Who are you?
The greater your insight into who you are and how others perceive you, the greater will be your skill in stepping into others' shoes and understanding how to get the best out of them. At the start of the course, you'll have an opportunity to assess yourself, and at the end, to get some feedback on the impression that you have made on other course participants.
Your preferred management style
If you know you preferred management style, you can make rational judgements about when it will and will not be most useful. You'll explore a variety of alternative management styles and learn to use them to get the richest solutions in a variety of realistic work situations.
High performance vs. tick box cultures
Most organisations are on a spectrum from high performance to tick-box. You'll discover where your organisation and your team are, where your own attitude falls on the spectrum and how to move people further towards high performance.
Do you truly know what motivates you? And could you, hand on heart, describe the real motivators for each of your team members. You'll learn how to analyse motivational drivers and how to use them to help people to feel more motivated and perform more effectively.
Delegation that works
One of the hardest lessons to learn in management is that you can't do everything yourself.
As command and control management fades into obscurity in the best run organisations, and as you find yourself managing Millennials, who may think very differently from you, so you need a different toolkit to ensure the highest performance. Here you'll learn a number of fascinating techniques of collaborative problem-solving and decision-making which, though involving others, help your people to realise that they have a genuine contribution to make.
Giving and receiving feedback
Have you ever let something go, thinking that it won't recur, only to see it happen again? The best feedback is given at the moment at which something good or bad occurs, but giving feedback with no real structure can be an uncomfortable prospect. In this session, you'll learn how to give structured feedback that reinforces good practice and stops bad practice in its tracks.
Introducing change and making it stick
It used to be said that leaders speak the future into existence and managers manage the status quo. There is no longer a status quo! Managers must be able to offer some sense of ‘business as usual' in times of change. Here you'll learn how to introduce change that works and how to get the most resistant people to write the change plan!