Leadership Skills for Managers

Leadership Skills for Managers

Duration: 3 Valuable Days

What is leadership, and what is the difference between leadership and management? Management utilises planning, communication and organisational skills to control or direct people/resources in a group according to values that have already been established.
Leadership is setting a new direction or vision for a group that they can act and will follow. A leader is the spearhead for that new direction.

This workshop will recognise and build upon your existing managerial abilities and help you to develop outstanding leadership qualities enabling inspirational impact on others

Course Aim

Leadership is about making things happen, putting your stamp on the future. Research clearly indicates that leadership skills can be developed. This workshop will provide the opportunity for you to benchmark against essential leadership competencies, identify your natural style and develop a range of styles appropriate to the situation and the independence levels of your team

Learning Objectives
Following the workshop you will be able to:
Identify your own leadership style and the strengths and possible pitfalls of that style
List the sources of leadership power i.e. personality, role power and knowledge power
Increase your own leadership power and noticeably improve your personal impact
Identify the skills and attitudes that characterise the finest team leaders
Recognise the difference between groups, teams and factors which assist or prevent effective teamwork
Understand your team and individual dependence and independence levels
Devise strategies to manage team changes and difficult team members
Experiment with situational leadership, adapt your style and develop a sense of what approaches are most successful for you
Interact with your peers and tomorrow's leaders
Develop a base from which to plan your professional development to further develop your leadership skills

Method and Approach

Pre-workshop
Participants will be provided with thought provoking self analysis activities to identify the strengths and development opportunities to develop their leadership style including;

Leadership behavioural diagnosis through 360 tool
Self-completed diagnostic tools to determine preferred leadership style.
A personal key results analysis designed specifically to assist in exploring the link between the visions for their organisation, how vision translates into personal key objectives and the appropriate leadership behaviours required to achieve those objectives.

The Workshop

A highly interactive workshop which utilises business simulations and practical leadership and teamwork activities.
Video, self assessment, facilitated learning, coaching and personal feedback

Post Workshop (recommended)
With individual coaching and support participants will transfer their learning and skills to the workplace. Individual coaching will enable managers to develop confidence to perform effectively in situations that are a challenge for them.

Content of the Workshop

Day One: Leadership Behaviours and Communication

What is leadership?
What qualities or skills do you need to be a leader?
The difference between leadership and management behaviours
The qualities of the different types of Leader
Situational Leadership- conscious choice of style
Seeing and Perception
Perception is reality
Assumptions affect how we see the world
Changing your terms of reference
How to stop yourself seeing what you think is there and see what actually is there, and deal with that.
Communication Dynamics
Impact of Body Language
What makes Impact?
How do you know when someone has made an impact?
Where do you make the greatest impact?
Where are you most comfortable?
Where are you most uncomfortable? Why?
What kind of an impact do you think you're making then?


Day Two: Influencing and Facilitation as a Leader
First Impressions
Making the impression you choose
Persuasion, Motivation and Inspiration
What is influence?
The six influencing strategies and how they work
Recognising Power sources
Status the power of changing your importance when relating to others
Deliberate change of status to shift the dynamic
Getting to We the deliberate use of the words "I" "You" and "We" to push and pull on a confrontation to achieve a resolution.
I'm Right, You're Wrong the danger of imposing a point of view,
Using Agreement looking for point of agreement, then 'zipping the lip'.
Feedback Finesse choosing what your feedback is achieving
Upward Influence
Spheres of Influence
"What can I do?" as opposed to "What should be done?"
Influencing outside your direct sphere
Upwards Feed Back
Rehearsals Work on specific issues brought in by the participants



Day Three - Insight into Group Dynamics
Just what affects a group dynamic?
Why have a team?
What is team process?
Identifying team roles
Identifying individual strengths and capitalizing on group dynamics
Establishing or re-establishing direction
Evaluating the team effort and exploring options for improvement
Managing stages of team development
Assess how behaviour impacts on team morale