RESPONDE Leadership
An individual method for executives
Lead conversations, decisions and teams with greater clarity when the pressure rises
RESPONDE Leadership trains for situations in which responsibility begins to alter the way you decide, communicate, delegate or lead.
Who it is for.
· Business owners.
· CEOs.
· General managers.
· Managing directors.
· Department directors.
· People managers.
· Sales leaders.
· Professionals responsible for teams and decisions.
This is not aimed at anyone with a general interest in leadership. It is for people facing an active situation that is affecting their authority, decisions, team or ability to switch off.
Situations it addresses
· Difficult conversations that keep being postponed.
· Impulsive reactions to mistakes or bad news.
· Difficulty setting boundaries.
· Authority based on harshness, control or overexplaining.
· Delegation and operational dependence.
· Conflict with employees, partners or managers.
· Decisions delayed through fear of being wrong.
· Difficulty switching off after a tense situation.
· Insecurity in committees, negotiations or public speaking situations.
· Isolation in decision-making.
Areas of work.
Executive self-control.
Recognise the triggers that appear under pressure and build a more stable response.
Conversations of authority.
Correct, challenge, disagree, set boundaries and communicate decisions without unnecessarily damaging the relationship.
Clear decision-making.
Separate facts, emotions, risks, priorities and consequences.
Delegation and autonomy.
Transfer responsibility without constantly taking back control.
Executive presence.
Communicate with greater confidence when addressing teams, clients, partners, committees and audiences.
What it includes.
· Initial assessment of executive pressure.
· Map of priority situations.
· Individual sessions.
· Simulations of conversations and decisions.
· Response protocols.
· Application in real situations.
· Follow-up review.
· Personal autonomy plan.
From improvisation to a prepared response
At the beginning, the executive knows what they should do but postpones, reacts, controls or loses confidence when the moment arrives.
The final objective is to have a process for preparing, carrying out and reviewing high-pressure situations without relying on improvisation.
