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Advanced Management Skills for New Managers: Lead-Inspire-Develop (2 days)

In today’s changing business world and fluctuating economy, managers constantly need to develop new competencies on how to manage effectively their teams and achieve the company’s strategic goals and vision. To address this challenge, new managers should not only plan and manage performance of their team, but they also have to think, act and perform as leaders, blending appropriate knowledge, skills and behaviors with relevant experience.

This hands-on influential workshop will help new managers become more effective leaders and develop the necessary competencies like communication to inspire, emotional intelligence, results orientation,  On-the-Job training and Coaching, Delegation and Managing Change and Conflicts.

By the end of the workshop the participants will be able to:

Methodology

The training method is a hands-on interactive workshop. The philosophy is to ‘Learn by doing’, using Experiential Learning Techniques. Participants will work on their own competencies using multiple self-assessment tools to identify their strong points and weaknesses, and finally apply all their know knowledge and skills in practice with individual and group exercises, case studies and role-plays.

From a leader’s point of view: Gain a deeper understanding of new Manager’s roles and responsibilities
Inspire your team to achieve company’s vision and goals
Build strong relationships, having people following you, rather than be afraid of you
Create a positive and motivational environment to achieve results with and through your team
Develop your team using Situational Leadership II® Model in Action
Match your leadership style to your employees’ developmental needs
Apply On-the-Job Training techniques
Apply Coaching skills to your team members to improve their performance
Use Emotional Intelligence at work
Be a ‘Change Agent’ in your organization facilitating change initiatives

New Manager’s Leadership skills: the competency

Introduction and Course Objectives
Why? How? What? How Leaders Inspire Action through TRUST (‘Start with why’ Simon Sinek)
Difference between management and leadership, Facts from Research
Defining what leadership competency (Brainstorming exercise)

Inspiring our team to achieve company’s vision and goals

Creating and communicating a shared departmental and team vision that inspires action
Aligning individual and team’s performance with the company’s vision, strategic goals, objectives and competencies (the missing link)
The 5 Levels of Leadership, John Maxwell

Building Relationships: Advanced Communication Skills for Leaders

Breaking the Building Blocks between teams and departments
In depth: Understanding and managing different personality types at workplace. (Case Studies)
Managing Conflict at work
Understanding the various types of workplace conflicts
Conflict Management Style (Self-Assessment)
Applying the Five Conflict Management Styles (Thomas, K.W. and R.H. Kilmann) to promote synergy culture

The Emotionally Intelligent Leader

Self-Awareness Through Johari Window
Emotional Awareness (Self Assessment Emotional Intelligence Questionnaire)
Managing through Emotional Intelligence

Bringing Results for yourself and the team

Team dynamics and the power of motivation
In depth: Motivating through Performance Management (Using S.M.A.R.T. Objectives, KPIs and Competencies to achieve company’s goals and to engage employees)
Monitoring Performance and Giving Constructive feedback to improve performance

Developing People. Situational Leadership Model in Depth: Directing

Identifying the Development Level of others
The Directing Level D1/S1. Tools and Techniques
On-the-Job Training basic techniques

Situational Leadership Model in Depth: Coaching and Supporting

What is Coaching and how can we play the Role of the Coach
The Coaching Level D2/S2. Tools and Techniques
Questioning Techniques

Situational Leadership Model in Depth: Delegating

The Delegating Level D3/S3. Tools and Techniques
Delegating: steps for success

Managing Change in the organization

Being the ‘Change Agent’
Applying Kotter’s 8 steps model as a change management framework