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In the 30 years that Wilson Learning has studied leadership and has helped its clients develop their approaches to leadership effectiveness, we have come to believe that how leaders view their purpose will set the course for their organization’s success. For Wilson Learning, the purpose of a leader is to engage others in committing their full energy to the creation of value and success.

Wilson Learning’s approach to assessing and developing leaders begins with Leadership Character – those elements of leadership that are enduring and core to how people view the purpose of leadership. While Leadership Character is the foundation of effective leadership, however, alone it is not sufficient. In order to produce tangible results, effective leaders need the skills and knowledge required to execute on those values and principles.

Building Positive Influence: Managing the People

Building Positive Influence: Managing the People is one of two interactive virtual modules; these modules prepare individuals and leaders to use positive influence to accomplish goals in a way that enhances relationships and creates a win-win outcome. In this module, Managing the People, participants gain tools to manage the people side of the process, in order to maintain valuable relationships. Participants learn how to separate the people from the problem—the critical component of preserving strong relationships.

Building Positive Influence: Managing the Tasks

Building Positive Influence: Managing the Tasks is one of two interactive virtual modules; these modules prepare individuals and leaders to use positive influence to accomplish goals in a way that enhances relationships and creates a win-win outcome. In this module, Managing the Tasks, participants learn techniques to identify interests, generate options, and determine independent standards for the negotiation process. Participants also learn how to identify their best alternatives to a negotiated agreement and present options using a conversation process that addresses all parties’ interests.

Building Relationship Versatility: Social Styles at Work

Building Relationship Versatility: Social Styles at Work is built around a four-quadrant Social Styles matrix. After being profiled, participants are assigned a Social Style, interpersonal versatility rating, and specific versatility behaviors. During the workshop, participants learn how to identify others’ Social Styles and, based on understanding their own and others’ style, learn to modify their own behaviors to communicate more easily and effectively with others.

Coaching for Performance

Leading for Performance: Coaching for Performance offers first-line and mid-level managers coaching skills and techniques to create the conditions under which employees can succeed. This program will enable organizations to gain a competitive advantage using an effective, structural coaching approach that taps employees’ potential and leads to improved performance and fulfillment.

Communicating with Purpose

Leading for Performance: Communicating with Purpose provides the knowledge first-line and mid-level managers need to drive more effective one-to-one business communication with employees and colleagues. This program helps organizations gain competitive advantage by teaching leaders how to communicate effectively, ensuring their employees stay informed, participate, and add value.

Consulting with Clients

Consulting skills are as important as technological proficiency in today’s environment. Consulting with Clients is an intermediate level workshop designed to enable consultants to bring business value to their internal or external clients. Participants will learn how to align solutions to address business priorities and processes and, as a result, achieve increased revenue and customer loyalty.

Creating a Culture of Engagement

Creating a Culture of Engagement is a highly interactive two-day instructor-led experience that teaches leaders to increase employee engagement and strengthen teams, leading to tangible business results. This active learning session is hands-on and process-oriented. The focus is on what the organization needs to do, as well as what individual leaders need to do, to create collaborative teams and a culture of engagement.

Delegating with Confidence

In Leading for Performance: Delegating with Confidence, managers explore the challenges of delegating and the conditions under which delegation is most effective. They learn a simple, proven delegation process and related skills and tools. Managers learn to effectively entrust others with tasks, while maintaining ultimate responsibility for the outcome.

Executive Coaching

Executive Coaching is a widely used term, that means different things to different people.  The type of Executive Coaching we do at McCourt Associates, is called Leadership Coaching and in almost every case it involves behavioral change.  Often there is a strategic component, in that we are helping an individual get ready to handle a new challenge, helping that individual recognize the changes that need to be made to successfully navigate and succeed in a different, challenging or changing environment.

Getting to Yes: Influencing for Optimal Results

Getting to Yes (GTY) helps managers become better influencers and, ultimately, negotiators. Managers become better negotiators by turning-face-to-face confrontation into side-by-side problem solving. It is based on the concept of Principled Negotiation, a method that offers managers an efficient process for reaching optimal business agreements that are satisfying to both parties while strengthening professional relationships.

Global Effectiveness

Global Effectiveness is based on working within the five cultural dimensions. This program will teach participants what types of behaviors to expect from certain cultures and how to prepare themselves for business interactions. Participants will learn how to turn cultural differences from an unknown liability into an asset.

Growth Leadership Inventory

Are your people reaching their potential? Are they learning and growing every day? Are they getting better at their jobs? Do they accomplish their goals? Are they willing to change and manage conflict? The clearest signs of outstanding leadership often appear in the performance of the followers. Leaders help their people do what is required of them in the most effective way possible.

Innovation in Action Series

The Innovation in Action Series is a series of modules that explores the dimensions of innovation — Innovation Styles, Innovation Tools & Practices, The Creative Journey®, Taking Initiative, and Strategic Innovation Management—to help organizations improve how they advance their market position.

The Leader Manager: Achieving Performance with Fulfillment

The Leader Manager: Achieving Performance with Fulfillment provides leaders with the framework and skills to enable the work unit to achieve Performance with Fulfillment—the combination of high performance and high satisfaction from meaningful work done well. Leaders learn to support their work units in terms of Five Practices to provide what their people need.

Leader Manager Inventory

Research indicates that high performance is not sustainable over time unless it is accompanied by a high degree of fulfillment, in addition to a focus on performance—neither performance nor fulfillment exists in a vacuum. To implement strategy and create business results, managers must create an environment of performance with fulfillment. These skills require integrating the inspiration of leadership with the skill of management.

The Leader Navigator (360-degree feedback instrument)

The Leader Navigator diagnoses where your leaders are in terms of the Integrated Leadership Model’s four roles. Three “off-the-shelf” configurations adapt the competencies from these roles to fit three leadership levels: Performance Leader, Growth Leader, and Strategic Leader. For instance, Performance Leader (first level) competencies, focus primarily on Tactician and Contributor skills.

Leading for Growth

Leading for Growth challenges managers to rethink their role as leaders, shifting their mindset from that of “heroic manager” to “growth leader.” The program is structured on the core dimensions of growth leadership: building a collaborative culture, creating a shared vision, and adopting mutual influence.

Leading for Performance

When leaders perform, people perform—and when people perform, businesses succeed. Research indicates the greatest impact on employees’ job performance and fulfillment is the quality of their working relationships and interactions with immediate managers.

Leading from Within

Leading from Within examines the essence of leadership—the core questions that leaders must answer for themselves from within. This process workshop provides leaders with tools and strategies to explore the challenges of leadership, enhance their personal effectiveness and integrity as leaders, and better enable them to lead.

Leading in Challenging Times

Leading in Challenging Times focuses on what happens to human energy during times of change. To capture the discretionary energy of the workforce, leaders must understand how motivation and focus can be lost, and what they and their teams can do to regain effectiveness and commitment. A companion program for individuals, Working in Challenging Times helps participants understand and manage their own reactions to change, as well as develop a sense of personal accountability.

Lighthouse Coaching

Lighthouse Coaching will help the busy manager move from the “error-correction” management style to the “goal-attainment” coaching style. Use of the Lighthouse Coaching Planning Form, during and after the session, directs the manager through the five steps of the coaching process.

Managing Conflict

Leading for Performance: Managing Conflict is based on a collaborative, win-win approach called Changing the Game. The module teaches first-line and mid-level managers indispensable techniques and skills for managing conflict effectively so that conflict can be an opportunity rather than a crisis.

Managing Styles in Conflict

Leading for Performance: Managing Styles in Conflict helps people learn how to interact more effectively with people of other Social Styles under stress. When people demonstrate “back-up behavior” (predictable responses to high stress), knowing what to do can be critically important.

Managing Virtual Team Communications

Managing Virtual Team Communications is a hands-on, virtual workshop that introduces critical communication and team process tools to help virtual teams work together more effectively. Participants learn these tools by using them in a virtual team simulation, and then debriefing on how they worked and how they can continue to use these tools with their actual virtual teams. Teams gain greater clarity in their communications when working virtually.

Mastering Successful Presentations: Skills for Influencing Outcomes

In today’s complex business environment, the ability to deliver a persuasive presentation to internal or external audiences has become a fundamental requirement. Presenters need to craft the right message for their audience, stay alert to reactions, effectively address questions, and persuasively make their point. Are your key contributors able to present with confidence and poise? Do they know how to successfully engage their audiences at that critical moment of influence?

Meeting Leadership Challenges

Leading for Performance: Meeting Leadership Challenges helps managers learn how to shift their attention away from output and toward creating optimal conditions for employees in three key leadership action areas. Managers will learn how to be an effective leader, rather than an individual contributor.

Motivating for Results

Leading for Performance: Motivating for Results helps managers learn how to influence motivation. When motivation is a factor, managers need to instill confidence that efforts will lead to success, that success is worth having, and that the effort will result in something that is of value to employees.

Networking for Success

Relationship building and face-to-face business networking skills are critical to effective business performance. Among young business professionals, 60% say they are uncomfortable in business and social settings and 85% say they don’t have the networks they need to accomplish their goals.

Reviewing Performance

In Leading for Performance: Reviewing Performance participants examine performance review processes, learn best practices for conducting reviews, discuss guidelines for rating performance and common rating errors, and practice proven techniques to prepare, write, and conduct effective performance reviews.

Setting Goals for Success

In Leading for Performance: Setting Goals for Success, participants examine the characteristics of effective goals, the need for goals to address both performance and fulfillment, best practices for linking goals to strategy execution, and proven goal-setting processes.

Working Styles

Leading for Performance: Working Styles is based on the Social Style model, with its four distinct interactive styles: Driver, Analytical, Amiable, and Expressive. Leading for Performance: Working Styles provides proven skills for identifying Social Style, recognizing each style’s strengths, and developing interpersonal versatility to adapt one’s own behavior and work more effectively with others.

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