This Workshop will enable the learner to delegate responsibilities, but not accountability (which remains with the manager) to all the team). All too often the high-value delegated tasks are given to the high performers in your team, and the more ‘basic’ administrative ‘chores’ that you have are delegated to the lower-performers.
This Workshop focuses on how you can delegate using different leadership styles using a similar structure to all the team, to give them the ‘stretch’ tasks that they all need. This will ‘free-up’ your time to spend more quality people management time and reduce the number of hours spent doing tasks – it’s the art of letting go.
In other words, most managers and leaders often end up doing tasks themselves because either ‘it takes time’ to delegate or that your standards are so high that it’s quicker to do yourself. This Workshop provides structures, templates and techniques to help you ‘let go’.
Delegation is not an exclusive exercise for middle managers and above. Many first-level managers don’t delegate because of the time involved and the ‘art of letting go’ work that came from their previous role. This Workshop will encourage the learner that delegation=development and that this is in the best interests of the people in your organisation.
This Workshop dispels the myth that there’s good and bad feedback. All feedback is constructive, and should also include regular praise. The Workshop focuses on using a structured ‘Peeling the Onion’ framework for delivering all feedback and allows the Learner an invaluable opportunity to practise using real work-based scenarios.
The Workshop also incorporates the importance of open questions, allowing the recipient of the feedback time to talk and the giver of the feedback time to listen. The focus here is to eliminate the Learner’s listening habits e.g. rehearsing the next question in your head and using basic NLP methodologies to enhance the overall feedback experience. Often missed in Workshops of this nature is how to receive feedback as well as give it.
Creating a constructive feedback environment in any organisation is one that will help you to grow as honesty, integrity and trust are instilled and are also conducive to any values-based business.
This Workshop focuses on moving beyond the traditional GROW model used in coaching and embraces a new framework entitled UCANDOIT. Naturally another leadership theory acronym but one that moves beyond the trouble with GROW and include the missing ingredients of motivation, review and sustaining performance.
This Workshop focuses on using appreciative enquiry techniques, NLP, active listening and following an easy to follow framework to get the answers from the coached and not the coach. Good coaches ask; bad coaches tell. In fact, they are training not coaching. This Workshop also ‘draws a line in the sand’ and differentiates the skills of coaching from mentoring, counselling and consulting.
Highly practical and interactive, this is a whirlwind of knowledge for all those that attend. This Workshop can help your business move away from traditional TELL transactional leadership to ask-oriented transformational leadership, inspiring people to grow from INQUIRY not ADVOCACY.
This Workshop focuses on the leader’s focus ‘shifting’ from being the boss to being a trusted source of skills, knowledge and behaviour for others. Mentoring is often best practised from individuals who are not your direct reports and those that can harness your expertise.
Contracting with your mentee is of paramount importance in this Workshop, as you have to agree time, frequency and other parameters as part of this mentoring contract. You still have a team to manage, but you can hone your listening and questioning skills from a mentoring perspective.
This Workshop gives the time to inquire, practise and be inspired to mentor. It also dispels the myth
that one individual needs only one mentor as your subject matter expertise may be in only one area of their importance.
This Workshop takes the coaching to an advanced level using more sophisticated NLP techniques, and understanding when to have those brave and great conversations in the workplace.
Essentially, the Learner will understand the importance of ‘raising their coaching bar’ and being able to coach in the moment and also plan effectively and precisely the points that they want to draw out of their individual direct reports. Some of these conversations may be on performance, potential – but always constructive and combines the art of superior effective and constructive feedback with advanced coaching techniques.
The Workshop is also about adaptability and flexibility as the coached is often an experienced manager or leader who will answer directly and not always positivity. Therefore, the Learner will recognise when to re-frame and rethink their conversations and be brave in what they say, do and appear in face-to-face and virtual coaching conversations.
This highly interactive Workshop focuses on the three distinct elements; understanding the stages of team development, the different roles that individuals play in teams and maintaining a high level of team performance.
This Workshop draws upon well-tested and modern team management theories and involves self- and team-assessment mechanisms to understand where your team is; what their strengths and development areas are and how to aspire to and maintain a high performing team.
Largely activity focussed (in team exercises; no surprises there), the Learner will understand the intricacies of dealing with both their own and their team’s behaviours, skills and knowledge and leave with an action plan that can enhance any team at any stage of their development.
This is largely based on a traditional in-the-same-office/location/geography team and the bolt-on’s can be from the Workshop descriptions for remote/matrix and self-managed teams that follows in this learning directory.
Team-working is the vital ingredient intra- and inter-departmentally in an organisation and can be either the constructor or destructor in a larger scale. One team’s behaviour can breed another.
This Workshop focuses specifically on the intricacies of managing a team that is remote by time, geography, location or a number of other parameters that build up to the term ‘remote’.
Different tactics and not necessarily different skills are required to manage remote teams. It’s all about contracting, regular meetings and gathering feedback from third parties. That’s just some of the things that the diligent remote team leader will do every day/ week/ month – depending on the level of performer and their motivational needs from you as their hierarchical leader and manager.
This Workshop is largely facilitated and can lead to frustration as the Learner is often the victim to non-face to-face mechanisms of communication. It’s down to what you can do via other technologies and not relying on traditional telephoning and emailing. It’s about using the technology available e.g. Skype, video conferencing for team meetings, SMS, Twitter, Facebook, instant messaging etc.
Taking the feeling of remoteness out of a remote team can make the team transition through the stages of team development as effectively as a team that is in the same area/time zone/location.
This Workshop focuses on the matrix management system of team leadership. Although the Learner may not be the traditional boss who deals with the annual performance management of the individual, they may be a secondment or project member working in your location or in your project as a Subject Matter Expert.
Therefore, this Workshop details the expectations of the matrix-worker and what you have to do to satisfy not just them but also the regularity of contact, feedback and coaching back to their direct line manager. Dealing with comments like ‘you’re not my boss’ can be difficult situations to handle, but using your team management skills you can make them feel like ‘one of the team’ and learn the skills and knowledge of their subject matter expertise and celebrate what value-add they are giving to the project/team at regular intervals. Praise is key; isolation is poison to the matrix worker.
The Workshop breaks down the matrix barriers and keeps you on the same gridlines – you are managing their workload but also their motivation and sustaining their performance in the matrix structure you are working with.
There are two ‘chains of command’ there: one horizontal (which is your responsibility) and one vertically (the individual’s performance manager). This Workshop will result in your role providing an effective matrix where the individuals feel equally involved regardless of where they ‘lie’ in the matrix.
This Workshop examines the five primary conflict management styles; avoiding, accommodating, compromising, collaborating and competing. The unique element to these styles or strategies is that they should all be used in the right situation with the right person.
This Workshop will identify the natural preferred conflict management style and those that require development by the individual Learner.
This Workshop will allow the learner to understand how to use these conflict management styles using interactive Case Studies (which could include the use of actors) and working together as a group of leaders to ascertain the best way to manage conflict, which exists between two or more parties. Remember, there is no conflict if only one party believes that it exists…it takes two.
The outcome of this Workshop is to enable the Learner to use leadership and conflict management styles and strategies to manage the conflict ‘in the situation’ and as the situation arises.
This Workshop will combine the two core subjects under the ‘guise’ of Kouzes & Posner’s Leadership Challenge, which focuses on five core components to leadership merging the subjects of motivation and leadership. Prior to attendance on this Workshop, the Learner will gather 360 degree feedback from peers, line manager and their teams on their leadership styles against the five core components of leadership and spend a large part of Day 1 reflecting on the ‘results’ and what they can do to improve and gather further feedback back in the workplace to strengthen and hone their leadership skills. A number of highly interactive exercises against the five leadership components will lead into Day 2 and how to really become the motivational leader, studying leadership theories and how to bring them to life in the workplace.
This Workshop enables experienced first-line and middle managers to really get to know themselves from the inside out and outside in and make them more rounded individuals who can inspire others back in the workplace, not just through leadership; but in a motivational way.
This Workshop will explore both the strategic nature of change, the types of change and how to manage the different reactions to change. Managers should be Change Agents and Cultural Architects and lead the change from as strategic a level as they can, which depends on where they sit on the hierarchy.
This Workshop focuses highly on managing people through the Change Rollercoaster and their different reactions to change and how to act (body language and non-verbal behaviour) as well as what to say (verbal behaviour). There are many types of change – and strategic ways to manage it; the Learner will form the best ideas from the Workshop on way to deal effectively with people and the processes for the change using a Change Agent’s Transition Toolkit, which will be provided.
Organisations to stay ahead of the strategic game have to embrace change but so do the people that are ‘along for the ride’. Managing the different reactions to change and having Change Agents and Cultural Architects will enable your organisation to change at the rate you want and with your people on board.
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This Workshop will enable middle to senior management (depending on the levels of hierarchy on your organisation) to define, shape and implement their organisation’s strategy and have a desire to develop leadership skills, tools and techniques underpinning cutting edge thinking in the strategic business management arena.
This Workshop provides the Learner with a strong platform of knowledge to apply in a strategic capacity within your organisation and goes beyond traditional knowledge based approaches by also focussing on developing the skills and behaviours required to become truly outstanding in fulfilling senior strategic leadership roles.
Now, more than ever, leaders must be truly strategic in order to influence organisational direction and actively drive breakthrough improvements in managing performance. This Workshop will facilitate this breakthrough and be sustainable in the short, medium and long-term.
