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Case Study
Leicester Police

pearls of wisdom®

Context

Eliesha has designed and delivered a “Leadership of Place” generic, non-accredited leadership programme to organisations within Leicestershire such as the County Council, Leicester City Council, Fire and Rescue Service, Leicester Police, NHS, voluntary organisations and a number of small rural councils.  The programme’s structure and content aimed to deliver a carefully managed underpinning of academic thinking, knowledge, skills and abilities (including motivation and belief) to enable participants to understand, prepare for and deal with current and future learning.

During the delivery of this programme Leicestershire Police requested support from Eliesha to enhance the development of their staff and further embed programme learning by the provision of Eliesha’s innovative pearls of wisdom®. pearls of wisdom® are a series of animated bite-size videos designed to deliver 3-4 minute blasts of learning to time-deprived individuals.  These 3-4 minute animations are accessible from a range of devices including smart phones, tablets and laptops.  They provided Leicestershire Police with a cost-effective way to deliver learning and enabled the individual learners to access materials at any time of day or night.  For the client, this provided an efficient way to improve upon the learning experience by reinforcing learning from the classroom sessions - helping to deliver a greater return on their investment.

In consultation with the client, Eliesha supplied 21 pearls of wisdom® to Leicester Police, including:

Introducing Emotional Intelligence

Introduces Daniel Goleman’s emotional intelligence theory and how we have the ability to control our emotions and work them to our advantage. It gives examples of how we might react in certain situations and how we can practice and improve control of our emotions.

The Emotional Intelligence Journey

Introduces the emotional intelligence four box model and takes the learner on a journey through its four stages to illustrate the case for developing emotional intelligence.

SMART Objectives

Gives the learner a sound appreciation of the value of using SMART objectives and gets them to think about the consequences if they do not set out performance expectations clearly. It provides them with pointers on how to write effective SMART objectives that will enable them to measure achievement against expectations.

Understanding Empathy

Looks at how empathy can help the learner improve the way they work with others and encourages them to think about how they see and experience things from other peoples’ point of view. It shares Covey’s ideas on how to improve your ability to work well with others in order to develop trust and build strong relationships in the workplace.

Barriers to Communication

Examines common barriers to communication, their causes, and what can be done to resolve them.

Action Centred Leadership

Introduces a classic model from John Adair, Action Centred Leadership. It looks at the importance of balancing the needs of the Team, Task and Individual.

Kotters 8 Step Change Model

Takes the learner through Kotter's '8 Step Change Model'. It describes actions at each stage and how applying the model can make the change happen in reality.

Resilience

Introduces research showing that there are some elements amongst the things that make us resilient that are learnable skills. By being clear on the seven skills and creating a development strategy around them, we can each increase our levels of personal resilience.

Self-Assessment - Don’t Just Self Assess

Looks at the benefits of not just sticking with your own self-assessment when it comes to personality profiles and questionnaires. Use the opportunity to understand how others perceive you to develop the right things.

Mindset of Coach

Explores how the mindset and beliefs of the coach affect coaching and how a coach can equip themselves with an effective coaching mindset.

Situational Leadership

Introduces the learner to the Situational Leadership model by Paul Hersey and Ken Blanchard. It explains the progression curve from high direction through to low direction and provides them with a practical example of adopting the most appropriate style.

Boosting Your Feedback

Introduces the learner to BOOST; a framework for planning how to give effective feedback and avoid the common pitfalls associated with giving negative feedback.

Opportunities and Ways to Learn

Looks at the different ways of learning and encourages the learner to think beyond the traditional methods. It highlights the importance of understanding different learning styles and matching learning opportunities to their own, as well as those of others.

Prioritising Tasks

Considers the dynamics of the urgency and importance of a task. So often we get distracted by the urgency of a task without checking to see whether it is important enough to warrant our time. It will enable learners to manage their ‘urgentitis’.

Two Views on Disability

Presents two major models of disability - the Medical Model and the Social Model. Both provide a framework for understanding information about people, classifying disability and how we see people in our society.  The two models consciously or unconsciously influence our thinking, action and behaviours.

Kubler Ross Change Curve Explained

Takes a first look at the Kubler-Ross Change Curve and explores the effect of change on performance as we process our emotions to that change.

The Kubler Ross Change Curve – Manager’s Guide

Looks at the practical application of the Kubler Ross Change Curve for the manager. It discusses the managers role in supporting others through the stages until the change is embraced.

Blake and Mouton Grid

Looks at the Blake and Mouton grid which considers the dynamics between Task and Person orientation. Introduces the five differing Management styles.

McKinsey Seven S Change Model

Introduces the Seven S model from Tom Peters. Each ‘S’ represents an important aspect of the business and shows how they interact with each other. During projects and change, deal with each of the seven S’s, or accept the consequences.

Tannenbaum and Scmidt

Explains Tannenbaum and Schmidt's 'leadership continuum' and how the degree of authority displayed by the leader impacts on the area of freedom experienced by subordinates. There are examples of how using the wrong and right styles, at different levels of authority, affect performance and the morale of staff.

Effective Presentations

Looks at techniques from John Adair to help learners ensure that their next presentation is effective. Highlights six clusters that shape an effective presentation and covers the six principles of effective speaking to make sure that a presentation not only looks good, but is delivered well.

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