Explore the transition from individual performer to manager, and the essential skills of leadership and motivation
Prior to your promotion to management, you had proven that you possess the motivation and ability to be a top performer. With the promotion, your organization expects you to encourage and enable others to do the same. You need to master decision making tools, people leadership, and the necessary management skills. You need to ensure that employees get motivated to do the best job possible. Are you prepared for this opportunity and new challenge?
- Transitions: Many fail a safe passage through here
- Leadership: The process of influencing others
- Motivation: Creating ownership and engagement
Looking to save time and travel costs? Try a fast-Track five-Day course!
The
Units 1 and 2: Leadership and Supervisory Skills five-day course combines Unit 1: Leading and Working with People and Unit 2: Mastering Supervisory Skills. It includes the same instructors, topics, and number of instructional hours as those two three-day courses. Since six days of programming are condensed into five days, class days are longer and more demanding.
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
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