LEADERS FOR THe IMPULSE IMPULSE IMPULSE READ MORE READ MORE LEADERSHIP DEVELOPMENT PROGRAMME FOR MANAGEMENT Leadership is the key lever for cultural transfor-mation. When a company wants to transform itself, it is vital that its leaders are the first to embrace the leadership values and principles of this new corporate culture. They have the power in their hands to become multipliers of these values and ensure that they are transferred to their teams. With this in mind, the Learning & Develo-pment unit of the People and Organisation Depart-ment has designed an ambitious leadership develo-pment programme called ‘Leaders for the Impulse’. The programme is part of the ‘Be the Impulse Jour-ney’ initiative, which was launched with the ‘Be the Impulse’ events, aimed at promoting cultural trans-formation in order to achieve the company’s strategic goals. A transformation that is accelerating, focusing on leadership development through the ‘Leaders for the Impulse’ programme, which aims to guide these persons in adapting to new corporate leadership va-lues and principles. Change is defined by leaders in any cultural trans-formation model, because they either drive it or slow it down. Some 800 business leaders are participating in ‘Leaders for the Impulse’, 500 of whom are in mana-gement and 250 are supervisors. In global terms, the training plan for the 14,000 employees of SEAT S.A. provides for around 300,000 hours of technological training, 130,000 hours of digital training and 70,000 hours of corporate culture training. An effort that is more than justified. We are trans-forming ourselves to produce urban electric cars. This is our biggest challenge as a company. The leap to electrification, and all that this entails, is one of the most radical changes the company has ever expe-rienced. “It is also a leap towards a different type of company, leaving behind a traditional model and mo-ving towards a globalism that is in line with all other large multinational or global brands. The programme is a great enabler, an accelerator of transformation”, says Learning, Development & Innovation Manager Ismael Lara. The changes are not limited to adopting new te-chnologies. They become a reality by incorporating new knowledge transformed into skills that, in turn, ul-timately shape a new attitude and new way of doing things, a new corporate culture in which leaders must embrace new values, incorporating them into their daily lives and transmitting them to their teams. Accor-ding to Lara, “this is the equation of transformation, a formula in which leadership encourages everyone to bring out the best in themselves.” A cultural transformation programme like ‘Leaders for the Impulse’ is made up of several phases. “The first is to understand what you want to be, how you want the world to see you, how you want your employees to act. Because corporate culture is ultimately about behaviour and how we do things. The key message at the end of the day is that anyone can be a driver of change, and the programme does nothing more than help them to achieve that,” says the Learning, Deve-lopment & Innovation Manager. Why are we doing all this? People are the drivers of change. That is why the company needs everyone to participate in order to make this transformation a reality. “The mission of leaders is to bring out the best in their teams. Nothing can be done if there are no lea-ders in a team. This is the reason why we are working to give the programme continuity and sustainability, so that it is not a flash in the pan. We must continue to develop and support our leaders,” concludes Lara.— FOLLOWING THE ‘BE THE IMPULSE’ EVENTS AND OTHER INITIATIVES TO PROMOTE OUR NEW CULTURE, ‘LEADERS FOR THE IMPULSE’ SESSIONS ARE BEING HELD TO SUPPORT MANAGEMENT IN DEVELOPING THEIR LEADERSHIP SKILLS IN LINE WITH THE TRANSFORMATION AND OUR NEW CORPORATE CULTURE FOCUSED ON LEADERSHIP The ‘Leaders for the Impulse’ training programme lasts nine months and requires approximately 38 hours of individual dedication, including the participation of two partners: Xavier Marcet, consultant in corporate strategy, innovation and entrepreneurship, and Alex Galofré, trainer specialising in neuroleadership. The former coordinates the ‘Strategic Leadership’ ses-sions and the latter the eight ‘Leadership Principles’ sessions, which are divided into the four modules of the development programme. The first module, entitled ‘Inspire’, provides mana-gers with the tools to provide their teams with auto-nomy and empowerment. The second, ‘Dare’, seeks to challenge the status quo and encourages teams to experiment and innovate. In the third module, ‘Suc-ceed’, participants are challenged to improve them-selves along the path of self-leadership. Finally, the fourth and final module, ‘As a Team’, promotes the concept of one team, a team made up of many teams. Xavier Marcet’s sessions focus on translating the shared vision of the company’s transformation into a personalised strategy focused on leadership, in which leaders prioritise change, growth and team commit-ment. While Alex Galofré’s sessions focus on develo-ping management skills and attitudes in line with the company’s new leadership values and principles. Participants during the Xavier Marcet session