EXECUTIVE EDUCATION

During this five-day course, participants will explore both the transition from individual performer to management and the essential skills of leadership, decision making, delegation, motivation, and performance management. 

Transitions: Many fail a safe passage through here

For many, the period of transition feels like crawling through an unrelenting swamp—the mosquitoes, weeds, and critters often force one to reevaluate the advantages of a move to management. As the new leader, you must shift from the safety and security of being “king of the hill” as performer to the novice level as manager of a team. Self-confidence can take a hit in the process. In this course, we will:

• Examine the life lines and stepping stones that will help you in your transition
• Identify the competing demands of what others expect of you as a new member of the management team
• Explore new ways you can add value to your job, work group, and organization

Leadership: The process of influencing others

According to Peter Drucker, “The only definition of a leader is someone who has followers. Without followers, there can be no leaders.” Who have you followed willingly? Why should others want to follow you? In this course, we will:

• Survey the expectations that peers, direct reports, and our bosses have of us as leaders
• Examine the differences between leaders and managers and explore why these differences might enhance or limit your effectiveness
• Review leadership challenges and the competencies needed to address them
• Explore the consequences of different leadership styles
• Create a plan to enhance your effectiveness and encourage others to follow your lead

Decision making: When others look to you for the final say

Stephen Robbins says, “Decision making shapes your life. Who you are and what you’ll become are largely determined by your decision choices.” In this course, we will:

• Learn to define a problem so that alternatives become more readily apparent
• Apply proven problem-solving techniques and tools to real organizational problems
• Understand the various criteria for making decisions that are more likely to be accepted and successfully implemented

Delegation: Assigning the right person to the right job

New leaders who fail to let go of their old job often fail at their new job and severely limit their ability to prepare for advancement to the next level. Delegation is not dumping—delegation is about assigning the right person to the right job and giving others the opportunity to develop their skills. In this course, we will:

• Explore a systematic process for successful delegation
• Create an action plan for assigning tasks in a manner that ensures acceptance, understanding, and high performance

Motivation: Creating ownership and engagement

Motivation is personal; employees choose their level of contribution. Engaged employees understand how their efforts contribute to organizational success. You routinely go the extra mile—are the others doing the same? In this course, we will: 

• Explore workplace motivation—learn what you can influence and what you can’t
• Understand the essential elements of an engaging workplace
• Create an action plan to enhance the level of employee engagement

Performance management: Day-to-day practices to enhance performance and eliminate unpleasant surprises

You are leading. You have made the decision to delegate. You have created an engaging workplace. Now you have to take steps to hold others accountable for their performance. In this course, we will:

• Identify key steps you can take to hire the right person in the right job
• Review the essentials of new employee orientation
• Create achievable performance management plans, goals, and objectives
• Examine alternatives for performance and disciplinary problems
• Practice providing constructive coaching to both your best and your marginal employees