the effectiveness of both. In this program, managers learn how to match their leadership
style to the development level and personality preference of their employees, understand their strengths and
weaknesses, and learn how to modify leadership style to build employee self-esteem.
Objectives:
Respond to situations based on feedback from the MBTI instrument
Increase work effectiveness by viewing personality differences as complementary
Use leadership style and temperament to positively impact performance
Combine Situational Leadership II and MBTI skills
Use organizational type to diagnose strengths and blind spots
Use concepts to set performance goals and keep peak performers from regressing
Length: 1-3 days
Building Trust
Description: Trust is core to how people work together, listen to one another, and build effective working
relationships. In fact, the primary factor affecting employee turnover is whether or not the manager and the
employee have developed a trusting relationship. This program creates awareness and sensitivity about
which behaviors are known to erode trust and which behaviors build and sustain trust. Participants learn the
ABCD model that is easy to learn and follow, and is based on the four elements of trust (Ability)
demonstrating competence (Believable) acting with integrity, (Connected) caring about others, and
5
(Dependability) maintaining reliability.

Objectives:
Awareness of the elements of trust, trust eroders, and what to do to build and sustain trust
A personalized action plan for becoming a more trustworthy leader
Communication skills for enhancing trusting relationships with direct reports
More trusting employees with higher levels of commitment, creativity, and productivity; improved
morale and retention
Coaching Essentials for Leaders

Description: Coaching Essentials for Leaders is an interactive and transformational learning experience
designed to help managers and leaders integrate coaching skills into their leadership style. This includes
drawing out ideas and solutions, collaborating and focusing on the development of people by using
supportive behaviors, while achieving the organizations goals. Coaching Essentials for Leaders is a learning
process that takes place over time. Classes can be on-site or virtual, are interactive, and focus on applying
the coaching concepts. Facilitators will role-model coaching behaviors throughout the process, as they know
the challenges of leading and managing people. Three follow-up coaching sessions are required, allowing
participants to work with a professional coach for a deeper understanding and greater application of the
material. Follow-up coaching provides a safe place to discuss the challenges of leadership with a coach and
to receive feedback.
Objectives:
Use coaching to accelerate team progress toward organizational objectives
Create an environment of trust that supports the development and growth of others
Apply a coaching process that results in clear agreements and initiates action
Use communication skills that develop self-reliance in others
Length: 1-2 day workshops available; 2-day workshop involves videotaping of practice coaching
conversations and feedback
See Chapter 9 in Leading at a Higher level
Coaching to Support Learning

Description: Follow-up coaching sessions with a Blanchard certified business coach will help participants
move from learning to taking action. Training initiatives that are supported by coaching are four times more
effective than those that are not supported by coaching. One-to-one conversations with a coach help deepen
participants understanding of the content and explore new skills in a confidential environment. Through our
proprietary coaching management system, your managers not only receive expert coaching but also have the
opportunity between sessions to practice and sharpen new skills using Web-based tools. Each manager is
paired with a Blanchard-certified coach typically for a series of three one-hour coaching sessions. Our
coaches are subject matter experts and they help your managers work through challenges they are facing in
applying these principles on the job. They also hold your managers accountable by ensuring that they review
the action plan they create at the completion of each coaching session for progress during the next session.
Length: Length 3, 1 hour individual telephone sessions
6
Challenging Conversations
Description: The capacity to effectively have challenging conversations is a key competency for skilled
managers. Your employees need managers who are willing to initiate challenging conversations that surface
conflict and acknowledge and defuse the emotion that accompanies it. This program covers all of the most
challenging, intense, and emotionally charged types of conversations, such as delivering a difficult message,
giving tough performance feedback, or confronting inappropriate behavior.
Objectives:
Willingness and ability to initiate challenging conversations that surface conflict and transform difficult
emotions into productive energy
Greater confidence in delivering difficult messages, giving tough performance feedback, or
confronting challenging behavior
Enhanced communication skills that increase competence, motivation, and confidence among direct
reports and lead to improved morale
Quicker resolution of performance issues resulting in fewer grievances and disciplinary issues
Reduced tension, friction, and sabotage
Optimal Motivation
Description: If you pay for performance, you may motivate for a moment, but if you teach people how to
activate optimal motivation, they have the skill to upgrade their motivational outlook at any point in time, and
can sustain high quality over the long term on the key elements, Autonomy, Relatedness and Competence.
The Optimal Motivation program teaches that motivation is not something that is given or done to someone
else. Instead, leaders play a pivotal role in setting up and supporting an environment that satisfies, rather
than undermines, what people need for activating optimal motivation. Building on the skills they developed to
in participants learn to use Optimal Motivation best practices and language to help others activate Optimal
Motivation for themselves.
Objectives:
Willingness and ability to initiate challenging conversations that surface conflict and transform difficult
emotions into productive energy
Greater confidence in delivering difficult messages, giving tough performance feedback, or
confronting challenging behavior
Enhanced communication skills that increase competence, motivation, and confidence among direct
reports and lead to improved morale
Quicker resolution of performance issues resulting in fewer grievances and disciplinary issues
Reduced tension, friction, and sabotage
Length: 1 days
Passage3FromManagingManagersto
FunctionalManager(FunctionalManager)
Situational Team Leadership
Description: Situational Team Leadership provides a structured process for developing the full potential of
teams. Several research-based models and strategies provide the building blocks of the five-part Team
7
Performance Process. The Team Performance Process is a systematic method for increasing team
effectiveness and innovation. It can be adapted to fit any team, regardless of its purpose, pursuit, type, or
size. Participants learn to identify the characteristics of high performing teams, create a team charter,
diagnose the stages of team development, and provide continual support throughout the teams life cycle.
The Team Performance Process simplifies the often-complex nature of teams training and provides the
knowledge and tools that participants can immediately apply back on the job. This course can also be
delivered virtually.
Further training modules begins with examination of the Team Performance Assessment (TPA) to diagnose
the teams stage of development and identify team strengths and development needs. Each of the
subsequent units focuses on developing one of the key characteristics of high- performing teams
(PERFORM).
Objectives:
Know and understand the behaviors of effective leaders and members
Create a vision, charter, and values for optimum performance
Respect, honor, and trust the contributions of each team member
Communicate effectivelyverbally and nonverbally
Embrace and practice accountability
Length: 1-1 days. Further modules in skills such as decision making and problem solving,
valuing differences DISC/MBTI, and conflict management, are 2-3 hours in length.
Team Chartering [Intact Teams]

Description: Team Chartering is a structured process to define clear agreements regarding what the team
is to accomplish, why its important, and how the team will work together to achieve results. A team charter
provides the team with the necessary direction in its early stage of development. As pressures build and
difficulties arise, the charter serves as a guide to keep the team focused on its agreements and the end
results. While a documented set of clear agreements is the pre-defined outcome of the chartering process,
the content of the agreements (e.g., team goals, norms, decision- making process, and communication
strategies) is not pre-defined. No certification is required to deliver this program.
Objectives:
Clarifies team purpose and roles
Provides structure and direction
Creates ground rules and norms for behavior
Length: 1-2 days. Length depends on needs.
Leading and Teaming Virtually

Description: Learn the needs of teams and specific challenges in virtual teaming (i.e., trust, attentiveness,
and communication), identify tools and practices that support effective virtual teaming, charter the team
virtually, and learn how to troubleshoot virtual team issues. As a result of this experience, participants will
increase their effectiveness in virtual teams by exploring the issues of working on virtual team, examining
the three special challenges faced by virtual teams: Trust, Attentiveness, Communication, and Exploring
and using some of the 32 tools included in the Virtual Teams Handbook. Participants develop an action plan
to make their virtual team more effective
Length: Half-1 day. This course can also be delivered in 34 live, virtual sessions of 90- minutes each,
over 34 weeks with fieldwork assignments between live virtual sessions.
8
Leading in a Matrix
Description: In most organizations it is critical to build skills to lead, and enable working in a matrix
environment. Participants learn to lead self and others in a complex, ambiguous, and fast-moving matrix and
understand the concerns of people in transitioning to a matrix.
Objectives:
Understand the dangers of a silo-focused mentality

Develop self-insight about your own motivations and behavior and others needs
Understand how to work with others when there are conflicting goals, unclear roles, or ambiguous
decision-making agreements
Identify how to get things done without formal authority by understanding personal influencing style
preferences
Know how different conflict resolution styles play out in building solid working relationships across the
matrix
Length: 1- 2 days
Organizational Coaching
Description: Blanchard can train key individuals in an intensive coaching training program to become be
internal coaches to further enable the development of a coaching culture. to improve the quality and focus of
conversations of a leader with other colleagues and staff, improving communication skills, opening up
opportunities for development, and modeling the leadership behaviours that drive the organization forward.
Length: 2-3 days
Passage4FromFunctionalManagerto
BusinessManager(BusinessManager)
Leading People through Change
Description: Learn why change agents/efforts typically fail or get derailed. Identify and develop the
characteristics/behaviors of change-adaptive organizations and successful change agents. Learn how to
diagnose and respond to individuals predictable concerns with change and therefore, reduce resistance to
change and gain buy-in. Explore ways to increase involvement and influence in leading change. Learn
strategies for lowering concerns and leading change. Assess your organizations current change readiness.
Develop an action plan for successfully leading a current change effort.
Test your knowledge and skills in the engaging Tipping Point simulation. This interactive computer
simulation allows participants to create and modify different strategies and utilize resources to maximize
the number of advocates and minimize the number of resisters and apathetics. It is designed to create
dialogue about the outcomes of spending resources in various ways to try to enable a change effort. The
simulation highlights the interacting factors which affect change.
Playing the simulation helps managers think outside the box, to question their assumptions, and explore
innovative strategiesin a low-risk simulated environment.
Objectives:
Positive effects on productivity and morale

An adaptive environment where change is effectively implemented on an ongoing basis
More buy-in and less time to achieve the desired performance
9
Development of business-wide change leadership capabilities

Length: 1 -2 days. 2-day design includes Tipping Point simulation
See chapter 11-12 in Leading at a Higher Level
Note: Leading People through Change may also be highly relevant to all levels of Managers in
cascading the implementation.
Leadership Point of View

Description: Our research shows that the relationship employees have with their employers is predicated on
their perception of their managers values. Executive and senior managers will think through a series of
questions that help you develop your leadership point of view (e.g., your leadership role models, your core
values, your beliefs about leading and motivating people, what people can expect from you, what you expect
from your people, how you will set an example). Prepare to share it with the people you lead. Describe how it
supports the organizations strategic objectives. create their personal Leadership Point of View statements
regarding how they put the organizations values into action and how their leader behaviors align with their
beliefs. When your leaders create and share their Leadership Point of View, employees can confidently and
quickly respond to ethical dilemmas, make choices consistent with the organizations culture, and ensure
consistency with their leaders espoused values.
Objectives:
Helps your leaders clarify their thoughts on leadership
Prepares leaders to share their leadership point of view with their teams
Ensures employees understand where their leader is coming from, what the leader expects from
them, and what they can expect from their leader
Helps employees explore their own thinking about leadership
Length:
Note: Leadership Point of View has been used at many levels and is very effectively cascaded from
one level down to another.
One-on-One Executive Coaching with Certified Business Coach

Description: Through a one-to-one relationship with a hand-selected Blanchard coach, executives are able
to learn and, more importantly, practice new behaviors and strategies that will benefit themselves and their
organization. Executive Coaching is a flexible process designed to accommodate the needs of your busy
executives who have constantly changing demands. Our Executive Coaching program utilizes both face-toface and telephone coaching. We typically recommend a coaching package that includes six months of
coaching for the individual, up to two hours of telephone coaching per month with one face-to-face meeting.
Most of our coaches hold masters degrees or doctorates and all have been certified by the International
Coach Federation and an accredited coach-training program
Length: 1, three-hour face-to-face session and 4, 12 one-hour phone sessions
Passage5FromBusinessManagertoGroup
Manager(GroupManager)
Custom Executive Development
Description: Blanchard can design a custom executive development process targeted to a clients goals and
objectives. Our best practice process includes a cohort-based learning process where 20-24 senior leaders
10
share a common learning journey that combines traditional classroom learning, online elearning, real-work
action learning projects, and coaching.
Objectives:
Leaders who possess greater self-insight and lead with greater confidence and effectiveness
Improves internal executive retention, placement, and promotion rates
Develops executive competencies and knowledge of key business areas
Improves global knowledge sharing, networking, and collaboration across
different business units
Length: TBD
High Performing Organizations

Description: To excel in todays competitive business environment, organizations must constantly seek to
grow, improve and refine themselves and their business practices. They must find ways to attract the right
people, continually communicate and inspire their employees, and to create an environment that encourages
these people to excel. They must capture and nurture both employee and customer loyalty.
A High Performing Organization is an organization that, over time, continues to produce outstanding results
with the highest levels of human satisfaction and commitment to the success of the organization. While many
organizations grow quickly and then plateau and topple, others not only survive, they continue to grow and
thrive, reinventing themselves when and where they need to. Our research indicates that there are six
elements that need to be present in order for an organization to become the employer of choice, the
investment of choice and the provider of choice.
Objectives:
Improves awareness of strengths and weaknesses
Drives strategic improvement
Clarifies areas needing attention
Length: Consulting Intervention

Passage6FromGroupManagertoEnterprise
Manager(EnterpriseManager)
Creating Your Organizations Future
Description: Creating Your Organizations Future: Full Steam Ahead! (CYOF) takes participants through
11
the process described in the book Full Steam Ahead!: Unleash the Power of Vision in Your Company and in
Your Life by Ken Blanchard and Jesse Stoner. It guides participants through the steps to create a shared
vision for their team, department, or organization and helps them identify the strategies
and actions needed to make their vision a reality
Objectives:
Clarify the big picture and strategic direction
Improve productivity and alignment throughout
Provide clear direction and indentify priorities
Ensure coordinated efforts of individuals and teams
Create buy-in at all levels
Length: 12 days plus ongoing consulting as needed

Length: 1, three-hour face-to-face session and 4, 12 one-hour phone sessions
12

Leadership Pipeline Blanchard

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Leadership Pipeline Blanchard

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Leadership Continuum

Passage 1Managing Others

Situational Leadership II: Diagnose development levels;

The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).

The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).

Relevant Offerings from The Ken

Situational Leadership II (SLII )............................................................................................................................................................ 4

DISCovering Self and Others

Observe and identify their natural and learned behaviors

Trust Builder (Myself As)

with integrity, caring about others, and maintaining reliability.

Proficiently diagnose development levels of their direct reports

Situational Leadership II Bridge with Personality Styles: DISC and

The Leadership Bridge: Situational Leadership II and MBTI

(Dependability) maintaining reliability.

Coaching Essentials for Leaders

Coaching to Support Learning

Team Chartering [Intact Teams]

Leading and Teaming Virtually

Understand the dangers of a silo-focused mentality

Positive effects on productivity and morale

Development of business-wide change leadership capabilities

Leadership Point of View

One-on-One Executive Coaching with Certified Business Coach

High Performing Organizations

One-on-One Executive Coaching with Certified Business Coach

One-on-One Executive Coaching with Certified Business Coach

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