Management Training
The Total Leader: Essential Skills for Successful Management
Available Format
Program Overview
Leading and managing are not the same thing. Leaders often manage people, but not all managers lead. This program is designed for all people wishing to improve their leadership skills.
Program Objectives
At this program's conclusion, participants should be able to:
- Master Peter Senge's five disciplines.
- Add Kouzes and Posner's five practices to their life.
- Build trust with their employees.
- Develop key management skills, including change management, time management, critical thinking, delegation, problem solving, presentation strategies, communication, strategic planning, and feedback techniques.
- Use Robert Cialdini's six influence strategies to their advantage.
The following outline highlights some of the course's key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of the participant materials prior to the session(s).
Course Outline
The Basics: The Learning Organization
The idea that organizations and people should strive to evolve and learn continually has been coming into prominence over the last decade. During this introductory segment, we will explore what this means and how we can get started.
Take Five: The Five Disciplines
Next, we will discuss Peter Senge's five disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking.
The Right Combination: Leadership
One key tool for developing leadership skills is the situational-leadership model. In this segment of the program, participants will explore the model and test themselves in order to highlight personal strengths and opportunities for improvement.
The Routine: Five Practices
James Kouzes and Barry Posner are two other well-known researchers who have done a tremendous amount of work on leadership, and their findings complement Peter Senge's work. They have identified five practices they feel should be a part of every leader's skill set. We will look at each practice closely and ask participants to identify some ways to incorporate them.
Catch You If You Fall: Trust
Trust may very well be one of the most important determiners of employer-employee relationships. We will explore some ways that participants can build trust with their employees.
New Steps: Change
Managing change well is a key part of being a manager. We will take a close look at William Bridges' change cycle. Participants will also have an opportunity to apply the cycle to situations they have experienced in their own lives.
1, 2, 3 Count: Time Management
Managing time well is another crucial leadership skill. Participants will practice this skill through a time-management case study followed by some simple organizational tips and techniques.
Putting It Together: Types of Thinking
There are several models that participants can apply to their thinking to help them achieve maximum results. We will discuss two models and apply them to an ethical dilemma.
Partnering: Relationships
This part of the program takes the concept of partnering and applies it to relationships. We will look at the relationship system and how participants can use it to better coach a team through conflict.
Creative Choreography: Problem Solving
There are many approaches to solving problems, and in this segment, we will discuss a simple eight-step method for finding solutions. Then, participants will apply that method to a personal problem to test its effectiveness.
Off Your Feet: Delegation
One of a manager's biggest challenges is what to delegate to whom and how. In this final portion of the program, we will take an in-depth look at some key delegation techniques, and then participants will practice those techniques in a role play.
At this comprehensive program's conclusion, participants should have a clear understanding of the theory and practice of being a manager.
This outline adapted under license
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