Fundamentals of Leadership

• Understanding of the difference between leading and managing
• Learn about the need to keep an appropriate balance between getting the job done, maintaining team & motivating individuals
• Understanding of how your behaviour affects the actions of others

• Preparing to challenge and be challenged constructively
• Evaluating the contribution that individuals make to a team
• Building an effective team
• Using assertive behaviours
• Action planning to transfer the learning to get improved results in the workplace

• Encourages managers to do the right things – right!
• Gets managers focused on leading
• Less time wasted on managers doing inappropriate tasks
• Builds individual confident levels
• More effective use of time and other resources
• Improved manager/staff relations

• Reduced conflict and confrontation
• Stronger, more productive working relationships
• Improved motivation for individuals and teams
• Develops confidence in making more informed decisions
• Immediate business impact

• Essential differences between the roles of management and leadership - many managers, particularly those new to the role, see management as simply telling their people what to do. This first session opens up thinking about the differences between managing and leading and the relevance and importance of each.
  How much of my job is ‘doing’, how much ‘managing’ and ‘leading’
• Assess your own preferred working style and its strengths - using an effective and simple analysis tool participants learn that in their leadership role they have to be aware of different work styles and how to deal with different people in different ways to get the best from them
• Know your limitations and learn to manage them effectively - linking to the working styles analysis, delegates learn to work to their strengths and how to accommodate their weaker areas using the ‘Sword and Shield’ concept
• Understanding how your style of operation impacts on others - the PUSH-PULL model underscores that either style works, adept leaders choose and use the right style at the right time
• Understand Adair’s Action Centred Leadership principles and how to apply these in real life - balancing attention to Team, Task or Individual is a key skill for leaders in fast moving pressured environments – awareness of how to achieve that balance increases effectiveness
• Keeping an appropriate balance between getting the job done, maintaining the welfare of the team and the motivation of its members - linking with Adair’s model, delegates work to devise ways of achieving balance
• Understand how your behaviour affects the actions and motivations of others - exploring the Assertive – Passive continuum and the Parent, Adult and Child behaviours reveals alternative approaches to gain sustained cooperation, minimise conflict and maintain a strong team spirit

• Become prepared to challenge and be challenged constructively to achieve full potential at work - using feedback as a GIFT is a skill delivered by this programme. Whether it be constructively criticising or warmly praising, either wins cooperation and improvement. Participants learn how to both give and receive feedback in a practical session particularly when they may be dealing with a strong or challenging team member
• What motivates people and, as a manager what can you do with this knowledge - exploring the key motivational techniques and theories and how they apply in delegates own working environment. Participants consider the motivational tools that are already in place and others that they can adopt to vary their style to match the motivations of different team members
• Exploring team roles using Belbin’s team role theory - linking to other aspects of self understanding and behavioural awareness delegates gain an understanding of Belbin’s work and how they can apply that knowledge to the effective development and maintenance of their teams
• Be able to use knowledge of team-roles to build an effective team - balance in a team is a key aspect of building and maintaining its strength. Delegates analyse their teams and make decisions on what to do to maintain highest productivity
• Create and share a personal action plan and commit to transfer learning projects or assignments - the value of this programme is in the way it is transferred into observable, measureable actions at work. To ensure this is done, the facilitator gains commitment of each participant to an action plan for change
  Plans are later shared with delegate line managers who are able to support their transfer learning

Available Packages:

Duration:

Materials:

Support:

Dates & Location:

Delegates:

Style:

Learning Methods:

Not sure which? Use our handy Package Comparison table

2 days

Folder, workbook, handouts, pen and certificate of attendance

To suit you

Up to 12 people

Righttrack programmes are energetic, exciting and highly participative, which create an impact and motivate participants to learn and embrace change

We utilise a blend of learning methods: practice sessions, group workshops, scenario-driven learning, assignments, self managed learning, shared group learning, accelerated learning and structured group learning