Leadership and Management Training

Principles & Strategies of Leadership

(Each session is 4 hours)

 

SESSION 14  Leadership and Effective Business Relationships

  • The importance of people and relationships in business success
  • Using DiSC to interpret human behaviour
  • Recognising your natural behavioural style
  • Working with your strengths and weaknesses
  • Understanding the behavioural styles of others
  • People reading using DiSC – DVD exercises
  • Adjusting your style in order to become more effective
  • Understanding behavioural changes under stress
  • Recognising conflicts of style

 

SESSION 15 The Differences between Leadership and Management

  • What is leadership and what is management?
  • When to lead and when to manage
  • Management in complex organisations
  • Leadership in uncertain organisations
  • The characteristics of exceptional leaders
  • Reviewing your management behaviours
  • The 13 Fatal Errors that managers make

 

SESSION 16  Values Based Leadership

  • Emotional vs. cognitive leadership
  • Articulating values and beliefs
  • Achieving consistency between values and behaviour
  • Inspiring a shared vision in your staff
  • Selling the benefits of common goals and shared vision
  • Enabling others and encouraging collaboration
  • Taking initiative – opportunities for change and improvement
  • Building credibility with staff
  • Sustaining high employee morale

 

SESSION 17 Situational Leadership

  • Factors influencing leadership effectiveness
  • Understanding and applying Situational Leadership principles
  • Leadership Style Diagnostic – identifying your natural leadership style
  • Recognising the developmental levels of employees
  • Directing, Coaching, Supporting & Delegating – an integrated model
  • Using the appropriate leadership style to maximise retention and performance
  • Analysing and planning for your team

 

SESSION 18 Delegation

  • Delegation as a development tool
  • How to delegate and avoid dumping
  • What to delegate – letting go
  • When to delegate – creating the time to do it
  • The 12 Step Delegation Process
  • Selecting the appropriate person to delegate to
  • Understanding where the responsibility and authority lies
  • Getting ownership and buy in
  • Following up and creating accountability
  • Selling the benefits and making delegation attractive to all parties

 

SESSION 19 Managing Individuals through Change

  • Personal attitudes to change
  • Answering frequently asked questions and objections to change
  • Understanding individual responses to change
  • Recognising innate change capacity and change fatigue
  • Building proactive rather than reactive responses to change
  • Dealing with resistance to change
  • Overcoming denial and negativity
  • Reducing obstacles and resolving issues
  • Identifying each individuals barrier point to change
  • Coaching and supporting others through change

 

SESSION 20 Strategic Change Management

  • Key drivers of success in achieving change
  • The Murphy Curve – the importance of planning change
  • Applying the “10 Step Change Management” process
  • Clearly defining the nature of a change
  • Creating urgency – establishing clear, compelling reasons to change
  • Tolerating ambiguity and managing the team through uncertainty
  • Determining objectives, tasks and time frames
  • Securing resources for the change
  • Encouraging contribution and ensuring two-way communication
  • Embedding and institutionalising the change
  • Ending a change and celebrating success
  •  

SESSION 21 Business Planning

  • What is a business plan? – Who needs to develop one?
  • How business plans differ from strategic plans
  • Common mistakes in planning and how to avoid them
  • Understanding your current preparedness to move forward
  • Identifying your strengths, weaknesses and frustrations
  • Barriers to success – the McKinsey 7 S model
  • Determining the preferred business scenario
  • Building motivation – articulating the consequences of business as usual
  • Analysing the options – what should you be pursuing?
  • Addressing the challenges of implementation
  • Writing business plans that drive accountability

 

SESSION 22 Strategic Planning for Executive Management* *Full day course

  • What is strategy and why is it important to your business?
  • The 4 fundamental tests of any strategy
  • How strategy drives competitive advantage
  • Strategic planning overview – analysis, formulation & implementation
  • Industry analysis (PESTLE), Competitive analysis & Organisational analysis
  • The structure of a strategic plan
  • The 12 steps to writing a strategic plan
  • Understanding the planning parameters
  • Identifying key stakeholders and strategic issues
  • Drafting mission, vision and values
  • Developing measured objectives and setting targets
  • Identifying key success factors for each key stakeholder group
  • Designing strategies to achieve objectives and targets
  • Writing action plans to implement strategies

 

SESSION 23 Decision Making and Problem Solving

  • The decision making process
  • Effective decisions = quality thinking x acceptance
  • Low involvement vs. high involvement decision making
  • Step by step problem solving
  • Defining the problem and the pain
  • Describing the desired state or goal
  • Analysing potential causes and identifying the true root cause
  • Identifying possible solutions
  • Brainstorming tools and avoiding limited thinking
  • Selecting the best solution – weighted criteria
  • Developing an action plan – gaining buy-in
  • Implementing the solution and evaluating progress

 

SESSION 24 Innovation, Creativity and Lateral Thinking

  • The limitations of argument and adversarial thinking
  • Values and uses for the 6 Thinking Hats
  • De Bono’s 6 Thinking Hats – Black, Yellow, White, Red, Green, Blue
  • Applying the power of parallel thinking
  • Using the Green Hat to make time for creativity
  • Controlling negativity and focussing thinking
  • Increasing productivity and efficiency in meetings
  • Systematic vs. occasional use of the hats
  • Lateral thinking tools – how to increase innovation
  • Harvesting ideas

  

Performance Management and Staff Development

(Each session is 4 hours)

 

SESSION 25 Interviewing and Attracting High Performers

  • The challenges of recruitment in the current market
  • Different types of interviews
  • The 5-point interview plan to fill any position faster
  • Preparing and planning for the interview
  • Using Behavioural Interviewing questions
  • Strategies to establishing rapport
  • Describing your culture to ensure a fit for your organisation
  • Selling your organisation to the candidate
  • Finding out what they aren’t telling you
  • Understanding laws relating to recruitment & selection
  • Evaluating and selecting the final candidate

 

SESSION 26 Managing Ongoing Performance

  • Where does responsibility for performance lie?
  • What are we managing? – More than just the technical skills
  • Signs that a performance problem is developing
  • What to do if you think you may have a performance problem
  • When should you correct declining performance?
  • Giving feedback – your strengths and weaknesses
  • Overcoming resistance to feedback
  • Guidelines for giving behavioural feedback
  • How to receive feedback – creating a feedback culture
  • Causes of poor performance
  • Setting the performance objectives
  • Following up reinforcing the behaviour and skills

 

SESSION 27 Running Effective Performance Appraisals

 

  • Why conduct performance appraisals?
  • Selling the vision and dealing with expectations
  • What goes wrong – common appraisal errors
  • Planning effective feedback
  • Identifying positive performance – put the ‘praise’ back in ‘appraise’
  • Differentiating the causes of non-performance from the symptoms
  • Preparing for the meeting – the interview framework
  • Keeping the appraisal focussed and on track
  • Setting goal areas and agreeing upon the required performance
  • Writing Key Performance Indicators
  • Building action plans and milestones
  • Evaluating the results achieved
  • Providing the necessary follow-up action to support performance appraisal meetings

 

 

SESSION 28 Motivating Yourself and Your Team

 

  • The benefits of motivated staff
  • Using intrinsic vs. extrinsic motivators
  • What people want
  • 10 ways to reward
  • Maslow and the implications of motivational theory
  • The misconceptions regarding money!
  • The importance of being valued
  • Dealing with de-motivated employees
  • Personal motivation – where are you going?
  • Where are you now?
  • Your limiting beliefs
  • Setting clear, well defined goals
  • Plan of action

 

 

SESSION 29 Coaching as a Business and Management Tool

  • Self-assessment for the manager as a coach
  • Coaching as a tool for accelerated development
  • The core elements of business coaching
  • Coaching skills and competencies
  • Coaching education – what to tell your staff
  • Building technical skills and psychological readiness
  • The Behavioural Coaching Cycle
  • Informal coaching – coaching when you see a need
  • 10 Step Formal / Contractual coaching
  • Identifying who would benefit from coaching
  • Addressing distorted thinking and self-limiting beliefs
  • Dealing with emotions and resistance
  • The coaching toolkit

 

SESSION 30 Financial Understanding for Non Accountants

  • Introduction to financial statements: content, terminology and relationships
  • The balance sheet, profit and loss, and cash flow statements
  • Overview of accounting “rules”
  • Accounts receivable – valuation and recognition of bad / doubtful debts
  • Inventory – cost accounting and implications for company profitability
  • Market valuation and accounting for depreciation
  • Borrowings – interest and principle loan obligations
  • Profit and loss statements – revenue and expense recognition
  • EBIT, EBITDA – calculation methods
  • Cash flow classification – operating, investing and financing
  • Ratio analysis – liquidity, management efficiency, financing, profitability
  • Case studies calculations and discussion

 

Managing Teams and Team Dynamics

(Each session is 4 hours)

 

SESSION 31 Building Successful Teams

  • Understanding the components of successful teams
  • Recognising why teams do and do not work
  • Accepting how the team environment is changing
  • Making our team work – aligning individual goals
  • “What’s in it for me?” – recognising the value of teamwork
  • What skills are necessary for a successful team
  • Team development – where are we now?
  • Managing the teaming process – how to move forward?
  • Different roles with the team
  • What is my role within the new team?
  • Increasing cooperation and support
  • Building trust and commitment
  • Capitalising on personal and role diversity

 

SESSION 32 Running Effective Meetings

 

  • Three essential meeting stages
  • Meeting preparation
  • Tips for scheduling meetings
  • Team meeting roles (leader, facilitator, recorder, participants)
  • Meeting responsibilities
  • Key steps to developing an agenda
  • SMART objectives
  • Setting the ground rules
  • Keeping the meeting focussed and on track
  •  Meeting minutes
  • Closing a meeting – creating action items
  • Evaluating your meetings

 

 

SESSION 33 Conflict Resolution

  • The psychology of difficult people
  • The consequences of avoidance and poor conflict management
  • What is conflict and confrontation?
  • Constructive conflict
  • Managing disagreements and conflict
  • Emotion vs. logic – why people don’t listen
  • Diffusing anger and emotion
  • Handling with misinterpretation
  • Negotiating the solution process
  • Separating the person from the problem
  • Getting to Win/Win
  • Not taking conflict personally
  • Letting it go – not carrying the conflict and stress with you
Read 3662 times

BSI Learning © 2013
BSI Learning Institute Pty Ltd
Trading as BSI Learning.
ABN 20 106 311 086
RTO 21371

© Copyright 2016 BSI