Achieving Leadership Excellence
Achieving Leadership Excellence
OBJECTIVES
- State the principles and advantages of high-performance teams
- Explain the fundamentals of interpersonal communication
- Give and receive feedback effectively
- Select appropriate approaches to team problem-solving and decision-making
- Demonstrate effective conflict resolutions techniques
- Improve personal productivity and use of time
- Set out a tailored motivation strategy
- Identify personal leadership strengths and development needs
- Apply powerful influencing techniques
- Articulate a personal leadership brand
- Select appropriate techniques for developing their team
WHO SHOULD ATTEND?
All leaders who want to create a productive workplace and organizational culture to enhance their leadership effectiveness; also HR professionals who wish to gain a deeper understanding of organizational and leadership behavior.
COURSE OUTLINE
Fundamentals of High Performance Teams
- The definition of a High Performance teams and how it differs from a traditional team
- The three elements of High Performance teams
- Four types of teams
- The stages of team development
- Create an image and name for your team
Basic Communication
- How people’s perceptions and viewpoints differ
- The basics of face-to-face communication
- The difference between one-way and two-way communication
- To understand the skill of listening
- To improve active listening skills
Giving and Receiving Feedback
- Learn what feedback is
- Discover how open or closed you are to giving and receiving feedback
- Learn to give effective feedback to others
- Learn how to receive effective feedback from others
- Practice giving and receiving live feedback from team members
- Make a personal improvement plan to respond to team feedback
Group Dynamics
- Learn what group dynamics is
- Experience and discuss group dynamics in action
- Learn about group process and shared leadership
- Determine what you can do personally to improve group process skills
- Rate your team’s group process
- Identify how your team will improve its group process
Team Decision Making
- Discuss barriers to group decision making
- Learn about methods of group decision making
- Practice consensus decision making
- Practice using a group decision-making model
- Identify how your team will improve its group decision making
- Review who is responsible for current team decisions
- Identify team decision issues to be addressed
- Discuss shifting to ideal team decision-making responsibilities
Team Problem Solving
- The challenges of group problem solving
- A working definition of problem solving
- A model for group problem solving and how to use it
- How to do creative brainstorming
- How to use cause and effect diagrams to analyze problems
- How well your team is set up for effective problem solving
- The areas of group problem solving in which your team will improve
Conflict Resolution
- Learn a definition of unhealthy conflict and how to keep from crossing over into it
- Learn about five different conflict management styles
- Use a model to help you to choose how to respond to potential conflict situations
- Assess which conflict styles you most often use
- Practice a Three-Step-Model for resolving conflicts
- Decide how you want to modify your conflict style and how you will better handle your current conflicts
Time Management
- How you are currently using your time
- The barriers which keep you from managing your time more effectively
- The difference between the important and the urgent, and how to schedule time for the important
- To set professional goals to guide your use of time
- A systematic approach to managing daily events
The power tools of leadership: motivating and delegating
- Identifying the important factors in motivation
- Appreciating how different theories of motivation can be applied to the work setting
- Tailor motivational efforts to individual employees and different situation
- Identify the benefits and the barriers to delegation
- Identify the different delegation styles and understand the guidelines for on how and when to use them
- Evaluate employees and situations and determine the appropriate delegation style
- The difference between doing, leading, and managing
The characteristics of leadership
- Kouze’s characteristics of highly effective leaders
- The difference between traditional and transformational leadership
- Using a flexible effective leadership styles
- Successful leaders “equity check” their critical decisions
- Effective leadership and emotional intelligence
- Using the continuum of decision making options
- Making decisions and building teams
From performance appraisal to performance management
- Performance Appraisals to Performance Management – manager’s self-evaluation
- Managerial barriers to effective Performance Appraisals
- How to assess and employee’s performance fairly – avoiding subjectivity and bias
- The benefits of on-going Performance Management
- Leadership/coaching behavior assessment
- Your leadership/coaching style – strengths and gaps
- Using performance management as a leadership strategy
Leadership strategies and tools for building a learning environment
- Defining a learning environment and its benefits
- Senge’s five learning disciplines
- Personal mastery – learning to expand our personal capacity to create the results we most desire
- Mental models – seeing how our internal pictures of the world shape our actions
- Shared vision – building a sense of commitment in a group
- Team learning – crating a thinking synergistic environment
- Systems thinking – a language for describing the forces that shape the behavior of systems
Building leadership influence through communication
- Identifying the importance of effective interpersonal communication for the leadership role
- Building trust and believability: behaviors vs. intentions
- Perception and communicating with others
- Self-concept and leadership success – strategies for improving self-concept
- Delivering clear, concise messages
- Using active and reflective listening skills
- Acting assertively, not aggressively or passively