Leadership & Management

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Principles & Strategies Of Leadership

SESSION 1	Leadership And Effective Business Relationships
	The importance of people and relationships in business success Using DiSC to interpret human behaviour Recognising your natural behavioural style Working with your strengths and weaknesses People reading using DiSC Understanding the behavioural styles of others Adjusting your style in order to become more effective Recognising conflicts of style
SESSION 2	The Differences Between Leadership And Management
	What is leadership and what is management? When to lead and when to manage Management in complex organisations Leadership in uncertain organisations The characteristics of exceptional leaders Reviewing your management behaviours The 13 Fatal Errors that managers make
SESSION 3	Values Based Leadership
	Emotional vs. cognitive leadership Articulating values and beliefs Achieving consistency between values and behaviour Inspiring a shared vision in your staff Selling the benefits of common goals and shared vision Enabling others and encouraging collaboration Taking initiative – opportunities to for change and improvement Building credibility Sustaining high morale
SESSION 4	Situational Leadership
	Varying approaches to leadership Factors influencing leadership effectiveness Understanding and applying Situational Leadership principles Leadership Style Diagnostic – identifying your natural style Recognising the developmental levels of staff Directing, Coaching, Supporting & Delegating – an integrated model Using the appropriate leadership style to maximise retention and performance Analysing and planning for your team
SESSION 5	Delegation
	Delegation as a development tool How to delegate and avoid dumping What to delegate – letting go When to delegate The 12 Step Delegation Process Selecting the appropriate person to delegate to Understanding where the responsibility and authority lies Getting ownership and buy in Following up and creating accountability Selling the benefit to both parties Making delegation attractive to the delegate
SESSION 6	Managing Change
	Responsibilities of change agents Building change management competencies Selecting the right change management style 10 step change management model Communicating change Individual responses to change Dealing with resistance to change Managing redundancies
SESSION 7	Strategic Planning And Decision Making
	The planning process – steps to success Where are we now? Barriers to success Preferred scenario How could this be achieved Short term and long term planning Effective decision making Encouraging quality thinking Creating buy-in From decision to action
SESSION 8	Innovation, Creativity And Lateral Thinking
	The limitations of argument and adversarial thinking De Bono’s 6 Thinking Hats The power of parallel thinking Increasing productivity in meetings Systematic vs. occasional use of the hats Lateral thinking tools – increasing innovation Harvesting ideas

Leadership Communication And Behaviours

SESSION 9	Self Leadership
	Building a leader’s mindset and conscious self leadership Enhancing self esteem and confidence Recognising the impact of intentional meaning making Values, meanings, intentions and states Using the Self-Alliance Reference Scale Personal competence, social competence and synergistic competence Self actualising – synchronising meaning and performance Vision clarity and commitment The leadership quality-staff productivity relationship Realising your leadership potential Creating enthusiasm and engagement in yourself Developing tactics for sustainability
SESSION 10	Communication Skills
	Defining and interpreting expectations Modes of communication and technology – when to use Impression formation – getting it right Active listening techniques Questioning skills – seeking information from staff Giving clear information and explanations Overcoming barriers to communication Using appropriate language Non-verbal communication
SESSION 11	Building Assertiveness
	Defining your influence at work? The Interpersonal Influence Inventory (III) – self assessment Understanding your influence style Directness of communication Consideration for others The Interpersonal Influence model Openly Aggressiveness, Concealed Aggressiveness, Passiveness and Assertiveness Characteristics of assertive communicators Building assertiveness: the ASERT process
SESSION 12	Presentation Skills
	Types of presentations – product, technical, pitch, information, entertain Designing your presentation for maximum impact How to prepare, rehearse and use notes Integrating props, material and visual aids to enhance your message Understanding your audience – managing group dynamics Selling your message – influencing your stakeholders How to open/how to close powerfully The delivery – timing and pacing Managing questions and challenging situations Techniques for the psychological and physical control of nerves
SESSION 13	Business Writing
	Preparing and planning your documents Using appropriate language Choosing the appropriate style and tone Structure and layout Achieving clarity and brevity: Avoiding ambiguous grammar, punctuation and word choice. Writing shorter sentences. Memos, letters, reports and emails – what are the differences? Pitfalls to avoid A checklist for editing your work Guidelines for clear presentation of the report, proposal, or letter
SESSION 14	Effective Networking
	What is networking? – dispelling the myths Understanding the benefits Changing your way of thinking When and where to network? Preparing and planning to get the best from your networking Overcoming your fears and reluctance Who to approach and what to say Explaining what you do in a clear and interesting way How to make important and exciting small talk Discovering people’s needs and wants How to deal with rude people Making appropriate introductions Best use of business cards How to keep in touch
SESSION 15	Negotiation Skills
	Five pure Negotiating Styles – what is yours? Balancing concern for outcomes with concern for relationships The traditional negotiation process – what goes wrong and why? The benefits of the Collaborative Negotiation process The importance of preparation Identifying needs and goals Defining critical points Gathering information Maintaining a positive attitude The 5 stages of a collaborative negotiation The rules regarding concessions How to read body language and monitor nonverbal cues Overcoming intimidation and emotional obstacles When and how to take ‘time out’ to mutual advantage

Performance Management And Staff Development

SESSION 16	Interviewing And Attracting High Performers
	The challenges of recruitment in current market Different types of interviews The 5-point interview plan to fill ANY position faster Preparing and planning for the interview Using Behavioural Interviewing questions Strategies to establishing rapport Describing your culture to ensure a fit for your organisation Selling your organisation to the candidate Nonverbal messages: finding out what they aren’t telling you Understanding laws relating recruitment & selection Evaluating and selecting the final candidate
SESSION 17	Managing Ongoing Performance
	Where does responsibility for performance lie? What are we managing? Signs that a performance problem is developing What to do if you think you may have a performance problem When should you correct declining performance? Giving feedback – your strengths and weaknesses Overcoming resistance to feedback Guidelines for giving behavioural feedback Creating a feedback culture Causes of poor performance Setting the performance objectives Following up reinforcing the behaviour and skills
SESSION 18	Running Effective Performance Appraisals
	Why conduct performance appraisals? Selling the vision and dealing with expectations What goes wrong – common appraisal errors Planning effective feedback Identifying positive performance – put the ‘praise’ back in ‘appraise’ Differentiating the causes of non-performance from the symptoms Preparing for the meeting – the interview framework Keeping the appraisal focussed and on track Setting goal areas and agreeing upon the required performance Writing key performance indicators Building action plans and milestones Evaluating the results achieved Providing the necessary follow-up action to support performance appraisal meetings
SESSION 19	Motivating Yourself And Your Team
	The benefits of motivated staff External vs. internal motivators What people want 10 ways to reward Maslow and the implications of motivational theory The misconceptions regarding money! The importance of being valued Dealing with demotivated employees Personal motivation – where are you going? Where are you now? Your limiting beliefs Setting clear, well defined goals Plan of action
SESSION 20	Coaching As A Business & Management Tool
	Coaching as a tool for accelerated development Coaching – its core elements Coaching skills and competencies Building technical skills and psychological readiness The Behavioural Coaching Cycle Informal coaching – when and where to coach 10 Step Formal / Contractual coaching Identifying who would benefit from coaching Addressing distorted thinking and self limiting beliefs Dealing with emotions and resistance The coaching toolkit

Organising and Managing Yourself And Others

SESSION 21	Time And Task Management
	Organising yourself Planning ahead – day, week, month Must, should and want to do lists Capitalising on your energy levels and prime times Dealing with deadlines Prioritising – distinguishing urgency from importance How to say ‘no’ nicely Dealing with interruptions and managing others Managing paperwork and emails The importance of flexibility Overcoming procrastination
SESSION 22	Running Effective Meetings
	Three essential meeting stages Meeting preparation Tips for scheduling meetings Team meeting roles (leader, facilitator, recorder, participants) Meeting responsibilities Key steps to developing an agenda SMART objectives Setting the ground rules Meeting minutes Closing a meeting – creating action items Evaluating your meetings
SESSION 23	Beyond Balance – Work Life Integration
	Work related stress – a worldwide epidemic Deferred Happiness Syndrome Signs and symptoms of on going stress Don’t wait for a crisis before doing something differently Are you coping as well as you think? Identifying your values What are you prepared to give up? Financial savvy – how much is enough? The 7 Steps To Sanity Change a mind-set, change a habit, change a life Using your support network

Managing Teams And Team Dynamics

SESSION 24	Building Successful Teams
	Components of a team Why teams do and do not work Making your team work What skills are necessary for a successful team Building a successful team – the teaming process Different roles with the team Increasing cooperation and support How to get the best out of difficult team members
SESSION 25	Problem Solving
	Defining the problem Describing the desired state or goal Analysing potential causes Identifying possible solutions Brainstorming tools Selecting the best solution – weighted criteria Developing and action plan – gaining buy-in Implementing the solution and evaluating progress
SESSION 26	Conflict Resolution
	Capitalising on diversity What is conflict and confrontation Constructive conflict Managing disagreements and conflict Strategies that work! Reading the situation Knowing your outcome Getting to Win/Win