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Competent Manager: A Model for Effective Leadership (Seminar)

Overview

Many individual contributors have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge.  This program is about exploring and mastering skills that will confidently take you to the next level of competence.

The leader makes a new future happen by creating goals that inspire and make sense to their team, encouraging individuals to align with the change and make the change happen. It is a particularly challenging activity as it requires creating a new future – as Robert Quinn says – building the bridge as you walk on it. The manager works on the detail of the day to day work to ensure results are delivered. Every manager has to combine these two strands of capability depending on their focus in the moment.

To assist in this process, we need insights into what drives individual behaviour and how the culture works for or against change. It highlights how easy it is for the leader to unwittingly set people up for failure and how this can be avoided.

This program helps managers to work not only on delivering results in today’s busy environment and helps them to transition their people to new ways of working.

 The Course

This program, based on the Optiway Global Leadership Competencies Framework, seeks to assist recently appointed leaders and supervisors to transition into the leadership role. This is the most significant and challenging transition – from subject matter expert to delivering results through a team.

During this two day program participants:

  • articulate and role model their personal leadership “brand” and values while valuing others’ strengths and differences
  • understand their personal impact on others and flex their communication and behavioural styles and approaches to improve working relationships
  • build effective teams to make change and deliver results
  • lead and support people through change to enable them to transition successfully into new ways of working
  • deliver results through setting demanding yet attainable goals and continually managing and measuring people’s performance
  • give developmental feedback to allow direct reports to grow and perform at their best

Typical results at work include:

  • A leader who understand how they impact on others
  • Concentrates  on the important issues and aligns their team with what really needs to be done
  • Effective communication that will instigate changes to be made in the organisation
  • Enhanced team working
  • A proactive approach towards change

The Delegates

  • Recently appointed Team leaders
  • Team leaders keen to further their management skills
  • Department or Functional managers
  • Project managers
  • Leaders who wish to re-establish organisational purpose and direction 

Methodology

The program uses projects to allow participants to experience leadership situations and learn through reflection what changes they need to make in their approach to leadership

Module 1 – Courageous Leadership

  • The Leadership Challenge

This project requires teams to work together to deliver certain results through good leadership, use of resources, teamwork and communication. This project takes about 2 hours to complete and debrief.

  • Leadership perspectives
    • Situational Leadership
    • Charismatic Leadership
    • Transformational Leadership
    • Transactional Leadership
    • Traits Based Leadership
  • Exercise
  • Values and Credibility
    • My values
    • Organisational values
    • Alignment of self, team and organisation

Module 2 – Building a Team that Excels

  • Social Styles
    • Questionnaire
    • The House of Chat

Module 3 – Building Effective Teams

  • Team Styles Questionnaire
  • Project – Pirates
  • Review of building team capability

Module 4 – Delivering Results that Inspire: Setting inspirational goals

A key component of performance management is the setting and revising of goals through the year. Many managers seek only to satisfy their bosses with uninspiring but deliverable goals. This module invites participants to think more deeply about the work they delegate to ensure that they inspire their people to perform beyond the standard

  • Alignment with the vision
  • Setting the goals that deliver that vision
  • Exercise: Business alignment template
  • Using the SMARTER formula

Module 5 – Building a Team that Excels

  • The Viking Attack
  • Heron’s Six Interventions Styles

Module 6 – Making Positive Change

Today, every first line manager is faced with constant change – some small and some significant. Supervisors must be able to help themselves and others through the stages of change. This module looks at the Kotter model for making change happen and the Kubler Ross/Graves model of helping each person in the team through the emotional rollercoaster that comes with change.

  • Project: Changing Circumstances
  • Supporting and leading people through change
  • The Kotter Eight Stage Model
  • Kubler Ross/Graves: Emotional response to change
  • Motivating staff to move forward
  • Options for leading people through transition

Module 7 – Developing People to Achieve: effective feedback conversations

Many new leaders are uncomfortable with providing regular feedback on their team’s performance, and yet, how do we help our direct reports to constantly improve unless we set challenging goals and give them regular praise and supportive feedback. Participants will use the project to give feedback in a positive way and help create a positive environment in which feedback is seen as a helpful process not a critical process.

  • Project: The China Syndrome
  • Exercise: Committing to a critical conversation you need to have

Module 8 – Action Learning

Without any transfer of the knowledge, skills and new behaviours to the workplace, there is no value to be added to the business. This final module invites all participants to develop plans of action to take back and share with the teams and their boss.

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