Leadership and Management Training
(Each session is 4 hours)| SESSION 1 | Leadership and Effective Business Relationships |
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Introduction to DiSC Understanding your individual style Understanding others Working with your strengths and weaknesses Reading others using DiSC Adjusting your style in order to become more effective |
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| SESSION 2 | The Differences between Leadership and Management |
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What is leadership? What is management? The principles of management The principles of leadership When to lead and when to manage Understanding your management style Understanding the style of others |
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| SESSION 3 | Principles and Strategies of Leadership |
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Emotional vs. cognitive leadership Articulating values and beliefs Achieving consistency between values and behaviour Inspiring a shared vision Selling the benefits of common goals and shared vision Enabling others and encouraging collaboration Taking initiative - opportunities to for change and improvement Building credibility Sustaining high morale |
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| SESSION 4 | Situational Leadership |
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Varying approaches to leadership Leadership traits vs. style Blake & Mouton Managerial Grid Situational Leadership Developmental levels Four leadership styles Directing, Coaching, Supporting and Delegating Leadership - an integrated model Analysing your team |
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| SESSION 5 | Delegation |
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Delegation as a development tool How to and how not to delegate What to delegate When to delegate Selecting the appropriate person to delegate to Understanding where the responsibility and authority lies Following up and creating accountability Making delegation attractive to the delegate |
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| SESSION 6 | Managing Change |
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Responsibilities of change agents Building change management competencies Selecting the right change management style 10 step change management model Communicating change Individual responses to change Dealing with resistance to change Managing redundancies |
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| SESSION 7 | Strategic Planning and Decision Making |
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The planning process - steps to success Where are we now? Barriers to success Preferred scenario How this could be achieved Short term and long term planning Effective decision making Encouraging quality thinking Creating buy-in From decision to action |
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| SESSION 8 | Innovation, Creativity and Lateral Thinking |
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The limitations of argument and adversarial thinking De Bono’s 6 Thinking Hats The power of parallel thinking Increasing productivity in meetings Systematic vs. occasional use of the hats Lateral thinking tools - increasing innovation Harvesting ideas |
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