Leadership Course Summaries
Blueprint for New Managers
Welcome to a Manager's World
Establishing a Foundation of Leadership
The Good, The Bad and The Ugly
Seeking and Receiving Feedback for Professional Development
DISC
Managing a Team with Multiple Personalities
Speak Up and Listen
Effective Communication Rules the Day
Only 10 hours in a day?
Time Management through Priority Setting
What Stays on your Plate?
Delegation
What Turns You On?
Motivating Others
Running Away is Not an Option
Effective Conflict Management using the TKI Assessment
The Manager as Coach
Performance Feedback that Gets Results
Moving Forward
How to Implement Change
On the Fast Track
How to Develop Organizational Agility
CSP I
Coaching for Sustained Performance
Welcome to a Manager's World
Establishing a Foundation of Leadership
Whether you are a new hire or have been recetnly promoted, stepping into management, changes relationships and expectations. It's much more than learning a new job. for the first time, your success is dependent ont he success of others.
This course teaches the fundamentals of effective management and builds the foundation for leadership. It helps new managers avoid common pitfalls and recognize their key role in the success of the organization.
Primary Objectives:
- Recognize the characteristics of an effective leader
- Learn how to establish a new balance with co-workers
- Define personal mission, vision, and values
- Gain understanding of organizational culture and the impact that a leader has on that culture
The Good, The Bad and The Ugly
Seeking and Receiving Feedback for Professional Development
Feedback is often about perception. Accurate or not, it tells us what we look like to others. Only through honest, candid feedback can we maximize our professional development.
This interactive course is all about receiving feedback. It's about going after feedback and using it to get better (not bitter). It gives managers the tools they need to obtain specific and regular feedback that they can use to improve their performance and continue to grow in the organization.
Primary Objectives:
- Recognize the value of feedback for professional growth
- Understand the barriers to receiving valuable feedback
- Who, what, when, where, how to ask for feedback
- Understand and practice using a model designed for obtaining and/or giving specific feedback
- Move attitude from getting bitter to getting better
DISC
Managing a Team with Multiple Personalities
Everyone knows the golden rule: Treat others the way you want to be treated. An effective manager takes it a step farther by treating others the way they want to be treated. Understanding individuals is the basis for communication, teambuilding, and dealing with conflict. DISC training creates this foundation.
In this course, the manager first learns to understand his/her own style and then applies that knowledge to his direct reports. The result of this process is often a profound change in management effectiveness.
Primary Objectives:
- Learn and understand your personality profile
- Learn the four basic personality styles and how each can benefit a team
- Gain insight on tailoring your style to maximize the performance of others
- Practice interactions with all four styles
Speak Up and Listen
Effective Communication Rules the Day
Did I hear what you meant to say? Sometimes the best messages are lost in translation. Managers need to understand what to say, what not to say, and how to say it, to be effective. But even then, all is lost without listening to understand your audience.
In a manager's world, effective communication rules the day. This program teaches the basics: the rules to follow, the pitfalls to avoid, and the templates that help create professionalism. It also teaches managers how to listen when they don't want to. Listen first. Solve second.
Primary Objectives:
- Understand elements of effective business communication
- Learn to speak constructively
- Recognize the power of non-verbal communication
- Develop the skills used to listen to understand
Only 10 hours in a day?
Time Management through Priority Setting
So much to do, so little time. Everyone has a full place when it comes to "things to do." As you move up in an organization, the challenge becomes even greater. Survival and success depend on effective time management.
This course works with the assumption that everything won't get done. That's the nature of business. Participants will learn a four quadrant time management model along with the skills that will focus their attention on activities that are important for the success of the organization. They learn to delegate when appropriate and eliminate time wasters. Ultimately they learn how to get more done in less time, avoiding the 10 hour day.
Primary Objectives:
- The flaws of traditional time management tools
- Introduction to a time management model and learning how to apply that model
- The process of maximizing performance
What Stays on your Plate?
Delegation
If you can't delegate, you don't belong in management. This skill is should be learned early in a manager's career. Delegation frees up time but more importantly it motivates and develops team members. Effective managers trust their direct reports with both routine and important tasks.
In this session managers learn the "who, what, when, why, and how" of delegation. They also gain an understanding of the important balance between trust, responsibility and accountability. ILS challenges managers with a series of scenarios that help them re-think the excuse…its better if I do it myself.
Primary Objectives:
- Understand the direct and indirect benefits of delegation
- How to set up the what, how and who of delegation
- Building accountability into the delegation process
- Matching skills with tasks
- Delegation as a development and mentoring tool
What Turns You On?
Motivating Others
Each person is unique and as a result each person is uniquely motivated. This is not a "one size fits all" skill. Effective managers figure out what drives their associates and then motivate them accordingly.
This learning experience teaches the rules of inspiring others. It looks at personality style, emotions, values and goals. It helps managers understand differences and then put that knowledge into practice with motivation. Managers leave this session with an arsenal of strategies to pick from when attempting to engage the hearts and minds of their team to greatness.
Primary Objectives:
- Develop an understanding of what inspires others
- Learn how to apply Maslow's Hierarchy Model
- Learn various motivation techniques
- Understand the value of obtainable goals
- Develop engagement through empowerment skills
Running Away is Not an Option
Effective Conflict Management using the TKI Assessment
Some managers avoid conflict or struggle with negotiation. Others get overly emotional or take things too personally. And some even appear aggressive and shut people down. In all of these situations, managers lose because they fail to see the opportunity presented through conflict management.
Using the TKI (Thomas-Kilmann Conflict Mode Instrument) managers learn a variety of conflict handling styles and they learn how to select the optimum style for any situation. They develop the skills needed to find common ground and gain cooperation in the most difficult of circumstances.
Participants will also demonstrate the skills learned during this session through role play situations.
Primary Objectives:
- Learn situational approach to conflict management
- Understand how and when to use the five conflict-handling styles effectively
- Learn how to initiate safe and productive dialogue to deal with conflict
- Understand how to build cooperative relationships
- Practice the art of conflict facilitation
The Manager as Coach
Performance Feedback that Gets Results
Coaching is a mutual process between a manager and an associate. The process encourages, supports, and reinforces behaviors that result in great performance. It also redirects behaviors that inhibit desired performance. Well developed interpersonal communication skills are prerequisite to a successful coaching process.
In this program, the manager learns to lead by example, build trusting relationships of mutual respect with associates, and demonstrate a consistent passion for the goals of the organization.
Primary Objectives:
- What do you represent as a coach?
- Feedback through observation, listening and speaking
- Coaching conversations that grow professional development in a team
- The understanding and use of a feedback model
Moving Forward
How to Implement Change
When it comes to change, the degree to which we are adaptable is the degree to which we are successful. In the business world, change is inevitable. However, change happens one person at a time and our ability as managers to move our teams through change will ultimately dictate the success of our organizations.
This learning experience gives managers the tools to move themselves as well as their associates through change. It covers the change cycle and teaches the core skills leaders must possess to succeed. It gives them an understanding of resistance and the strategies to eliminate it.
Primary Objectives:
- Understanding resistance
- The six stages of the Change Cycle
- The five attitudes of successful changers
- Core skills for leaders
- Creating successful change agents through coaching
On the Fast Track
How to Develop Organizational Agility
Where are you going in your organization and how fast do you want to get there? How do you get the next promotion? How do you gain access to the fast track? Ambitious managers want to make choices that will enhance their careers. There is a process to success and this course uncovers it.
Primary Objectives:
- Learn the power of a professional development plan
- Value of exceeding expectations
- Rules to developing a mentor relationship
- Recognize the role of influencers
- Learn how to use corporate politics
CSP I
Coaching for Sustained Performance
CSP is a coaching model that encourages sustained high level performance from associates. It is used in three scenarios: Real time feedback, professional development and coaching for change. The model gives managers the detailed process needed to build successful coaching relationships that empower associates to optimum performance. It's comprehensive, it gets results, it builds commitment and it improves morale.
Primary Objectives:
- Understand the role of coach
- Learn the skills that are specific to coaching
- Practice techniques using an easy to understand model of coaching