Leadership & Management

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                   (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
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
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
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
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

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