Building a pipeline of leaders

Developing leaders in the capabilities of today and tomorrow. Working across all levels of leadership from emerging to executive, our work is informed by critical thinking, modern research and practical tools for leaders to integrate new ways of working into their everyday lives.

Leadership

Core capabilities

Tonka Learning facilitates workshops in a range of capabilities (see below) and adds to these each year based on client needs. To support application of learning, these workshops include measurement and embedding strategies and can incorporate 1-on-1 and group coaching, our digital platform and our extensive library of self-assessment and 360-diagnostic tools.

Coaching For Sustainable Change

Conversational Mastery

Courageous Conversations

Leading Change

Leading High-Performing Teams

Managing Career Conversations

Mastering the Annual Review Cycle

Negotiation Skills

Presenting with Impact

Storytelling: Bringing Data to Life

The Collaborative Leader

The Emotionally Intelligent Leader

The Productive Leader

Virtual Facilitation

Working Strategically

To illustrate our work in leadership, see below examples of learning objectives for three capabilities.

Storytelling: Bringing Data to Life

  • Structure their stories in a way that provides relevance and meaning for their audience and creates a compelling reason for them to act and act now.

  • Tell stories with minimal preparation time.

  • Identify new opportunities for storytelling and find different stories for different situations.

  • Bring energy and passion into the telling of their stories.

  • Use non-verbal storytelling techniques to create interest and clarity in their stories.

  • Use different linguistic patterns to minimise resistance and increase rapport and buy-in with their audience.

  • Step away from the content and reveal more about self.

Courageous Conversations

  • Understand barriers to communicating difficult messages.

  • Consider issues from the other’s perspective, including intentions, perceptions and reactions.

  • Prepare and structure conversations so that the issue, impact and desired outcomes are clearly understood.

  • Keep conversations on track whilst acknowledging hard truths.

  • Confidently and respectfully address challenging issues in the moment.

  • Apply techniques to manage difficult behaviours and adverse reactions.

  • Foster a culture where courageous conversations are welcomed, valued and supported.

The Collaborative Leader

  • Understand how to practise clever collaboration at both a team and an organisational level.

  • Connect people, ideas and resources that wouldn’t normally ‘bump into’ one another.

  • Identify collaboration blind spots and develop strategies to eliminate or reduce their impact.

  • Elevate shared leadership practice to help others become the hero of the story.

  • Apply skills to encourage diverse perspectives and equity of voice.

  • Influence individuals who display defensive, guarded, or territorial behaviours.

  • Support a workplace culture of efficient collaboration to manage volume and expectations.