Leadership & Management

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LEADERSHIP & MANAGEMENT TRAINING
(Each session is 4 hours)

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 Understanding the behavioural styles of others People reading using DiSC – DVD exercises Adjusting your style in order to become more effective Understanding behavioural changes under stress Recognising conflicts of style
SESSION 2	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 for change and improvement Building credibility with staff Sustaining high employee morale
SESSION 4	Situational Leadership
	Factors influencing leadership effectiveness Understanding and applying Situational Leadership principles Leadership Style Diagnostic – identifying your natural leadership style Recognising the developmental levels of employees 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 – creating the time to do it 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 Individuals through Change
	Personal attitudes to change Answering frequently asked questions and objections to change Understanding individual responses to change Recognising innate change capacity and change fatigue Building proactive rather than reactive responses to change Dealing with resistance to change Overcoming denial and negativity Reducing obstacles and resolving issues Identifying each individuals barrier point to change Coaching and supporting others through change
SESSION 7	Strategic Change Management
	Key drivers of success in achieving change The Murphy Curve – the importance of planning change Applying the “10 Step Change Management” process Clearly defining the nature of a change Creating urgency – establishing clear, compelling reasons to change Tolerating ambiguity and managing the team through uncertainty Determining objectives, tasks and time frames Securing resources for the change Encouraging contribution Ensuring two-way communication at all stages Embedding and institutionalising the change q Ending a change and celebrating success
SESSION 8	Strategic Planning
	The benefits and pitfalls of strategic planning What is your purpose and objectives? Situational analysis – where are we now? What are the key strategic issues? Barriers to success – the McKinsey 6 S model Identifying key stakeholders What is the preferred scenario? Strategy formulation – how could this be achieved? Mission, vision and values Developing measured objectives and targets Strategy implementation Writing action plans Tracking and performance measures

SESSION 9	Innovation, Creativity and Lateral Thinking
	The limitations of argument and adversarial thinking Values and uses for the 6 Thinking Hats De Bono’s 6 Thinking Hats – Black, Yellow, White, Red, Green, Blue Applying the power of parallel thinking Using the Green Hat to make time for creativity Controlling negativity and focussing thinking Increasing productivity and efficiency in meetings Systematic vs. occasional use of the hats Lateral thinking tools – how to increase innovation Harvesting ideas
SESSION 10	Decision Making and Problem Solving
	The decision making process Effective decisions = quality thinking x acceptance Low involvement vs. high involvement decision making Step by step problem solving Defining the problem and the pain Describing the desired state or goal Analysing potential causes and indentifying the true root cause Identifying possible solutions Brainstorming tools and avoiding limited thinking Selecting the best solution – weighted criteria Developing an action plan – gaining buy-in Implementing the solution and evaluating progress

Leadership Communication and Behaviours

SESSION 11	Communication Skills
	Defining and interpreting expectations Modes of communication and technology – when to use Impression formation – projecting confidence and credibility Active listening techniques – demonstrating interest in others Strategic questioning techniques – seeking information from staff Demonstrating an understanding of your staff and colleagues Giving clear information and explanations Speaking clearly and fluently Overcoming barriers to communication The power of conversations Using appropriate language Reading body language and non-verbal communication Communicating in a high tech environment
SESSION 12	Influencing Skills
	The difference between influence, persuasion, power & manipulation The behaviours and characteristics of effective influencers Recognising sources of power – personal and positional The law of reciprocation – what you give comes back to you The impact of scarcity – people will seize opportunities that are rare When to use authority – building knowledge and credibility Creating commitment – aligning your requests with their priorities Getting people to know you, like you and trust you How to use consensus – capitalising on group influence Planning your influence strategy Targeting your communication to the recipient Delivering persuasive and compelling messages
SESSION 13	Building Assertiveness
	Defining your strategies for asserting yourself at work The Interpersonal Influence Inventory (III) – self assessment Directness of communication vs. Consideration for others The Interpersonal Influence model – Open Aggression, Concealed Aggression, Passiveness and Assertiveness The difference between assertiveness and aggressiveness Building assertiveness: the ASERT process Analysing the Situation – dealing with emotions and perceptions Stating Your Position – script writing for future situations Evaluating Nonverbal Behaviours – yours and theirs Receiving Feedback – identifying your ‘triggers’ Testing For Understanding
SESSION 14	Presentation Skills
	Types of presentations – product, technical, pitch, information, entertainment 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 15	Business Writing
	Preparing and planning your documents Using appropriate language Choosing the appropriate style and tone Structure and layout Plain English writing – achieving clarity and brevity Avoiding ambiguous grammar, punctuation and word choice Punctuation, spelling and grammar 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 16	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 17	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

Performance Management and Staff Development

SESSION 18	Interviewing and Attracting High Performers
	The challenges of recruitment in the 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 Finding out what they aren’t telling you Understanding laws relating to recruitment & selection Evaluating and selecting the final candidate
SESSION 19	Managing Ongoing Performance
	Where does responsibility for performance lie? What are we managing? – More than just the technical skills 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 How to receive feedback – creating a feedback culture Causes of poor performance Setting the performance objectives Following up reinforcing the behaviour and skills
SESSION 20	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 21	Motivating Yourself and Your Team
	The benefits of motivated staff Using intrinsic vs. extrinsic 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 22	Coaching As a Business & Management Tool
	Self assessment for the manager as a coach Coaching as a tool for accelerated development The core elements of business coaching Coaching skills and competencies Coaching education – what to tell your staff Building technical skills and psychological readiness The Behavioural Coaching Cycle Informal coaching – coaching when you see a need 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
SESSION 23	Financial Understanding for Non Accountants
	Introduction to financial statements: content, terminology and relationships The balance sheet, profit and loss, and cash flow statements Overview of accounting “rules” Accounts receivable – valuation and recognition of bad debts Inventory – cost accounting and implications for profitability Market valuation and accounting for depreciation Borrowings – interest and principle loan obligations Profit and loss statements – revenue and expense recognition EBIT, EBITDA – calculation methods Cash flow classification – operating, investing and financing Ratio analysis – liquidity, management efficiency, financing, profitability Case studies calculations and discussion

Organising and Managing Yourself And Others

SESSION 24	Time And Task Management
	Organising yourself – evaluating your personal work habits Planning ahead – day, week, month Must, should and want to do lists Using planning and scheduling tools Capitalising on your energy levels and prime times Dealing with deadlines Prioritising – distinguishing urgency from importance Negotiating interruptions and managing others How to say ‘no’ without damaging the relationship Managing paperwork and emails The importance of flexibility Strategies for overcoming procrastination
SESSION 25	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 Keeping the meeting focussed and on track Meeting minutes Closing a meeting – creating action items Evaluating your meetings
SESSION 26	Work/Life Balance & Stress Management
	Work related Stress – a world wide epidemic Deferred Happiness Syndrome – how does it affect you? Signs and symptoms of on going stress Optimism and its impact on resilience Don’t wait for a crisis before doing something differently Are you coping as well as you think Indentifying your values Changing your thinking and attitudes What are you prepared to give up? Financial savvy – how much is enough? The seven steps to sanity Change your behaviour, change your habits, change your life Using your support network

Managing Teams and Team Dynamics

SESSION 27	Building Successful Teams
	Understanding the components of successful teams Recognising why teams do and do not work Accepting how the team environment is changing Making our team work – aligning individual goals “What’s in it for me?” – recognising the value of teamwork What skills are necessary for a successful team Team development – where are we now? Managing the teaming process – how to move forward? Different roles with the team What is my role within the new team? Increasing cooperation and support Building trust and commitment Capitalising on personal and role diversity
SESSION 28	Conflict Resolution
	The psychology of difficult people The consequences of avoidance and poor conflict management What is conflict and confrontation? Managing disagreements and conflict Emotion vs. logic – why people don’t listen Diffusing anger and emotion Handling with misinterpretation Negotiating the solution process Separating the person from the problem Getting to Win/Win Not taking conflict personally Letting it go – not carrying the conflict and stress with you