Leadership Learnings

Leadership

  • Recognize the distinction between leadership and management; and why you need to master both.
  • Develop a clear statement (vision) of the kind of leadership you wish to offer your organization and employees.
  • Work on the key result areas to manage your transition from peer to boss.
  • Delegate appropriately and effectively.
  • Identify your preferred leadership style(s) and how to adapt your leadership style to the development level of your employee for each task and situation.
  • Discover your strengths and weaknesses in the five fundamental practices of leadership; then develop a plan to improve your leadership practices.

Influencing Others

  • Recognize how you communicate your positive and negative expectations which become self-fulfilling prophecies; then practise four (4) ways to manage expectations and other strategies to communicate them effectively.
  • Establish rapport and trust instantly.
  • Build relationships; maintain control and get results through active listening.
  • Identify your own learning style and preferred communication modes; recognize and adapt to the communication modes and mental processes.
  • Communicate difficult messages effectively and assertively.
  • Provide corrective feedback effectively.
  • Win the cooperation of others, win them back if you have lost them and sell your ideas well.
  • Learn why most managers misunderstand what really motivates employees; then develop a plan to provide the four universal motivators for your employees and yourself.
  • Use four simple approaches to create and environment of high energy and motivation.
  • Evaluate your workplace according to the twelve (12) criteria established by the Gallup Corporation to determine if you have a great place to work; then develop a plan to build on the strengths and compensate for the weaknesses.
  • Develop strategies for employee engagement.
  • Develop retention skills and strategies within your circle of influence.
  • Recognize the distinct needs, strengths, aspirations and styles of each of the four generations working together in most organizations today.
  • Practise an approach to manage these differences for synergies, rather than allowing them to create destructive spirals.
  • Develop specific strategies for “boomers”, generation “X”, and generation “Y”.

Coaching, Counselling and Mentoring

  • Discover the important distinctions between coaching, counselling and mentoring.
  • Learn approaches and techniques to coach effectively when employees “can’t” perform the task.
  • Explore the skills and strategies of counselling to help an employee perform well when he/she “won’t” do it.
  • Explore the nature of the relationship between a mentor and a mentee; adopt the four pillars of mentorship.
  • Evaluate an employee’s performance gap to determine if coaching or counselling is required.
  • Develop a plan for peer mentorship.

Leading Teams

  • How to develop working groups into high performance teams.
  • Identify your personality profile; maximize the diversity of your team by recognizing and adapting the others’ personality preferences.
  • Ensure better problem-solving and decision making in teams by avoiding groupthink and false agreements.
  • Practise problem solving methodologies to manage risks, enhance creativity and commitment.

Management

  • Understand the whole performance management wheel:  from goal setting to training to coaching to motivating to counselling to performance appraisals to documenting discipline.
  • Document discipline effectively.
  • Prepare and deliver performance appraisals that work.
  • Explore the impact of stress on you and your team.
  • Develop strategies and resources to manage the correlation between stress and satisfaction for (1) yourself and (2) your workplace.
  • Adopt an approach to become progressively more proactive and less reactive (putting out fires).
  • Develop strategies to deal with your most important time wasters and consumers.

Transitions

  • Explore the nature of change.
  • Adopt strategies to lead planned transitions effectively and deal with imposed changes well.
  • Recognize how your team and organization navigate the inevitable and predictable process of change; then adopt the right strategy to help them succeed.

Networking

  • Engage in activities to promote the sharing of experiences and solutions among participants – as well as a strategy to network after the workshop.

Plan

  • Develop a personal leadership plan to get realistic results between workshops and the next learning experiences.