Being trustworthy; adapting leadership styles; inspiring others; and delivering business results ‘through’ engaged subordinates – these are great qualities. If managers consistently displayed these traits, organizations and employees would be doing much better. But not all managers exhibit these qualities.

A Gallup poll found that only 18% of managers demonstrate a high level of talent for managing others – meaning a shocking 82% of managers are not very good at leading people.

One of the major reasons for this is that the processes that help determine and shape leaders in many organizations often produce people who behave differently from what most employees desire. Managers are mostly promoted into their roles based on tenure or previous manager roles – with little account for whether they possess business leadership skills.

These are the skills that galvanize other functions and help to positively influence subordinates to want to follow. So without them, managers will find it very difficult to get subordinates to follow.

This would result to loss of intrinsic motivation to work, low productivity, mismanagement of resources, lack of transparency and ownership, unfriendly work environment, and costly employee turnover. Business leadership skills are indeed important.

And for most people, the skills do not come naturally which means they need to learn them and begin to apply them. That is the essence of this course.

It is designed to enable managers maximize the potentials of their subordinates and lead them to get extraordinary things done.

Participants will learn to create and accomplish their personal best, get messages out in a way that inspires, make the most of their limited time, build roads to precious resources, develop their subordinates, and align the ambitions of the many with the needs of the organization.

 

Course Objectives

• Define their role as a manager and identify how that role differs from other roles they have had.
• Understand the management challenge and the new functions of management.
• Discover how they can prepare for and embrace the forces of change.
• Identify ways to get themselves and their workspace organized and get a jump on the next crisis.
• Identify their leadership profile and explore ways to use this knowledge to improve their success as a manager.
• Enhance their ability to communicate with others in meetings and through presentations.

Course Content Details:

Session 1: Course Overview

•  Learning Objectives
•  Pre-Assignment
•  Pre-Assignment: Areas of Improvement
•  Pre-Course Assessment

 Session 2: About the Learning Organization

•  What is a Learning Organization?
•  Are You a Lifelong Learner?
•  Lifelong Learning Questionnaire
•  Scoring?

 Session 3: Achieving Personal Mastery

•  What is Personal Mastery?
•  Your Personal Vision
•  Developing a Vision
•  Developing a Vision
•  Step One: Identify Your Values
•  Step Two: Define Your Values
•  Step Three: Put It All Together

 Session 4: Analyzing Our Mental Models

•  Our Mental Models, Part One
•  Our Mental Models, Part Two
•  Mental Models in the Workplace
•  Strategies for Working with Mental Models
•  You Can Create New Mental Models!
•  The Ladder of Inference, Part One
•  A Ladder of Inference, Part Two
•  A Ladder of Inference, Part Three
•  A Ladder of Inference, Part Four
•  A Ladder of Inference, Part Five
•  Reflection: Using Your Own Experiences as a Resource
•  Case Study
•  Applying the Concepts

 Session 5: Achieving a Shared Vision

•  What is a Shared Vision?
•  What is a Shared Vision?

 Session 6: Team Learning

•  Team Learning
•  The Meteor Belt
•  Protocols for Skillful Discussion
•  Preparing the Ground for Skillful Discussion

 Session 7: Systems Thinking

•  Systems Thinking
•  Sample Systems

 Session 8: Understanding Leadership

•  About Leadership
•  Director's Style
•  Coach's Style
•  Supporter's Style
•  Delegator's Style
•  Your Leadership Style
•  Understanding Your Comfort Zone
•  Adapting Our Style
•  Cycling Through the Styles
•  Managing Performance
•  Humility
•  Making Connections
•  Servant Leadership
•  Making Connections
•  Onboarding and Orientation
•  The Great…
•  … And The Not So Great
•  Taking Charge

 Session 9: Five Practices

•  Practice One: Challenge the Process
•  Making Connections
•  Practice Two: Inspire a Shared Vision
•  Practice Three: Enable Others to Act
•  Making Connections
•  Image Identification
•  Practice Four: Model the Way
•  Practice Five: Encourage the Heart
•  Practices in Practice

 Session 10: Building Trust

•  The Cycle of Trust and Performance
•  Improving Trust
•  Trust Exercise
•  Making Connections

 Session 11: Managing Change

•  About Change
•  Endings
•  Neutral
•  Beginnings
•  Making Connections
•  Key Factors in Successful Change
•  A Step-by-Step Plan for Change
•  Case Study: Getting More from the Last Hour
•  Getting More From the Last Hour

 Session 12: The Four Room Apartment

•  The Four Room Apartment
•  Making Connections, Part One
•  Making Connections, Part Two
•  Making Connections, Part Three
•  Summary

 Session 13: Time Management Tips and Tricks

•  Getting Things in Order
•  Making Connections
•  Mastering E-mail
•  Adding Up the Numbers
•  Assessing the Impact
•  Tackling the E-Mail Monster
•  Time Management Tips
•  Eight Exciting Ideas
•  A Planning Checklist
•  Putting Plans into Action with Scheduling Aids
•  Organizing Your Work Area and Your Paperwork
•  Going the Extra Mile

 Session 14: Managers vs. Leaders

•  Managers vs. Leaders
•  Making Connections
•  We Need Leaders!
•  Managers vs. Leaders

 Session 15: Types of Thinking

•  Directional Thinking
•  Paradigm Shifts
•  Mind Mapping
•  Reframing
•  Consequential Thinking
•  Considering the Consequences
•  Ethics 101

 Session 16: Influence Strategies

•  Common Influence Strategies
•  Cialdini's Six Strategies

 Session 17: Managing Relationships

•  The Relationship Cycle
•  Coaching Through Conflict
•  Helping Others in Conflict
•  Helping Others in Conflict
•  Choosing Your Style
•  The Turtle (Withdrawing, Avoiding)
•  The Shark (Aggressive, Forcing)
•  The Teddy Bear (Smoothing, Cooperating)
•  The Fox (Compromising)
•  The Owl (Confronting or Problem-Solving)
•  Making Connections
•  Preparing for Conflict, Part One
•  Preparing for Conflict, Part Two
•  Preparing for Conflict, Part Three
•  Preparing for Conflict, Part Four
•  Making Connections
•  Managing Stress
•  The Positive Effect
•  Fifteen Steps for Dealing with Upset People
•  Five Tips for Dealing with Difficult People
•  Six Steps for Dealing with Angry People

 Session 18: A Simple Problem Solving Process

•  Systematic Problem Solving
•  Breaking Down the Model
•  Personal Problems

 Session 19: Strategic Planning

•  SWOT Analysis
•  Sample SWOT Matrix
•  What to Include in Your SWOT
•  Individual Analyses

 Session 20: Doing Delegation Right

•  What is Delegation?
•  Defining Delegation
•  Levels of Delegation
•  Breaking Down the Model, Part One
•  Breaking Down the Model, Part Two
•  Breaking Down the Model, Part Three
•  Delegation Case Study

Session 21: Criteria for Useful Feedback

•  Giving Constructive Feedback
•  Best Practices
•  The Importance of Feedback
•  Making Connections

 Session 22: Feedback Techniques

•  Feedback Techniques
•  The Open-Ended Approach
•  More Feedback Options
•  Encouraging Feedback
•  Case Study

 Session 23: Mastering Your Body Language

•  Mastering Your Body Language
•  Things to Consider
•  Reading Cues and Adjusting Your Approach

 Session 24: Meeting Management

•  Preparing for Meetings
•  Reading the Reports, Part One
•  Reading the Reports, Part Two
•  Reading the Reports, Part Three
•  Preparing for the Meeting
•  During the Meeting
•  Managing Meetings
•  Making Connections
•  Presentation Tips

 Session 25: Pumping up a Presentation

•  Pumping up a Presentation
•  Seven Easy Steps

 Session 26: Personal Development

 Session 27: A Personal Action Plan

•  Starting Point
•  Where I Want to Go
•  How I Will Get There
•  Summary

Post-Course Assessment

Option 1

You will automatically be sent your user ID and unique password by email for you to start training.

 

Option 2

Pay or transfer course fee into any of our bank accounts and send an email (to enroll@learnsmart.com.ng) to notify us. We will register you and instantly email your user ID and unique password for you to start training.

 

Our Account details

Account Name: Paradigm Learning Services

Zenith Bank: Account No: 1013876190

GTBank: Account No: 0159084910

Access Bank: Account No: 0047876850