Six day Leadership and Management Development

This document is about the development of managers and team leaders.
“Development” means improving their ability to:

• Develop goals and standards.
• Communicate clearly.
• Handle problems rationally.
• Resolve conflicts.
• Plan ahead and prioritise.
• Inspire others.

Managers and team leaders are people with good technical ability. That is one of the reasons they were promoted. But having good technical knowledge does not necessarily mean that a person is good at motivating, communicating and handling people.

A poor working atmosphere, ambiguous instructions and crude methods of handling conflict, limit the effectiveness of a manager and the performance of the team.

And that costs money.

This programme is designed to give the team leaders and managers a practical method to help them become more effective.

There are four “fundamentals” that every manager must master:

Clarity
Clarity is the most important virtue of the manager. If the manager is unclear in his own mind, he will not be able to make accurate decisions. He will not be able to communicate properly with his team. A lack of clarity causes errors.
This course will focus on “clarity of thought” and “clarity of communication”.
This will make “stupid mistakes” less likely and save time and money.

Rational Planning

Many people do not plan ahead. They are too busy moping up after the mistakes caused by a previous lack of planning.
Leaders make a mental shift from the immediate moment into the middle future. They need to be thinking now about things needed for next year.
That means rational planning. It takes effort and an act of will.
It also takes training. Each individual must learn the principles of prioritising to allow time to plan.

Critical feedback

Every manager has to give critical feedback at some time.
Occasionally, people fail to do what they should, or they do things they should not.
The manager needs to be able to put people back “on track”.
But how that “critical feedback” is delivered is important.

If a critical feedback message is handled crudely, bad feelings and resentment build up.
If the manager fails to give the feedback for fear of risking confrontation, productivity suffers and onlookers lose respect for the manager.

The critical feedback issue is a big problem for many managers. They have never learned how to do it.
This course shows how to give objective, clear, well-timed feedback.
The result is a professionally run shift, with a good atmosphere.

Emotional manager

One of the important roles of the leader is to be a source of strength.
She should be able to generate positive emotions such as enthusiasm and motivation in a team. She should be able to create a sense of self-esteem and pride based upon productive work.

Sometimes a manager has a negative attitude and acts to dampen down the spirits of the team. This is bad, because a dispirited team is less productive and less able to solve problems.

This course looks at the role of the manager as an emotional leader and will give them some good ideas on how to go about building up the team.

• More clarity- less mistakes- better decision-making
• Better planning – less fire fighting- more prevention
• Objective feedback- less excuses- a tighter shift.
• Positive enthusiasm-less complaining-more thinking

The purpose of this document

• Outline the MDP
• Define target audience
• Describe the style of delivery
• Agree a process

Who is the course for?

The course is designed for team leaders and managers.
These are often people with experience in the technical aspects of the job. It is why they were promoted.
Now they need help in their “man management” skills.

What are the main themes?

There are four fundamental themes that underpin this course:

• Clarity

Planning

Feedback

The emotional manager

Is the course theoretical or practical?

Both. The course has strong content and is of practical value.

What is the style of delivery?

The course is delivered with enthusiasm. I want to involve everyone both intellectually and emotionally.

The following is an outline of the leadership and management programme

Leadership and management development programme

Day One

The principles of effectiveness

The psychology of success

The fundamental principle of personal effectiveness is “clarity of purpose”.
A lack of clarity brings indecision.
Clarity leads to definite action and meaningful communication.
So insist on an approach based on clear outcomes and accurate thinking.

Primary virtues:

• Mental clarity regarding goals and standards
• Clarity in Communication.
• Intelligent logical planning
• Ability to remain focused and optimistic.
• Ability to inspire others.

The success formula is the application of the above

1. Know your outcome
2. Formulate your best plan in writing/ take decisive action
3. Gather and evaluate feedback. Both positive and negative
4. Make progress by continually adapting and evolving

Recognise the success formula is a continual process

Failure formula

1. Indecision or unclear targets
2. No plan (wining it)

Become disheartened in the face of negative feedback

Stand still. Do the same thing this year as you did last year

Leadership and management development programme

Day Two

Emotional components of effectiveness

You have the choice to empower yourself and others.
Positive language. How it works.

1. Direct suggestion
2. Repetition
3. Body language

Negative language: How people mess up

Negative language patterns

Cynicism/pessimism

Positive language patterns

Rational optimism and enthusiasm

How physical stress disempowers

Physiology first

Face to face communication
Be accurate, clear and brief

It is a fact that good leaders communicate more effectively than others.
They know how to project themselves and maximise their positive impact on the team. They are accurate, clear and brief. This module provides delegates with the opportunity to develop these vital skills.

The communication process

Words, tonality and body language

The relative importance of each.

The precision level
Be prepared to define your most important concepts.
Voice tone changes meaning.
Beware of sarcasm and irony.
Congruent communication is more powerful.

Some body language specifics.

Posture Appearance, touch, gestures, eye contact, expression, orientation and proximity.

Five ways to minimise the chances of being misunderstood or misinterpreted:

1. Eliminate negation. Negation is the most common mistake people make
2. Aristotle’s method for definitions.
3. Responses v answers
4. Structure your message
5. Limit your message

Joint decisions
“Desert survival”. An interesting communication exercise.

Listening

Three levels of listening.

Summary and close

Leadership and management development programme

Day Three

A rational approach to management

Managers have problems delivering critical feedback.
They do not know how to word critical feedback so it “comes out right”.
As a consequence, they sometimes do not say anything and the problem grows.
Or they say too much and create bad feeling.
This course gives three definite methods to help you get it right.
You will leave this module with new ideas.

Method one
The best way to deliver critical feedback
Giving critical feedback. Practice.
Get the timing right
Objectivity
Behavioural v identity statements
Reasons v excuses
Different strokes for different folks

How and when to give positive feedback

Catch them doing it right!
Giving appreciation.

Method two Implication questions

Pleasure and pain as prime movers
Long-term v short-term consequences
Persuasion involves shifting the other person’s mental focus.
Questions rather than statements as a means of persuasion.

Method three- Negative thinking v positive thinking

Four steps to an emotion
Evaluations as questions
Problem questions
Solutions questions

Leadership and management development programme

Day four intelligent planning

Time management
Prioritisation

Delegation

Team 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.

Time management as a function of intellect, not feeling.
“Task Value” and “deadline pressure” as the proper standards.

Planning and prioritising.

• Pressure tasks
• Efficiency tasks
• Busy tasks
• Fruitless

Percentage of time spent in each of the four zones for:

• High performing teams.
• Average teams.

Identify your “Time robbers”

Pareto principle

80/20 thinking v “flat table thinking”
Pareto example
“Pareto pruning”

Delegation

What should you delegate and to whom?

“Hour of power” planning time
Mapping your role
Plan ahead

Proper sequencing

“The Blackwell method”

What happens when event mess up your plan?

Behavioural checklist

Summary

Personal action plan

Leadership and management development programme

Day 5

Managing conflict

When people come together there will be conflict.
The conflict can be intellectual, emotional, political or ethical.
How the team manages conflict ill determine the teams effectiveness.
The manager has to be armed with a both knowledge and skills to properly manage conflict situations.
This module gives five new key concepts and methods.

Classification of conflicts

Conflict over facts
Conflicts over conclusions to be drawn from facts, (knowledge)
Ethical conflicts (Right and wrong)
Conflict of Political principle
Conflict Aesthetics

Rational argumentation

Conclusions and reasons

Deductive communication
Inductive communication
Hidden conclusion

No conclusion

Handle the Railroader

Railroading is an error

Anti reason
De-motivational
Methods of the railroader
How to handle the railroader

Six-step method t o handle the person who comes to you with a problem.

Listen without interruption
Reflect
Question down
Answer
Confirm
Change the subject

Fairness

Fairness is an ethical and political principle of utmost importance
Every manager should understand its meaning in practice.
Fairness as expressions of:

• “I want it!”
• Justice
• Egalitarianism
• Political equality
•  

Leadership and management development programme - Summary

Leadership and management development programme

Day Six

Review and application

It is only in the application of knowledge that benefits are seen.
So this module is designed to allow delegates to revisit the most important elements and imbed the ideas even deeper.
Any questions can be resolved and problems ironed out.
This module works best of there is a gap of one month from the last content day.
The review is delegate led and is based on practising the most important techniques.

• I want the course to be valuable to you, in the sense that it presents true ideas that are immediately recognised as being relevant and practical.
• I want the course to be inspiring, because knowing and believing an idea is not enough. A true idea must be put into action.
• I want the course to be enjoyable, because learning should be fun and leave you feeling stronger.

Leadership and management development programme - Summary and action plan

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