Leadership and Management
Leadership and Management Day One
The Principles of Effectiveness,
The two fundamental principles of personal effectiveness are clarity of purpose and rational communication.
A lack of clarity brings uncertainty and indecision.
A lack of communication leads to misunderstanding and de-motivation.
Clarity and communication, when blended together lead to purposeful action, meaningful conversation and a constant search for evolutionary progress.
So we want you to insist on an approach based on clear outcomes and a real sense connection.
Fundamental issues: Focus on three principles:
- Productivity (it is the reason for a persons employment).
- Intelligent planning (means creating a commitment to a never ending search for improvements).
- Self worth (encourage people to achieve self-motivation and enthusiasm to form a forward thinking, problem-solving culture).
Failure formula
- Set hazy or unclear targets
- Improvise. Have ill formed plans of action.
Get frustrated and disheartened in the face of negative feedback and setbacks
Stand still. Do the same thing this year as you did last year.
The success formula is the opposite of the above formula:
- Clarify your purpose in a clear written statement of intent
- Formulate your best plans in writing, based on an intelligent evaluation of the true facts.
- Take consistent, enthusiastic action on the plan
- Gather the feedback results Both positive and negative
- Evaluate the negative feedback
- Improve the plan based upon information contained in the negative feedback
- Make progress by continually evolving, taking intelligent action and evaluating the feedback.
- Recognise the process is continual
Positive mental approach
- Empowering language: How to use it and what it can do.
- Disempowering language: How people use it by mistake, and the negative effects it has.
- Handling pressure: How to manage the three elements of stress: Intensity duration and frequency
Leadership and Management Day Two
Effective Communications,
It is a fact that leaders communicate more effectively than others. This is what makes them different. They know what to say and why they are saying it. They know exactly what the plan is, so they can easily project themselves and maximise their positive impact on the team. These are functions of personal clarity and communication. This module provides delegates with the opportunity to develop these vital skills.
The communication process and how to use it
Three ways to minimise the chances of being misunderstood or misinterpreted:
- Eliminate negation. Ask people to stop talking about what is wrong and instead ask people what they would do in its place and ask for valid reasons.
- Clarify terms; be specific, be exact.
- Be brief; crystallise your message into a sharp incisive point.
How to deliver critical feedback in a way that preserves the self worth of the receiver.
Giving critical feedback.
- Give positive feedback. Omitting to give appreciation is not neutral in its effects. It is detrimental
- Giving appreciation.
- Construct a rational argument: make reasoning and clear thinking the basis of your communication and action.
- Presenting your case.
- Use emotion to support your position, not to replace it.
- Learn common errors of reasoning. It will help you to spot a good idea.
Leadership and Management Day Three
Priority Planning
Leaders have to get the most from the individuals around them. They also have to maximise team performance. Therefore creating a shared vision, and guiding the team towards the vision is the ultimate skill. This module focuses on getting the right things done in the right order.
- Planning and prioritising.
- The 80/20 rule and its applications in practice.
- Prioritising. Practice exercise.
- Two evaluation procedures: The rational and irrational.
- Using the two principles of deadline pressure and value as key indicators.
- Four task classification “zones”.
- Pressure tasks (High value, high deadline pressure e.g. emergencies, breakdowns).
- Efficiency tasks (High value, low deadline pressure e.g. prevention and anticipation activity).
- Busy tasks (Low value, high deadline pressure, e.g. telephone, interruptions).
- Fruitless (Low value, low deadline pressure e.g. office politics, gossip).
- Percentage of time spent in each of the four zones for:
High performing teams.
Average teams.
- 10 practical time tips to use daily.
- Productive team meetings.
- Problem solving tools: Mind mapping.
- Learn to use “Hour of power” planning time.
- What to do when people keep interrupting you.
Leadership and management training - Summary and action plan
Please call The Corporate Coach Training Group today on 01452 856091.
|
