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Leadership Lessons That Work

Price: $2,340.00

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This course is designed for anyone who needs to work through others—that is, anyone in a management role. Success as a manager comes from knowing how to make others productive. It is dependent on one’s ability to delegate, motivate and influence their actions. Activities such as strategic planning and competitive analysis consume about 2% or 3% of middle management’s time and represent 90% of the training that is received. The vast majority of what managers do relates to assigning tasks, motivating staff, and ensuring that work gets done on time and correctly; in other words, on management rather than strategy. No matter what level of manager you are, you need to learn the tools and tricks of how to manage others. This course provides a solid grounding in the core disciplines of management. The emphasis is not planning but rather the skills necessary to put a plan into action. Case studies are used to paint scenarios that illustrate common management errors in each of the topic areas. Class discussions of these scenarios allow students to dissect and apply relevant skills in a real world setting.

Course Overview

By the end of the class students will be able to:

  • Assess their own management strengths and weakness
  • Delegate efficiently and effectively
  • Create motivation plans for diverse staff
  • Use leadership as a motivation tool
  • Deal with conflict and difficult people
  • Communicate goals and roles
  • Provide feedback and manage performance

Prerequisites

There are no prerequisites. However, experience in a professional environment will help to make the discussions and examples more relevant. Previous exposure to both bad and good management practices helps to reinforce the principles covered.

Course Outline

  • Role of Management

    • Plan – Delegate – Motivate – Monitor
    • Challenge and develop staff to replace yourself
    • Good vs bad management
    • Management skill sets
    • Planning versus managing
  • Role of Leadership

    • Who can lead?
    • Strategic level – choosing a direction
    • Operational level – getting there
    • Leadership as a motivation tool
  • Leadership Theories

    • Trait Theory
    • Situational leadership
    • Generational values vs leadership needs
    • Team Leadership
    • Leadership styles
  • Motivation

    • Theories
    • Getting to know your staff
    • Temperament and motivation
    • Tools
    • Success criteria
    • Motivation cycle
    • How to motivate
    • When to motivate
  • Delegation

    • Delegate or suffocate
    • Degrees of delegation
    • Delegation process
    • Success criteria
    • Situational leadership
    • Monitor and control
  • Communications

    • What are communications?
    • Good communications
    • Quality control
    • Causes of failure
  • Interpersonal skills

    • 7 forms of intelligence
    • Machaeivellian “genius”
    • Work to your strengths
    • Understand the strengths of others
  • Interpersonal communications

    • Quality criteria
    • Key ingredients for success
    • Causes of failure
    • Interpersonal gaps
    • Building bridges
  • Effective Listening

    • Objectives
    • Tools
    • Measurements
    • Assessment
  • Management Communications

    • Objectives – delegate, motivate, monitor and control
    • Tools
    • Success criteria
  • Performance Management

    • Objectives – motivate, monitor and control
    • Motivate and lead
    • Effective feedback
    • Feedback rules
    • Coaching vs counseling
    • Performance reviews
    • Performance management cycle
    • Discipline
  • Dealing with Conflict

    • Good vs bad conflict
    • Causes of conflict
    • Types of anger
    • Dealing with conflict
  • Difficult People

    • Who are they
    • What are they
    • How to manage them
  • Stress Management

    • Performance vs stress level
    • Good vs bad stress
    • Recognition and remediation
    • Helping others manage stress