We enable you to Learn to LeadLead to Learn in Improving your Work
EXPLORE SELFLESS LEADERSHIP
Discover why we - at TLC - are different
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What we Do
TLC – Global is a primary provider of Executive Learning and Development (EL&D) direct to corporate institutions or individual learners . We also act as a third-party provider of L&D, working with professional and higher education institutions. Our whole learning approach includes blended learning extending our reach beyond the understanding to assess impact.
What we Do
Defining our Purpose, Vision and Mission
This is our raison d’être; our purpose. Learning and practice create a measurable impact on the individual and institution.
Often, the organisation supports its people to go on training and development programmes. But, how often is this linked to the work that they do? Working with the institution as a delivery partner, we will assess the institution’s needs, the behaviours it is seeking to encourage and what is expected of individuals. We will then work with the individuals to determine personal expectations and development needs. Engaging with both the institution and the individual, we will then balance both sets of expectations and needs and agree on an impact assessment framework for institutional and individual outcomes.
In problem-solving, some of the best solutions come from those closest to the challenge. The challenges will also test others across the organisation and its networks. The age-old saying “the sum of the whole is greater than its parts” comes to mind. We encourage a unified approach to interconnected challenges by aligning learning across the organisation and its networks. This reflects the creation of learning organisations. An organisation that is committed to improvement must also be committed to learning. How does this emerge? A learning organisation excels in generating, attaining, and assigning knowledge, applying changed behaviours to reflect the new knowledge and insights. Only in this way can wisdom emerge.
Our empowered learning system seeks to promote a collective mission to improve institutional and individual outcomes.
An applied learning space is created to enable this. The space is a combination of virtual and face-to-face engagement and application. Within the space, we encourage collaboration, collegiality and mutual respect. The aim is to stimulate Learning through 360° Intelligent Networks in creating Knowledge and Skills (LINKS360®) to create a trusted environment where people feel confident and able to learn together. Our rationale is to reinforce a culture where leaders and learners feel able to exercise initiative and apply the learning within and beyond the learning space. Success is measured through impact assessment based on the co-designed impact framework across the short and long-term applications.
Fulfilling our Purpose, Vision and Mission
GUIDANCE AND HIGHLIGHTS
Fulfilling our Purpose, Vision and Mission
LEARNING DESIGN
Our learning design identifies and bridges the gap between the institution’s vision and the institutional and individual applied learning outcomes.
We coproduce the learning design with the institution to transform the vision to achieve the agreed results in a manner that secures ownership. All aspects of learning are linked—the dynamic interactions within the applied learning space influence collective and personal success.
Our thinking around learning design adopts a method of cooperative and creative action to improve practice through initial research and discovery. We then test our collective ideas and support this through iteration and evaluation. The results inform the subsequent release of a designed learning solution. This ‘road-testing’ helps us find out what works best for users (learners, customers, etc.) and gain consensus among stakeholders. Our process of “Learning and Leading through 360° Intelligent Networks, Knowledge and Skills” (LINKS360®) [1] supports this initial design practice. It promotes an Applied Leadership Challenge (ALC) in developing the learning through application and ongoing evaluation.
[1] LINKS360® is a registered trademark owned and licensed by Compass Leadership Limited.
HISTORY OF LEADERSHIP
This section provides a brief outline of the history of leadership. You are taken on a hitchhikers guide of 4,000 years of thinking and writing about leadership. We start with the Old World Leaders (the “OWLs”), progress to the New World Leaders (the “NWLs”) and then finally consider the Global World Leaders (the “GWLs”).
This is a brief E-learning Nugget that provides you with a brief summary of the distinction between OWLs, NWLs and GWLs.
In this E-learning Activity, you can explore more about the three different periods of leadership thinking.
This E-learning Session provides a more comprehensive analysis of the different periods of thinking and literature concerning leadership and provides the opportunity for aligning with blended learning programmes..
Click to the right if you wish to choose to read more about this subject.
LEADERSHIP3
The Basic Dimensions of Leadership 3
Leadership is complex. A characteristic of complexity is that it is unlikely that the issues or problems underpinning it are likely to be fully resolved. In this sense, it shares these characteristics with those of wicked problems. There are various three-dimensional approaches to leadership. In this brief summary we look at the major triad:
The first dimension defines a critical purpose of Leadership3. This is to make the unknown known! To do this, we need to discover patterns. Once leaders have established the patterns, proactive and coactive responses are thus possible.
The second dimension takes account of the capacity of the organisation to achieve its purpose and the capabilities of its people to deliver the product or service. Similarly, this ranges from the known capacities and capabilities through to the unknowns.
The third dimension defines the collective leadership style. This ranges from individual through distributed and ultimately shared leadership.
Shared leadership across different disciplines with a common purpose
These three dimensions are important in supporting the organisations efforts to improve services and products through transformational leadership. Transformational leadership requires teams to work together towards a common purpose. This is what we describe as synergy. Drawing on the work of Buckminster Fuller, this is an exploratory strategy of starting with the whole and the known behaviour of some of its parts and then progressively discovering the integral unknowns. We support this by using the complementary process of cybernetics which is the study of control or regulation mechanisms in both human and machine systems. A key feature is that all systems (apart from the Universe) are created by humans. They are thus fallible!
This process of looking at the whole and its constituent parts represents the approach more commonly known as complex adaptive systems. If we get this right it helps us to understand the characteristics of both transformational leadership and innovation and creativity. Managing risk is an important element of this but the tipping point – we suggest – is moving beyond the known knowns and focusing our attention on the unknowns. Breaking boundaries and reinventing the core business will often be required.
Watch this brief video on “Reimagining Leadership’ and give some thought to some reflective leadership questions (2 nuggets – video and reflective questions).In this E-learning Activity, we will walk you through the basics of complexity, chaos and how to respond to this through the characteristics of transformational leadership and service improvement..This E-learning Session majors on complex adaptive systems. You will have the opportunity to explore the leadership of change in systems in more depth and to practice skills in a safe (blended) learning environment.
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Collective Leadership
This section provides a brief outline of the history of leadership. You are taken on a hitchhikers guide of 4,000 years of thinking and writing about leadership. We start with the Old World Leaders (the “OWLs”), progress to the New World Leaders (the “NWLs”) and then finally consider the Global World Leaders (the “GWLs”).
This is a brief E-learning Nugget that provides you with a brief summary of the distinction between OWLs, NWLs and GWLs.In this E-learning Activity, you can explore the Compass Leadership Model and understand the underpinning seven collective leadership values and thirty behaviours.This E-learning Session provides a more comprehensive analysis of the different periods of thinking and literature concerning leadership and provides the opportunity for aligning with blended learning programmes..
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Leadership Quomodo
Put quite simply, Leadership Quomodo describes the “How?” of leadership. This is the question that is so often neglected when compared to the ‘what?” ‘who?’ and ‘where’ questions. ‘When?’ and ‘Why?’ are also often neglected.
Understanding the How? of Leadership
In simple terms, ‘Quomodo’ defines the manner or the way in which practice takes place in achieving public interest outcomes and the means adopted. It thus directly addresses the two important ‘how’ and ‘why’ questions of selfless leadership. It also assists in clarifying the ‘what’, identifying the ‘who’, defining the ‘where’ and determining the when.
The Selfless Leader (SL) briefly touched on the term quomodo in helping to define how leadership is practised and the manner in which this is done. It drew upon its’ original interrogative framework encompassing the SL’s six intelligent leadership questions (ILQs), influenced by Rudyard Kipling’s six honest serving men. You will recall that the ILQ framework was introduced at the outset of this portal.
This is a brief E-learning Nugget that introduces you to Leadership Quomodo.In this E-learning Activity, you can explore the Leadership Quomodo in more detail, both in terms of it’s historical provenance and its utility in supporting leadership development.A more comprehensive analysis of the components underpinning our Leadership Quomodo is offered. This also introduces our LINKS360 process of collective leadership development. This process underpins all of the learning and its application.
Click on the Clock Icons to the right if you wish to choose to read more about this subject.
Next Steps …
This section provides a brief outline of the history of leadership. You are taken on a hitchhikers guide of 4,000 years of thinking and writing about leadership. We start with the Old World Leaders (the “OWLs”), progress to the New World Leaders (the “NWLs”) and then finally consider the Global World Leaders (the “GWLs”).
This is a brief E-learning Nugget that provides you with a brief summary of the distinction between OWLs, NWLs and GWLs.In this E-learning Activity, you can explore more about the three different periods of leadership thinking.This E-learning Session provides a more comprehensive analysis of the different periods of thinking and literature concerning leadership and provides the opportunity for aligning with blended learning programmes..
Click to the right if you wish to choose to read more about this subject.
Learning Periods
E-Learning Nuggets: An average of 5 mins but no more than 15 mins per nugget, providing a brief summary only.
At this second level you should be able to complete your reading within four to six hours in total and no one activity is more than 30 minutes. Each activity at this level is described as an E-Learning Activity: a standalone activity comprising either/both text and interactive scenarios.
This is a more structured and detailed Blended Learning Session focused on the relevant subject matter. There is also an option to take part in a leadership discussion forum to share knowledge. If you are enrolled on a leadership development programme this learning will also be incorporated within our Virtual Learning Environment (Digital Campus) through the Knowledge and Practice Hub (registration required). An average of 60 minutes per session.
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Go to the Knowledge Hub
CLICK HERE to go to the Knowledge Hub. This will give you access to the resources within the Hub.
If y0u are a registered user, you can use the link below to go to the main menu options. If you are also participating in a programme with Compass Leadership Limited whether individually or in partnership with your organisation, the Knowledge Hub is also linked to our Total Learning Consortium Virtual Learning Environment