Centrica – Senior Leader Development Programme

Senior Leader Development Programme Elective Modules

Editor’s Letter

As part of Module 1 (Leading Self and as a High Performance Team) of the Senior Leader Development Programme (SLDP), Hogan assessments and participant feedback surfaced the opportunity to target and personalise skills development to deliver high performance, as well as refresh our existing leadership capability. The elective modules have been developed as a menu of standalone skills-based half day workshops that are practical and focused, rather than being overly theory based. For those sessions that are heavily informed by the business we’ve worked with internal stakeholders to contextualise the content and position it appropriately. Each session will have focused learning outcomes and relevant practice on the day to help you apply the learning. We recognise the range of leadership development experience - some of you might be refreshing your skills, or undertaking development on the different themes for the first time. The workshops have been designed with the ‘ask’ that these elective modules be practical, demonstrate ‘what good looks like’ and surface the skills and behaviours that people can practice in work and keep practicing that will make an impact. You’ll be able to register your interest for 2-3 modules based upon your personal needs or a gap in your skills/knowledge. As the workshops are standalone, you can attend them before or after other SLDP events that you might have scheduled. Once we have enough expressions of interest we’ll start scheduling the workshops, most likely being held at the Windsor offices. The sessions will be for predominantly mixed Business Unit groups, providing the opportunity to connect, learn and network. However, we can also schedule sessions for intact BU’s, delivered at a convenient venue. Thanks, Stuart

Register your interest:

“A menu of standalone skills-based half day workshops that are practical and focused.”

For other enquiries, please contact: centrica@cranfield.ac.uk

Stuart Haden Leadership Development Lead

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About the Programme

The Senior Leader Development Programme focuses on three key components of leadership:

Hogan Leadership Assessments

Self-led Peer and T eam coaching

Leading Self and as a High Performance T eam (Various Q3 2022 Ð Q4 2023)

Gr oup Activities

Colleague, Customer and Cash

My Lea rnin g Campus

¥ SLD P Electives Ð Core skills development ¥ Knowledg e Nuggets ¥ Curated Content/Courses ¥ Onlin e Ke y Note Speakers

Leading a High Performance Business (1 week 2023/24)

Leading a High Performance Organisatio n (1 week 2024)

Leading Self and as a High Performance Team This module is delivered to intact Business Units. Whilst the focus may vary, here are some of the main learning objectives we introduce: • Building relationships, • Effective meetings, • Coaching, • Practical wellbeing, • Team purpose, • Giving and receiving feedback, • Emotional Intelligence. We tend to start the Module by helping leaders understand who they are by using Hogan personality assessments. This provides insights into both what’s expected as leaders and as a team. The option to administer a 360 degree feedback report is also available. Leading a High Performance Business This module takes place at Cranfield University. It begins late on Monday afternoon and ends after lunch on Friday. This time we work with mixed Business Units so that we can get the most from bringing people together from different backgrounds, areas of the business, and experience. The learning objectives include:

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• Changing our mindset, • Driving performance,

• Leading change, • Being at your best.

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About the Programme

Module 2 - Leading a High Performance Business

At Cranfield School of Management, we’ve designed Module 2 (Leading a High Performance Business) to cultivate, challenge and give you new perspectives on mindset, performance and change, for your leadership journey ahead.

Experiential face-to-face learning environment

Continuing the Learning: Collaborative learning groups Coaching plan discussion Personal activity debrief

Joining the Module:

Sign up to the cohort and complete pre-work

Day one Preparing to Learn

Day two Changing our Mindsets

Day three Driving Performance

Day four Leading Change

Day five Being at your Best

Performance challenge

1. Identify

2. Clarify

3. Quantify

4. Commit

Team learning

Personal activity tracking

VLE access for information and elective sign-up

We challenge participants to build upon the foundations of psychological safety and explore the appetite for ‘better tomorrow than it is today.’ The week long Module looks at specific leadership challenges to identify the difference between being a leader and a senior leader. Leading a High Performance Organisation Currently in development, this is expected to be another transformative development experience with particular focus on the future and growth. Participants’ skills and understanding will be challenged and developed on what it takes to lead effectively in complex, dynamic and ever-evolving environments. Addressing personal development, as well as application in an organisational context. Taking a human centred and adaptive leadership approach. This might include the use of scenario planning, design thinking, value chain and creation to address organisational effectiveness, sustainability and peak performance.

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Elective Modules

Elective Module Portfolio

Whether you undertake elective modules before or after attending Module 2 (Leading a High Performance Business) you can agree in your ongoing coaching conversations with your line manager, the key skills that will help you deliver impact on business performance. Elective Modules

• People and Inter Relational Skills • Delegation Skills • SMART Goal Setting and Feedback Skills • Coaching for Performance

• Personal Impact and Influence • Communicating as a Leader • Emotional Intelligence • Mindfulness in Leadership

Leading Others

Managing Self

Managing the Business Leading the Enterprise

• Leading Excellence – Six Sigma • Performance Management – Dashboards that Matter • Understanding Financials

• Preparing for Board Meetings • Writing an Effective Paper • Advanced Storytelling • Strategy Execution

In summary: • The elective modules will be delivered as half day sessions, between 11:00-16:00, enabling travel before and after. • They will be delivered in Windsor, unless delivered to an intact BU at an alternative venue. • Travel expenses will be attributed through your BU cost centre. • Using the QR code – express your interest based on your skill or knowledge gap. • Leaders undertake workshops according to personal development needs. • They will be practical and focused, rather than being overly theory-based. • Facilitators might be subject to change.

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Facilitators

Dr. Diana Theodores is an international performance coach, speaker and author specialising in authentic voice and presence for leaders. As an Associate at The Praxis Centre for Leadership Development, Cranfield School of Management she is Joint Director of the Impact and Influence open programme and is also a Visiting Faculty in Leadership Development at Cranfield Executive Development. As Director of Theatre 4 Business, Diana applies her years of experience in professional theatre and to the principles of ‘great performance’ on the world stage for business leaders, teams and individuals. Her dynamic approach to coaching offers an irresistible invitation for business leaders worldwide to connect with their unique force and capacity to step into a ‘bigger self’ and put their leadership learning into action. Gill is a Performance Coach and Facilitator. With a background in acting and directing, she draws from techniques acquired in both these areas. Gill has worked with organisations in both the public and private sectors, including most City banks, the top four accountancy and law firms, leading oil and gas companies, top pharmaceutical organisations and management consultancy firms. As an actor and director, Gill has worked for the Royal Shakespeare Company, The National Theatre and many regional theatres. The work has been diverse; from directing opera and the classics to running drama workshops in prisons, she has also directed in Moscow and New York. Gill has worked as a corporate trainer since the mid nineties. Her work has covered presentation skills, personal impact and influence, team building, diversity, appraisal training, performance management, feedback and leadership training. Her work takes her across the UK and Europe, and she has been a guest speaker on leadership for several global organisations.

Diana Theodores Personal Impact and Influence

Gill King Communicating as a Leader

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Facilitators

Didi Hopkins is a Theatre Director, Executive Coach and Associate of Theatre4Business. She trained as an actor and director and has been bringing theatre to leaders and executives in business schools, and companies worldwide working on energy, presence, voice and all aspects of communication. Didi is an Associate Faculty at the Cranfield School of Management. She currently runs a coaching clinic at the McKinsey London office. An acclaimed expert on the tradition of ‘La commedia dell’Arte’, in theatre, Didi has worked for the National Theatre on the West End/Broadway Hit ‘One Man, Two Guvnors’, with the Royal Shakespeare Company and before lockdown, directed a show in London’s West End, ‘The Life I Lead’, and she is about to embark on a show going to the Albert Hall. Jenny Robinson is a serial entrepreneur, leadership scholar and communications expert. She started her first business at just 18 years old, it is still running, and making a profit. Previously, a partner in a global consulting firm, called TowersPerrin now merged to form Wills Towers Watson. For the last fifteen years she has worked on leadership development and as a mindfulness coach to senior executives and a social enterprise for those struggling with mental and emotional difficulties. Her scholarship for research and practice draws on Organizational Psychology, Leadership and Mindfulness. Jenny brings new awareness to self, to others, and to situations. Helping leaders see things from a new perspective and open-up a range of different decisions and actions. New thinking and new behaviour arise from her approach to being more mindful and, in this way, change can be instant and painless.

Didi Hopkins Advanced Storytelling

Jenny Robinson Mindfulness in Leadership

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Facilitators

Paul brings a new perspective to the leadership and teams conversation through his study of neuroscience, music and Aikido. He has a gift for deep listening and upbeat facilitation, and has an ability to draw out the things that need to be said. Clients feel reassured in his presence and safe in speaking their truth. Paul is an accredited, professional coach specialising in team coaching, leader development and culture transformation. He has been a management consultant, educator, facilitator and trainer for over 20 years working across the world for PWC, Capgemini and IBM and with other private, public and voluntary sector organisations. Abdelkader started his career as a civil engineer and then worked as a Consultant at RAN consulting and Researcher at IFSTTAR in France. Abdelkader holds a Civil Engineering degree from ENTP engineering school; a Master’s degree in transport from the engineering school Ecole des Ponts ParisTech and University ParisXII; a Master’s degree in Logistics and Information Systems and PhD in Management Sciences from the University of Versailles Saint-Quentin-en-Yvelines. Abdelkader’s doctoral research explored and analysed the mechanisms and the various logics that build customer satisfaction and company organisation. He works collaboratively with companies to design, develop and deliver programmes for global clients focusing on the areas of Operations Strategy, Behavioural operations, Innovation and agile development. He has delivered development programmes for companies in a range of sectors including Atos, SABIC, Morgan Sindall, NEMAA and the Post Office.

Paul Crick Coaching for Performance, People and Inter Relational Skills and SMART Goal Setting and Feedback Skills

Abdelkader Aoufi Leading Excellence – Six Sigma

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Facilitators

Melanie’s experience in Media sales and advertising working with clients like DWA, IDG and Kantar led her to launch her own venture, Sales Associates Ltd a recruitment and training company in 2002. Since then she has launched two further companies of her own as well as working on the strategic and commercial aspects of several start-up businesses in a variety of industries including media, smart building technology and natural language generation. She is an expert speaker and mentor on the government’s Help to Grow programme for SME’s as well as running her consultancy business facilitating Leadership, Innovation Management, Strategic Planning and Organisational Behaviour programmes. Pietro Micheli is a Visiting Professor at Cranfield School of Management and a Professor of Business Performance and Innovation at Warwick Business School, where he is also the Head of the Operations Management group, and formerly the director of the Executive and Global Online MBA programmes. Over the past 20 years, Pietro has worked as a consultant, mentor and facilitator with over 60 organizations, including Astra Zeneca, British Energy, BP, Emirates, Jaguar Land Rover, KLM, Poste Italiane, Shell, Vopak, Wartsila, United Arab Emirates Government, Council of Europe, UK Cabinet Office, and Department of Health. His work focuses on three main areas: strategy implementation, performance management and improvement, and innovation management, particularly in relation to design thinking, agile, and digital transformation. Pietro has lectured in over a dozen European academic institutions and has been awarded nine teaching awards over the past four years. He speaks fluent English, Italian, French and Spanish.

Melanie Roberts Emotional Intelligence and Delegation Skills

Pietro Micheli Strategy Execution and Performance Management

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Facilitators

Kathleen O’Donnovan is a mentor, lecturer and presenter, drawing on extensive experience of executive and non executive responsibility on a global scale, serving on major UK and overseas boards including multi-sector businesses. She has a deep understanding of boardrooms and their dynamics, with broad-based experience of the City, financial strategy, M&A and restructuring. Kathleen is currently Chair of the Invensys Pension Scheme and Founder Partner of Bird & Co Board & Executive Mentoring Ltd. Formerly, she has held Non-Executive Director roles at ARM Holdings Plc, DS Smith plc, Prudential plc, O2 Plc, Great Portland Estates plc, EMI Group plc, and the Bank of England. Kathleen was also co-Chair of the International Rescue Committee UK, a charity supporting conflict zone refugees. Kathleen trained as a Chartered Accountant and her previous roles include CFO of BTR plc/Invensys plc and Partner at Ernst & Young. She became the FTSE 100’s first female executive director and its youngest-ever CFO.

Kathleen O’Donnovan Writing an Effective Board Paper and Preparing for Board Meetings

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Facilitators

Chris has worked in equity markets for over two decades in both the UK and the US and is a chartered financial analyst. He started his career as Investor Relations Manager at BT before moving to Nomura as a Senior Equity Analyst, where he was in charge of analysis for European and North American telecommunications and technology companies, and the in-house valuation methodology. A Senior Fellow of the Higher Education Academy (HEA) he has directed an MSc in Finance as well as facilitating sessions on financial analysis, valuation, portfolio management, investor relations, corporate finance and operational management. Chris is currently Head of Finance at a start-up, consults with a range of companies, including a hedge fund.

Chris Ansell Understanding Financials

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ELECTIVE MODULE Managing Self

Personal Impact and Influence Aim In the visibility of leadership, it matters how you are seen and heard – in the room or online. This elective aims to expand your choices for positive impact and influence to create maximum engagement and commitment with a range of stakeholders and environments. Learning objectives 1. ‘Being yourself’ with increased skill in owning your authority, expertise, role at the table. 2. Unlock your hidden talent, build your presence and gravitas. 3. Increase your confidence and command with a range of influencing tactics for different intentions and results. Practice • An opportunity to practice gaining commitment using different influencing styles and getting feedback in a highly supportive and safe environment. • Experience a range of preparation tools for self and content in range of scenarios. • Reading the room, knowing your audience, aligning intention with your communication. • Practice speaking on message with clarity, confidence, and purpose and get feedback. • Experience techniques for physical presence, a voice of influence, and projection of energy, belief, passion. Being audience and performer. Getting feedback in a safe and supportive environment. Action plan • Create personal preparation checklist for impact and influence for key scenarios. • Practice distilling complex content and messages to be clear and confident. • Try exercising a different approach or tactic outside your ‘default’ style for your next key conversation / challenge.

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ELECTIVE MODULE Managing Self

Communicating as a Leader Aim As a leader it’s your job to be communication fit. Making a positive impact on business growth means investing in your words with belief and energy. Connect to your audience with humanity and relatability being authentic, fresh, and real. This elective module aims to elevate your communication skills from good to great in presentations, pitches, meetings, and speaking events. Learning objectives 1. Understand how to align your body, voice, energy, and words so people listen. 2. Explore how to revitalize your messages and hook your audience for dynamic engagement. 3. Understand how to prepare / rehearse quickly and effectively for high performance communication. Practice • You will experience speaking to your audience and getting feedback in a range of dynamic exercises in a safe and supportive coaching environment. • You will practice how to get grounded, think on your feet, and confidently say what you want to say, and how you want to say it, without a script or slide deck. • You will practice using personal sources of inspiration to unlock your creativity and imagination to bring your ideas to life. Action plan • Implement new skill in framing, beginnings, and endings in critical communication moments such as leading a key meeting or presenting. • Dare to make one creative change in your next presentation or delivery that brings your content to life for your audience. • Commit to micro warm-ups and personal rehearsal strategies.

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ELECTIVE MODULE Managing Self

Leading with Emotional Intelligence (EQ) Aim Explore how your self-awareness and

• Reflections on self-awareness and examples of instances of low EQ and high EQ in relationship management. • Explore how you can build stronger relationships with colleagues, recognise different behavioural styles and be more accommodating, empathetic and constructive. • Share experiences of conflict and ‘difficult’ behaviour and discuss practical ways to manage this effectively. Action plan • You will be able to build on your personal development plan using the tools from the session. • You will leave with a toolkit of practical and personal techniques that you can use in the workplace to help you develop your EQ skills and improve relationships.

empathy positively impact the behaviours, attitudes and self-regard of the team and how managing an emotional intelligence ‘bank balance’ can enable you to manage yourself and lead others to enhance relationship dynamics at work. Learning objectives 1. Understand your own and others’ emotions and their impact on performance. 2. Improve interpersonal skills to achieve better relationships with colleagues. 3. Develop your emotional ‘bank balance’ through empathetic communication and increased rapport with colleagues. Practice • Through discussion and self-reflection you will explore PSI’s framework for emotional intelligence and the components that make up EQ. • Group discussion and individual reflection will explore

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ELECTIVE MODULE Managing Self

Mindfulness in Leadership Aim Your mind is all you have. How you

choices and see how outcomes change. Practice • Explore your mind to whatever depth feels appropriate to you – you might feel uncomfortable but also exhilarated. • Meditation and exploration of why you might think you can’t. • Mindful writing using a part of your brain that is not accessed through talking. • Mindful walking by engaging the somatic system. • Mindful talking noticing how trust builds and diminishes in relationships. • Mindful groupwork and observing how our interactions effect each other. Action plan • Make a commitment to embedding personal mindfulness practices in everyday activity. • Develop a personal set of mindfulness practices that can be used in work. • Practice self-correcting mechanisms to ensure you apply what you’ve learnt. • Be able to demonstrate to others how mindfulness has the potential to change outcomes.

perceive the world, different events and people changes your choices, actions and relationships. In this elective module you will use a simple, but radical, mindfulness model developed with British Association of Mindful-based approach (BAMBA) in simulated work situations to explore how mindfulness can benefit strategy, decision making, team building, delegating, innovation, collaboration and conflict resolution. Learning objectives 1. Understand the myth of mindfulness as simply a relaxation and resilience tool. Move to another broader and more useful understanding of mindfulness which logically connects to the practical application of mindfulness in the organisational context. 2. Use mindfulness in a learning setting, where it is safe to explore and experiment, to find out what tools will be most impactful when back in the work environment. 3. Apply the practice of mindfulness to different situations, make different

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ELECTIVE MODULE Leading Others

People and Inter Relational Skills Aim The aim of this elective module is for you to have an undeniable, visceral experience of what it feels like, to yourself and to others, when you make unconscious and conscious choices about how you relate with other people. Learning objectives 1. Understand how individual and collective biology influences how successful we are. 2. Understand what it feels like, physically and cognitively, when we contract and choose to ‘play not to lose’. 3. Learn what it feels like to others to have a real-world experience of you contracting and ‘playing not to lose’. 4. Explore a series of practical steps for to extend ourselves and ‘play to win’ and experience the difference in impact on others this creates in the moment. Practice • Practice moving, connecting, and interacting with others to see, hear and feel the difference that use of self makes in the process of relating with others. • Be able to blend and redirect the energy of others using different language patterns. • Have a simulated experience of contracting and ‘playing not to lose.’ • Learn how to extend ourselves when we ‘play to win’ and the impact this creates. Action plan • Find a mentor or select one of your current mentors to help you. • Devise one simple, active experiment to test how you relate with someone in the workplace who you need to connect more with in your current role. • Rehearse your experiment with a peer from the group. • Run the experiment and ask for feedback. • Review the outcomes of your experiment with your peer from the group (what went well?)

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ELECTIVE MODULE Leading Others

Delegation Skills Aim The aim of this elective module is to enhance your delegation skills and learn how to motivate others to take on new tasks and challenges. Learning objectives 1. Evaluate the communication and motivation skills needed to delegate effectively. 2. Assess the skills and willingness of the person being delegated to and matching your actions to increase their motivation to take on the task. 3. Understand reasons for resistance and failure of delegated tasks and managing the process constructively. Practice • Building on personal experience through a series of high energy exercises learners will share their experiences of delegation; when it worked and when it didn’t. • Use Max Landsberg’s Skill/Will model to examine how to make delegation more effective. • In groups and in pairs practice delegating, exploring the reasons behind success and failure. Action plan • Understand and apply to the principles of Situational Leadership. • Apply the Skill/Will model to delegation enabling you to assess the person you are delegating to more effectively. • Create a personal action plan to develop your communication skills and techniques to motivate people to accept new challenges and succeed more often.

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ELECTIVE MODULE Leading Others

SMART Goal Setting and Feedback Skills Aim

The aim of this elective module is to support the practical application of SMART goals for yourself and others and to enhance your feedback skills on progress and achievement using appropriate styles and an effective framework. Learning objectives 1. Explore potential pitfalls in setting SMART goals in line with business objectives. 2. Practice preparing for crucial conversations with individuals demonstrating poor performance. 3. Enable colleagues to understand how they can achieve their individual objectives. Practice • Understand what SMART goals, accountability and feedback are and how the limitations of each hinder high performance. • Practice conversations that help others set SMART goals. • Practice preparing for a performance related, crucial conversation with others using a Crucial Conversations framework. • Practice holding a performance related crucial conversation to gain commitment to an action plan to improve performance. Action plan • Work with team members to review objectives in line with the objectives of the business. • Rehearse your preparation for having a performance related conversation with a peer mentor from the group. • Have the performance related conversation. • Review the outcome of the performance related conversation with their people manager or peer mentor from the group.

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ELECTIVE MODULE Leading Others

Coaching for Performance Aim Coaching as a leader is often aimed at how to bring out the best in others. To coach for performance requires skill in a range of conversations and this module will focus on the coaching conversation. Learning objectives 1. Apply the GROW model as a helpful coaching framework to coach others in the workplace. 2. Experience successful coaching techniques and identify the difference between coaching, giving advice and helping to drive individual performance. 3. Apply Michael Bungay Stanier’s framework to support asking coaching questions rather than giving advice. Practice • Use the GROW model to guide a coaching conversation. • Practice coaching others for performance. • Encourage and feed forward working in coaching triads with colleagues. • Hold space for others, actively listen and work comfortably with silence. • Gaining colleague commitment to setting actions and committing to completing them. Action plan • Watch the TED Talk Why Everyone Needs a Coach. • Watch the TEDx Talk Tame Your Advice Monster. • Have a coaching conversation with one person in your team in the next 20 days.

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ELECTIVE MODULE Managing the Business

Performance Management Aim This workshop will focus on how to measure, manage and improve performance. In doing so, we will differentiate between negative and positive effects of performance management. We will consider different ways to design and implement performance management tools such as key performance indicators (KPIs), targets, appraisals and various ways to utilise data and information. Learning objectives 1. Critically assess the design, implementation, use and review of performance management systems. 2. Understand the roles that the performance measurement process plays in and across organisations. 3. Link performance management practices at inter-organisational, organisational and individual levels. Practice • We will start by discussing the various roles of performance measurement systems, for example: monitoring and controlling current activities and processes; enabling benchmarking; providing information to internal and external stakeholders; stimulating learning and improvement; and, most importantly, in uencing behaviours. • Using several examples and case studies we will apply several tools, including: • Key performance indicators (KPIs), • Performance targets, • Appraisals and recognition systems. Action plan • Review performance management processes and implementation in your department. • Consider how to best use performance management tools considering the behavioural consequences. • Explicitly link performance measurement, management, and improvement.

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ELECTIVE MODULE Managing the Business

Understanding Financials Aim

The aim of this elective module is to understand Centrica’s financial statements and how they relate to our day-to-day operations and how they impact on strategic decision making. Learning objectives 1. Understand Centrica’s company financial statements and be able to calculate financial ratios. 2. Understand investment appraisal techniques to optimise shareholder value. 3. Understand the drivers of shareholder value and how these are affected by decisions being made in each of the business units. Practice • Calculate financial ratios. • Use investment appraisal techniques. • Discuss what drives the Centrica share price. • Understand the importance of Centrica’s financial KPIs and how they link to its financial reporting. • Understand how to calculate key financial ratios, and what they measure. Action plan • Evaluate Centrica’s financial results. • Understand how financial results relate to changes in share price and shareholder value. • Apply Centrica’s financial management terminology and interpret key financial information. • Identify where and how to access key information, and the key steps as a leader in setting, managing, and optimising finances throughout the financial year.

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ELECTIVE MODULE Managing the Business

Leading Excellence – Six Sigma Aim Having the right skills to lead operational excellence and decision making is key to meeting Centrica’s commitments to customers and colleagues. This workshop introduces leaders to the practical and theoretical aspects of Define, Measure, Analyse, Improve and Control (DMAIC) and Continuous Improvement (CI) ensuring that businesses have the capability to consistently meet customer requirements. Learning objectives 1. Understand the principles and use of the Six Sigma DMAIC methodology. 2. Use simple but effective tools for planning and implementing process improvements. 3. Appreciate the complexity of managing the processes for the design and delivery of services and products . Practice • Apply continuous improvement in the context of real situations of organisations struggling with quality problems. • Identify, analyse and solve such problems to satisfy customers. • Role play the DMAIC framework in practice. • Team competition enabling you to apply specific tools and problem-solving methods in a team setting. • Practice questioning and clarification questions using a constructive challenge. Action plan • Apply the Six Sigma approach and have the confidence to apply DMAIC methodology in context. • Identify defects and find ways to eliminate them by leveraging data and statistical analysis. • Address current issues relating to problem solving and work through solutions Identify further continuous improvement actions.

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ELECTIVE MODULE Leading the Enterprise

Preparing for Board Meetings Aim The aim of this elective module is to explore how to prepare effectively for Board and Committee meetings so that you make insightful presentations and have a positive impact. Learning objectives 1. What makes for effective preparation? 2. What will the board be looking for from you? 3. Hints and tips. Practice • Understand how to prepare the ground for major presentations and papers. • Position papers and presentations beforehand at Exco and with individual NEDs. • Understand the role the Chair and Company Secretary can play in assisting with preparation. • How to deal with challenge.

• Being fully on top of your area of expertise. • Remembering what the Board is there for. Action plan • Utilise the Board more effectively. • Ensuring implementation. • Succinct and smooth model for meeting cycle.

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ELECTIVE MODULE Leading the Enterprise

Writing an Effective Board Paper Aim In this elective module you will learn how to prepare and write board papers and present to the board with impact. Learning objectives 1. What makes for an effective paper or presentation? 2. …and what doesn’t! 3. Hints and tips. Practice • Beware of the trap of “I wanted to write a short paper but only had time to write a long one!” • Less is more. • The discussion and guidance from the Board is more important than the paper or presentation. • Be clear what you are asking from the Board. • Use a clear template: Background, Introduction, Executive Summary, What the Board is being asked to do. • Using a Section 172 Companies Act 2006 Checklist. Action plan • Clear insight on how to write effective Board papers and presentations. • More effective communication between management and the Board.

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ELECTIVE MODULE Leading the Enterprise

Advanced Storytelling Aim

Information tells. Stories sell. One of the most powerful skills you need in the spotlight of leadership is the ability to inspire and motivate others through storytelling. The aim of this session is to fire up your skill, confidence, and agility in structuring, delivering, and leveraging relevant stories that bring your business messages to life and serve your audiences in different contexts and environments. Learning objectives 1. How to structure stories for clarity and impact to enliven your messages in a range of business contexts. 2. How to deliver stories so they are simple, compelling, meaningful, and accessible for your audience. 3. Understand how to harness opportunities for storytelling in your leadership role. Practice • Practice using simple templates for structuring stories for ease of delivery. • Experience safely supported improvisation for the ability to go off script, think on your feet, and deliver stories with agility and fluency. • Dial up your energy, presence, and voice to engage audiences. • Master quick and effective preparation techniques for delivering your stories. • Be more succinct, authentic, jargon-free, and invested in your content. • Value and own your stories to serve as a leader. Action plan • Start archiving relevant stories for key messages, events, contexts. • Incorporate storytelling in your next presentation, meeting, or key event (whether it’s 30 seconds or two minutes!). • Use a personal preparation ‘checklist’ to show up at your authentic best to be inspiring, relatable and succinct. • Organisational story, your part in that story, vision, purpose.

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ELECTIVE MODULE Leading the Enterprise

Strategy Execution Aim

The aim of this elective module is to explore the role of tools, such as strategy maps and performance measurement systems, focusing on the connections between strategy, performance measurement, decisions and actions. You will also discover how organisational alignment can positively affect the performance of individuals and teams, and how alignment and flexibility can be combined in periods of change. Learning objectives 1. Understand how to evaluate strategic plans and create alignment 2. Understand how to create alignment at different levels; enterprise, business unit and team. 3. Understand the role strategy vs. planning tools fulfil and how to apply them. Practice • Discuss the differences between key concepts (for example vision, mission, values, strategy, strategic planning, targets, KPIs) and the importance of creating alignment between them. • Using examples and case studies apply several tools, including: • Strategy maps, • Performance measurement systems, • Group and individual work, • Explore how strategy implementation can be improved. Action plan • Review the links between purpose, strategy, planning and action. • Identify how to create stronger alignment at different levels in the company. • Deploy a variety of tools to execute strategy and improve performance.

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ELECTIVE MODULE Leading the Enterprise

Inclusive Leadership Aim

It is the responsibility of all leaders in an organisation to create an environment where colleagues feel welcome and that they belong. Inclusive Leadership unlocks the potential of individual colleagues by creating a more collaborative and productive environment. Diverse teams of individuals who feel a sense of belonging are more innovative, creative and productive than non-diverse teams. Inclusive leadership is the key to you leading by example in building a workplace within which diverse teams can thrive. This elective will challenge your thinking and encourage you to look outside your own thoughts and hidden biases to become more empathetic and culturally intelligent leading to inclusive leadership. Learning objectives 1. Increase your self-awareness of how hidden thoughts and biases could be holding you back from being a truly inclusive leader. 2. Define the behaviours you can exhibit which contribute to a more inclusive workplace. 3. Identify when to take action and best approaches to address non-inclusive and counter inclusive culture behaviours across the organisation. Practice • Experience and take part in challenging and confronting conversations with peers. • Educating oneself on the foundations of workplace diversity, equity and inclusion initiatives, the Equality Act 2010. • Engage in healthy dialogue around real life Centrica scenarios. • Gain a greater understanding of how you can remove barriers within yourself and your business which prevent a diverse and inclusive workplace. • Discuss complex issues with peers in a psychologically safe space. Action plan • You will leave the module with increased cultural intelligence and the confidence to be a curious leader, • You will increase self-awareness and gain greater insight into the stages of inclusive leadership.

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ELECTIVE MODULE Leading a High Performance Business

Module 2 - Leading a High Performance Business

This module takes place at Cranfield University from a Monday afternoon, through to Friday afternoon. We gather together people from different backgrounds, areas of the business, and experience. The learning objectives include: • Changing our mindset • Driving performance • Leading change • Being at your best We also challenge participants to build upon the foundations of psychological safety and exploring the appetite for ‘better tomorrow than it is today.’

Experiential face-to-face learning environment

Continuing the Learning: Collaborative learning groups Coaching plan discussion Personal activity debrief

Joining the Module:

Sign up to the cohort and complete pre-work

Day one Preparing to Learn

Day two Changing our Mindsets

Day three Driving Performance

Day four Leading Change

Day five Being at your Best

Performance challenge

1. Identify

2. Clarify

3. Quantify

4. Commit

Team learning

Personal activity tracking

VLE access for information and elective sign-up

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ELECTIVE MODULE Leading a High Performance Business

Aim To cultivate, challenge and provide new perspectives on mindset, performance and change, for your leadership journey ahead Learning objectives 1. Changing Mindset towards a Growth Mindset, 2. Leading business changing performance in Centrica, 3. Leading and engaging people through change, 4. Making sure you are at your best. Practice • Tools and techniques for a growth mindset, • Reframing performance, the inputs vs the outputs, • Conversations related to a personal leadership challenge, one to one and one to many, • Examine their personal well being based on data and experience, • Connect to the building of psychological safety. Action plan Learners will be encouraged to: • Share insight with their line manager and others, • Join other members of the group in collaborative learning meetings, • Implement the learning around their personal performance challenge.

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Register your interest:

For other enquiries, please contact: centrica@cranfield.ac.uk

V 4. April 2024.