If managers are trustworthy, adapt leadership styles, inspire their subordinates, and effectively work 'through' them, organizations would be having better business results.

 

But not all managers exhibit these qualities.

 

A Gallup poll found that only 18% of managers demonstrate a high level of talent for managing others – meaning a shocking 82% of managers are not very good at leading people.

 

One of the major reasons for this is that, moving seamlessly from a hands-on role to a leadership role, most managers are usually ill-prepared and consequently unaware of key leadership and management principles required to keep their team productive.

 

Also, the processes that help determine leaders in many organizations often produce managers based on tenure or previous manager roles – with little account for whether they possess business leadership skills.

 

And these are the skills that galvanize other functions and help to positively influence subordinates to want to follow. Hence without them, managers find it difficult to get the best out of their subordinates.

 

But the reality is that, for most employees, business leadership skills do not come naturally. This means they need to learn them and how to apply them. And that’s the essence of this training.

 

A tool for leadership development, it's designed to help managers create and accomplish their personal best; lead others to get extraordinary things done; and become more effective in translating the vision and strategies of the executive leadership into actionable plans and overseeing their execution.

 

 

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The Learning Journey

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The training starts with a look at lifelong learning and learning organizations – two concepts advocated by leadership guru, Peter Senge. Then, we explore Senge’s five learning disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking.

 

Building on these, the participants are taken through the concept of Situational Leadership where they learn different leadership styles and how to apply them adaptively. Servant Leadership is also explored as a contemporary leadership model in contrast to the traditional top-down model.

 

Next, we study five leadership practices established by two other leadership experts – James Kouzes and Barry Posner:

 

▪           Challenge the process

▪           Inspire a shared vision

▪           Enable other to act

▪           Model the way

▪           Encourage the heart of employees

 

With this information in mind, we start looking at key leadership competencies, including building trust, managing change, and personal productivity. Then, we take a look at some things that differentiate managers and leaders.

 

After that, we learn about different types of thinking. We also take a brief look at ethics, influence, and managing relationships.

 

In the last sessions, we learn how to solve problems, plan strategically, delegate, give feedback, conduct meetings, and put on a great presentation.

 

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Training Objectives

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After completing this training, participants will be able to:

 

- Define their role as a manager and identify how that role differs from other roles they have had

- Understand the management challenge and the new functions of management

- Discover how they can prepare for and embrace the forces of change

- Identify ways to get organized, get their workspace organized, and get a jump on the next crisis

- Identify their leadership profile and explore ways to use this knowledge to improve their success as a manager

- Enhance their ability to communicate with others in meetings and through presentations

- Create an action plan for managing your career success

- Get their message out in a way that inspires

- Create a vision and get others to commit to it

- Develop their subordinates and align their ambitions with the needs of the organization

- Set goals, light a path, and persuade subordinates to follow

- Get the best out of their subordinates

 

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Training Outline

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Session 1: Overview

 

- Learning Objectives

- Pre-Assignment

- Pre-Assignment: Areas of Improvement

- Pre-Training Assessment

 

Session 2: About the Learning Organization

 

- What is a Learning Organization?

- Are You a Lifelong Learner?

- Lifelong Learning Questionnaire

- Scoring?

 

Session 3: Achieving Personal Mastery

 

- What is Personal Mastery?

- Your Personal Vision

- Developing a Vision 

- Step One: Identify Your Values

- Step Two: Define Your Values

- Step Three: Put It All Together

 

Session 4: Analyzing Our Mental Models

 

- Our Mental Models, Part One

- Our Mental Models, Part Two

- Mental Models in the Workplace

- Strategies for Working with Mental Models

- You Can Create New Mental Models!

- The Ladder of Inference, Part One

- A Ladder of Inference, Part Two

- A Ladder of Inference, Part Three

- A Ladder of Inference, Part Four

- A Ladder of Inference, Part Five

- Reflection: Using Your Own Experiences as a Resource

- Case Study

- Applying the Concepts

 

Session 5: Achieving a Shared Vision

 

- What is a Shared Vision?

 

Session 6: Team Learning

 

- Team Learning

- The Meteor Belt

- Protocols for Skillful Discussion

- Preparing the Ground for Skillful Discussion

 

Session 7: Systems Thinking

 

- Systems Thinking

- Sample Systems

 

Session 8: Understanding Leadership

 

- About Leadership

- Director's Style

- Coach's Style

- Supporter's Style

- Delegator's Style

- Your Leadership Style

- Understanding Your Comfort Zone

- Adapting Our Style

- Cycling Through the Styles

- Managing Performance

- Humility

- Making Connections

- Servant Leadership

- Making Connections

- Onboarding and Orientation

- The Great…

- … And The Not So Great

- Taking Charge

 

Session 9: Five Practices

 

- Practice One: Challenge the Process

- Making Connections

- Practice Two: Inspire a Shared Vision

- Practice Three: Enable Others to Act

- Making Connections

- Image Identification

- Practice Four: Model the Way

- Practice Five: Encourage the Heart

- Practices in Practice

 

Session 10: Building Trust

 

- The Cycle of Trust and Performance

- Improving Trust

- Trust Exercise

- Making Connections

 

Session 11: Managing Change

 

- About Change

- Endings

- Neutral

- Beginnings

- Making Connections

- Key Factors in Successful Change

- A Step-by-Step Plan for Change

- Case Study: Getting More from the Last Hour

- Getting More From the Last Hour

  

Session 12: Time Management Tips and Tricks

 

- Getting Things in Order

- Making Connections

- Mastering E-mail

- Adding Up the Numbers

- Assessing the Impact

- Tackling the E-Mail Monster

- Time Management Tips

- Eight Exciting Ideas

- A Planning Checklist

- Putting Plans into Action with Scheduling Aids

- Organizing Your Work Area and Your Paperwork

- Going the Extra Mile

 

Session 13: Managers vs. Leaders

 

- Managers vs. Leaders

- Making Connections

- We Need Leaders!

- Managers vs. Leaders

 

 Session 14: Criteria for Useful Feedback

 

- Giving Constructive Feedback

- Best Practices

- The Importance of Feedback

- Making Connections

 

Session 15: Feedback Techniques

 

- Feedback Techniques

- The Open-Ended Approach

- More Feedback Options

- Encouraging Feedback

- Case Study

 

 Session 16: A Personal Action Plan

 

- Starting Point

- Where I Want to Go

- How I Will Get There

- Summary