15 July 09.30-13.00 SEMINAR A – THE EXCEPTIONAL DELEGATOR
WHAT WILL I GET OUT OF IT?
• greater confidence in the act of delegation
• more time to add more personal value
• quicker and more consistent building of capability amongst direct reports
• fewer corrections, resulting in improved quality
• improved morale and team motivation.
KEY FEATURES
• time, delegation and personal leverage
• why we don’t delegate (and why and when we should)
• barriers to effective delegation
• critical success factors
• finding the ‘investment time’ to show people how
• giving genuinely constructive and effective feedback
• how to accelerate people up their competence curve
• what to do when they ‘just don’t get it’
• getting the interpersonal bits right – briefing, monitoring and feedback
14.00-17.30 SEMINAR B – MOTIVATING INDIVIDUALS AND TEAMS
WHAT WILL I GET OUT OF IT?
• ability to identify and harness the motivation of different people
• improved ability to generate ‘discretionary effort’
• enhanced staff morale and reduced turnover
• greater effectiveness in maintaining motivation over the medium and long term.
KEY FEATURES
• identifying individual work values and preferences
• aligning individual motivation and team/departmental goals
• me on a bad day – how my team see and experience me
• the behaviours and language that trigger motivation
– and those that don’t!
• maintaining motivation when we’re all under pressure
• motivating ‘disaffected followers’
• creating and retaining a sense of belonging
• helping people to help themselves
• looking longer term – avoiding short-term fixes and ‘knee-jerk’ reactions
16 July 09.30-13.00 SEMINAR C – DELIVERING TEAM POTENTIAL
WHAT WILL I GET OUT OF IT?
• clearer insight into the keys to successful teamworking
• enhanced ability to provide appropriate leadership
• techniques to encourage collaborative working and greater collective responsibility
• a more rewarding and productive team environment.
KEY FEATURES
• characteristics of outstanding teams
• when is a team not a team?
• balancing the needs of task, team and individual
• stages of team development
• qualities of effective leadership
• promoting appropriate followership
• managing project and inter-departmental teams
• creating a positive team climate
14.00-17.30 SEMINAR D – MANAGING FOR PEAK PERFORMANCE
WHAT WILL I GET OUT OF IT?
• identification of key issues associated with performance management
• improved individual and therefore team performance
• ability to spend ‘people management’ time more effectively and with clearer benefits
• enhanced reputation for successful people management.
KEY FEATURES
• how are we doing – understanding the real scope for improvement
• keys to managing intellectual capital
• how will they be judged – giving people real clarity of objectives
• giving the appraisal process life and meaning
• addressing underperformance and the poor performer
• getting people to commit to change
• performance coaching in a time pressured world
• managing the strong performer:
– ensuring that you find the time
– identifying development needs
– challenging people to stretch themselves
– converting good to excellent
17 July 09.30-13.00 SEMINAR E – DELIVERING AND MANAGING CHANGE
WHAT WILL I GET OUT OF IT?
• greater understanding of the impact of change on managers and their teams
• insights into the causes of ‘change failure’
• practical approaches to a range of change situations
• enhanced ability to lead yourself and others through periods of change
• improved self-confidence when acting as a ‘change agent’ for your organisation.
KEY FEATURES
• when change fails – lessons from the wider world
• successful and sustainable change – critical success factors
• why people resist change, and what this means for managers
• managing individual attitudes to change: dealing with poor commitment and under-performance
• keeping the ‘show on the road’ – maintaining performance, quality and customer service during organisational change
• communication problems during change
• the manager as key communicator – consulting, listening and briefing
• leadership behaviours during change and uncertainty
14.00-17.30 SEMINAR F – CONFLICT MANAGEMENT
WHAT WILL I GET OUT OF IT?
• understanding of why interpersonal conflict arises – and its impact on yourself and others
• ability to pre-empt conflict by recognising early warning signs
• confidence to tackle rather than avoid difficult issues
• a range of approaches to resolve conflicts
• realistic ways to deal with entrenched problems that don’t respond to day-to-day interventions
• understanding of the impact that personal style has on others – and the ability to change your behaviour accordingly.
KEY FEATURES
• sources of conflict at work – and typical responses
• self-diagnosis – personal traps and habits
• heightening personal awareness – recognising the signs in others
• conflict resolution strategies
• matching the approach to the situation
• developing flexibility – responding to different behaviours and styles
• handling emotion in conflicts – yours and theirs
• interpersonal behaviours in conflict – do’s and don’ts
LECTURER
Ingle Dawson BA ACA, Director, IDG Limited
CPD UNITS
4 per seminar
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